7 dimensions of culture

1. Universalism versus particularism: People in universalistic cultures, according to Trompenaars,

often conform to globally agreed-upon norms, and their relationships are governed by laws,
regulations, general values and duties. Rules always take precedence over personal ties
[ CITATION Luc13 \l 1033 ]. Particularism culture on the other hand always comes before
universal norms and regulations and individuals behavior is defined by their specific
commitments to the people they know in person. Switzerland, The United States of America and
Canada are examples of universalism cultures while countries like Nepal, China and India are
examples of particularism culture [ CITATION Luc13 \l 1033 ].
Nepal is a fairly particularistic oriented culture. It’s crucial to remember the value of trust in a
business environment while communicating with a relationship oriented culture. This culture is
seen more in the developing countries where individuals place a high priority on emotional
characteristics and may make decisions by looking at each other [ CITATION Ann18 \l 1033 ]. In
Nepal the business leaders are sometimes quite flexible when bending the rules. When an
employee for example needs to go home early or take a leave for a specific cause, they explain
why and then be granted permission [ CITATION Ann18 \l 1033 ].

2. Individualism versus communitarianism: Individualism holds the belief that the individual is
more important than the collective. Personal freedom and initiative, individual choice and
responsibility and personal success are valued and rewarded: everyone must make his own
decisions and take care of himself [ CITATION Luc13 \l 1033 ]. In communitarian societies the
community/group is valued above the individual since in exchange for the person’s loyalty, the
collective provides him with protection and assistance when required. Personal freedom and
independence are valued less than belonging to a community [ CITATION Luc13 \l 1033 ].
Nepal has long been a collectivist heritage. Individuals operate in conformity with the group and
for the benefit of the group as a whole [ CITATION Kri13 \l 1033 ]. Close-knit social groupings
such as family, friends, neighbors and even coworkers have a significant impact on an
individual’s influence. Relationships are created and often transfer into professional life in
collectivist societies, where many vocations are regulated by a system of family relationships
and friendships. In Nepal taking over family business is quite widespread [ CITATION Kri13 \l
1033 ].

3. Neutral versus emotional: In neutral culture people make a concerted effort to keep their
emotions under control. Their behaviors are influenced significantly more by reason than by
feelings. They don’t say what’s on their minds or how they’re feeling [ CITATION eas21 \l 1033 ].
Whereas in emotional culture people discover methods to communicate their feelings at work,
sometimes even spontaneously. Expression of emotion is welcomed and acceptable in these
cultures [ CITATION eas21 \l 1033 ]. The typical neutral culture country includes: The US, Nepal,
India Germany and the Netherlands whereas emotional culture country include: China, Russia
and Spain. When it comes to voicing their opinions or reprimanding the secretaries, Nepali
expatriate leaders are extremely careful. However, they expect the secretaries to be harder in
some circumstances, particularly when it comes to production staff [ CITATION Ann18 \l 1033 ].
4. Specific versus diffuse: Specific versus diffuse analyzes the complexity of interpersonal
interactions that occur within society and takes one of two paths: specific or diffuse [ CITATION
Ala12 \l 1033 ]. In Specific culture connections in countries that are particular in nature tend to
be transactional, which indicates that the finest ideas win out above personal relationships in
business. Whereas in the case of diffuse culture personal relationships are incredibly essential in
these cultures and they are frequently trusted over any form of business circumstances
[ CITATION Ala12 \l 1033 ]. The tendency is for people to make decisions based on their
sentiments about them. Nepal is a relatively diffuse culture. It is sometimes critical to establish
positive relationships with Nepali citizens when conducting businesses or being part of a society.
When negotiating take time to get to know them and become friends with them; private life and
job are inextricably linked [ CITATION Ann18 \l 1033 ].

5. Achievement versus ascription: In achievement culture people believe that you are what you do
and they assign a value to you based on that belief. Performance is valued in these societies
regardless of who you are [ CITATION eas21 \l 1033 ]. People tend to correctly recognize,
respect and reward good work and titles are only used when they are relevant [ CITATION Luc13
\l 1033 ]. This type of culture are found countries in Scandinavian countries, Australia, Canada,
and USA. In ascription culture people think you should be respected for who you are. In these
societies power, title, and status are important and these positions shape people’s conduct
[ CITATION eas21 \l 1033 ]. Example of such cultures are France, Italy, Nepal and Japan. In Nepal
because of the caste system’s dependence or influence people revere ascription. Status is
determined by professional titles, age, education and caste. If someone belongs to a higher
caste or has a higher work title he should be treated differently than someone who belongs to a
lower caste [ CITATION Ann18 \l 1033 ].

6. Sequential time versus synchronous time: People in a sequential time culture tend to view time
as sequential and rigid and they value the past, present and future differently. For them the
sequence in which events occur is vital, the value of time is high. Germany, the United Kingdom
are such examples [ CITATION Luc13 \l 1033 ]. People in cultures with synchronous time
frequently engage in many activities at the same time. In addition it should be noted that
appointments are only estimates and may be postponed at any time and that timetables are
secondary in comparison to relationship [ CITATION Mla17 \l 1033 ]. Individuals in synchronous
time culture frequently pause their work to welcome and greet others. Nepali citizens organize
time synchronously and frequently accomplish many tasks at once, allowing numerous things to
happen at the same moment. Plans are readily altered and they place high importance on the
successful completion of interaction with others [ CITATION Ann18 \l 1033 ].

7. Internal direction versus outer direction: In internal direction people assume they can manage
their surroundings in order to attain their objectives. This covers how they collaborate with
others and how they function inside organizations [ CITATION eas21 \l 1033 ]. Whereas for outer
direction people assume that nature or their surroundings is in charge of them. They focus their
actions on others at work and in relationships and they avoid confrontation wherever feasible
[ CITATION eas21 \l 1033 ]. Nepal is more outer direction in comparison of USA and Norway.
They appear to be terrified of offending their coworkers at the same firm. Nepali citizens live in
externalist culture and adapt their behavior to the circumstances [ CITATION Ann18 \l 1033 ].