MGMT – Assignment Example

The first dimension is Power Distance. For example, Power and inequality, of are extremely fundamental facts of any society and anybody with some international experience will be aware that all societies are unequal, but some are more unequal than others. Some cultures like the Japanese have a PDI that is roughly 50 % , while in the Philippines, PDI is 90%. This pose as a challenge to a team leader since he has to adjust his leadership style when making decisions. The decisions are to be made by higher authorities, thus, subordinates are only given menial work. People from cultures with high PDI need clearance from superiors to make decisions. This makes the organizational set-up bureaucratic since hierarchy is observed.
Collectivism/Individualism. This attitude can be seen after a day’s work where co-workers would often wait for one another when going home especially among Asian cultures. However, this can also work against an employee when one has to conform to wrong practice done by some members of the group. If he/she does not conform to such practice, be ostracized by the group .
Masculinity/femininity. Cultures with a high masculinity index translates to more competitive attitude towards work. If a team has high masculinity among its members, the work can be done efficiently and objectively; however, when a team member has high feminine index, this could mean that the person would value family over work and thereby might not commit to overtime work.
UAI. According to Hofstede, Uncertainty Avoidance Index is the degree to which a society can tolerate uncertainty and ambiguity This indicates that employees with high scores on UAI can tolerate unusual circumstances well translating to a more resilient character. On the other hand, team members who have low UAI are disappointed by unexpected changes in the workplace. Because of these considerations, a manager must be able to orient the employees well on any new policy or direction that a certain team must follow.
Long-term and short-term orientation. A short-term orientation has its merits such as being reciprocal or appreciative of favors . Employees who score high on short-term orientation are well motivated by encouragement and verbal praised. On the other hand, employees with long-term orientation are persevering and dedicated. ). Therefore, those two types of orientation complement each other since it presents a balance especially when exercised in decision-making. Managers can teach their employees the importance of planning which is well-suited for short-term cultures. On the other hand, leaders can also learn from the short-term the importance on giving focus to the present.

Power distance: Extent to which individuals are comfortable with inequality between people
Uncertainty avoidance: Stress in a society related to unknown future
Collectivism/individualism: Integration of individuals into primary groups
: Division of emotional roles between males and females
Long term/short term orientation: Time perspective of individuals