Power Distance

Low power distance

Power is exerted only

where it is necessary.
Employees expect to take
part in decision making or
to be asked for their
opinions.
Interdependence between
less and more powerful
people

High power distance

Members accept power distance

as part of social order, it
determines what is right and
wrong.
Employees expect directives and
rules
Less powerful people should be
depended on the more powerful
Hierarchy in organizations
reflects the existential inequality

Hierarchy in organizations
means an inequality of roles

Centralization is popular

Decentralization is popular

Wide salary range

Narrow salary range

Subordinated expect to be told

what to do

Subordinated expect to be
consulted
The ideal boss is a
resourceful democrat

The ideal boss is a benevolent

autocrat or good father
Privileges and status are both
expected and popular

Masculanity Vs
Feminity
Femininity

Masculinity

Dominant values: caring for others

and preservation

Dominant values: material success

and progress

People and warm relationships are

important

Money and things are important

Sympathy for the weak

In family, both fathers and mothers deal
with facts and feelings
Stress on equality, solidarity , and
quality of work life
Managers use intuition and strive for
consensus
Resolution of conflicts by compromise
and negotiation

Sympathy for the strong

In family, fathers deal with facts and
mothers with feelings
Stress on equity, competition among
colleagues and performance
Managers are expected to be decisive
and assertive
Resolution of conflicts by fighting them
out

Uncertainity vs
Avoidance
Low UAI

Uncertainty: normal feature of

life and each day is accepted

as it comes
Low stress subjective feeling

of well-being
Aggression and emotions must

not be shown
Comfortable in ambiguous

situations and with unfamiliar

risk
There should not be more

rules than necessary

Precision and punctuality have

to be learned
Tolerance to innovation
Motivation by achievement

High UAI

Uncertainty : continuous threat

that must be fought
High stress subjective feeling of
anxiety
Aggression and emotions may be
shown at proper times
Fear of ambiguous situations and
of unfamiliar risk
Emotional need for rules, even if
they never work
Precision and punctuality come
naturally
Resistance to innovation
Motivation by security

Individualism VS
Collectivism
Low individualism
Individuals learn to think in terms
of we
High-context communication
Diplomas provide entry to higher
status groups
Relationship employer- employee
is perceived in moral terms, like a
family

High
individualism
Individuals learn to think in
terms of I
Low-context communication
Diplomas increase economic
worth and/or self- respect
Relationship employeremployee is a contract based
on mutual advantage

Hiring and promotion decisions

take employees ingroup into
account

Hiring and promotion are

supposed to be based on
skills and rules only

Management is management of
groups

Management is management
of individuals

Relationship prevails over task

Task prevails over relationship

Long term VS Short

term orientation
Short term orientation
Long term orientation
Respect for traditions
Adaptation of traditions to a
modern context

Little money available for

investment

Funds available for investment

Quick results expected

Perseverance towards slow

results

Respect for social and status

obligations regardless of cost
Concern with possessing the
Truth

Respect for social and status

obligations within limits
Concern with respecting the
demands of Virtue

Indulgence VS
Restraint

Indulgence stands for a society that allows

relatively free gratification of basic and
natural human drives related to enjoying
life and having fun.

Restraint stands for a society that

suppresses gratification of needs and
regulates it by means of strict social norms.