HOFSTEDE'S CULTURAL DIMENSIONS ee) MARKETING ABOUT FINLAND Based on a decade of research, this blog post is based on Psychologist Dr. Geert Hofstede’s published cultural dimensions model towards the end of the 1970s. It has become a globally accepted norm for comprehending cultural differences. In this piece, we will examine Finland and Sri Lanka through the perspective of Hofstede's thesis, which will be discussed further below. POWER OF DISTANCE Finland scores low on this dimension (score of 33). Finland has progressed to the point where individuals are accustomed to being self-sufficient, where people have equal rights and opportunities that are respected and respected, and where management facilitates and empowers employees. Because power is primarily decentralized in society, a supportive and delegating leadership style could be described. Workers anticipate being consulted when necessary. ‘The majority of communication is direct and participatory. Respect in Finland is earned via hard labor, modesty, and humility. Workplace conflicts are supposed to be resolved diplomatically. Power and authority are not admired and are considered condescending ABOUT SRI LANKA Here we focuses on the role of Hofstede’s. cultural dimensions and their potential impact on the success of organizational performance and how these cultural dimensions may help the performance in Sri Lanka POWER OF DISTANCE Sri Lanka, with a score of 80, is a relatively hierarchical society. This means that people accept a hierarchical structure in which everyone has a place and no more reason is required. Organizational hierarchy is viewed as reflecting fundamental inequities, centralization is popular, subordinates expect to be told what to do, and the ideal boss is a benevolent monarch. In addition, the general impact on public sector organization performance in Sri Lanka is due to political instability, in-efficient allocation of resources, and corruption Organization performance is very tow in Sri Lanka due to high power distance: highly centralized (civil service rules, procedures, and decisions), family ruled, charismatic power, low salary and high wage salary, corruption, centralization hierarchy, inequality in society, different ethnicity and cast and so on,80 63 59 57 45 45 33 35 38 26 10 Power Individualism Masculinity Uncertainty Long Term Indulgence Distance Avoidance Orientation * estimated INDIVIDUALISM Finland, with a score of 63 is an Individualist society. Finland is @ society that values individualism, This indicates a strong preference for a loose social structure where people are solely expected to care for themselves and their families. The employer- employee relationship in Finland is a contract based on mutual benefit, and hiring and promotion choices are mostly, if not always, based solely on merit. Offenses frequently result in remorse and a loss of self-esteem. MASCULINITY Finland is regarded as a Feminine society because it received a score of 26 on this metric. People prioritize equality, solidarity, and quality in their working lives in feminine countries, where the emphasis is on "working in order to live." Compromise and negotiation are used to end conflicts. Free time and flexibility are preferred as incentives. Well- being is prioritized; status is not disclosed. In Finland, a good manager is one who is supportive, and decision-making is accomplished through participation. The foundation of society is one of equality for all genders. INDIVIDUALISM. Sri Lanka has a low score of 35 in this area, which indicates that it is a collectivistic society. This is demonstrated by a strong, sustained dedication to the member "group,’ which could be a family, an extended family, or extended relationships. In a collectivist culture, loyalty takes precedence over the majority of other social norms and laws. In a society, everyone accepts responsibility for the other members of their group, fostering strong relationships. Employer-employee interactions are seen morally (like a family link), hiring and promotion decisions take the employee's in-group into consideration, and management is the administration of groups ina collectivist society. MASCULINITY This study found Sri Lanka's score extremely low masculine, with a very low score of 10 is thus considered a Feminine society. It marginally lower score than other South ‘Asian counties. A significant number of Sri Lankan women have attained the status of doctors, engineers, lawyers, administrative officers, diplomats, politicians, academicians, university lecturers, and other such high positions in society, despite the fact that they historically and practically acquire a diverse range of qualified professions and are growingly well educated,UNCERTAINTY AVOIDANCE Finland has a high desire for avoiding uncertainty with a score of 59 on this dimension, Regarding what constitutes socially acceptable behavior, Finland has a fairly deep-seated set of beliefs and values. Finland would not be regarded as one of the world's most innovative nations if that weren't the case, thus itis still seen to be exceptionally accepting of new ideas, There is a negligible emotional demand for regulations in Finland (however most rules and laws are rational). Time is valuable for some people, hard effort and punctuality are expected norms, innovation may be resisted in particular fields, and security plays a significant role in motivating an individual. LONG TERM ORIENTATION In common with many western countries, Finland can be classified as a short-term- focused society. People frequently prefer instant satisfaction to patience and want things now rather than later because of a desire to avoid delays. Also, there is just a very slight tendency to save money for the future. There is respect for history and for customs. With a little more emphasis on the near term, Finland is almost in the middle of this score of 38. INDULGENCE The relatively high score of 57 indicates that, Finland is a relatively indulgent nation. Individuals who live in communities with high Indulgence scores generally show a readiness, to follow their impulses and inclinations when it comes to having fun and enjoying life. They have a cheerful attitude and a tendency toward optimism. In Finland, people are free to express themselves in whatever they like, enjoy themselves, and spend money however they choose. Although people don't judge one another, some things are anticipated. ei UNCERTAINTY AVOIDANCE Sri Lanka does not demonstrate an outstanding predilection, as indicated by its rather mediocre score of 45. Nothing has to be perfect or go according to plan; imperfections are accepted in Sri Lanka. Most people do not feel motivated or prompted to take action, and instead easily and unquestioningly settle into pre- established roles and routines. We have to accept the fact that rules are frequently put in place purely for the purpose of being violated. Sri Lanka's Uncertainty Avoidance is to maintain social harmony in the office; an intermediary removes the uncertainty associated with a conflict. LONG TERM ORIENTATION With an intermediate score of 45, Sri Lanka does not indicate a strong preference in this dimension Cultures displaying higher Long term orientation are more thrifty and pragmatic in nature. They display their understanding of time as having ong term implications - well spread out over the future. In contrast, cultures displaying short orientation are more nationalistic and values-driven. INDULGENCE There is currently no score for Sri Lanka in this dimension. Societies that score poorly on this metric tend to be cynical and pessimistic. Restrained civilizations, in contrast to Indulgent societies, also place less value on leisure time and restrict the satisfaction of their wishes. Individuals with this perspective believe that social standards constrain their behavior and that engaging in somewhat inappropriate behavior is wrong,WHAT SHOULD BE TAKEN IN TO CONSIDER WHEN DOING BUSINESS IN SRI LANKA CONCLUSION According to this study, there is a connection between the cultural dimensions identified by Hofstede and organizational performance in Sri Lanka. The national culture dimension in Sri Lanka is characterized by significantly high power distance, moderate collectivism, extremely low masculine (feminine county), and moderately low uncertainty avoidance. Each component was interpreted, with generalizations made regarding how they affected performance in Sri Lankan organizations. Both organizational performance and employee performance are influenced by organizational culture In Sri Lanka, collectivism and femininity as cultural factors are more favorably correlated with employee performance than power distance and uncertainty avoidance. It is crucial to comprehend the differences in organizational culture between each division and how those differences manifest themselves in their interactions with one another if an organization wants to strengthen its current culture and achieve good employee performance (Weerarathna & Geeganage 2014). Lastly, the outcomes of this study provide useful insight into the possible influence on Sri Lanka's organizational performance. Sri Lanka's organizations perform generally moderately well. Sri Lanka, in comparison, has encountered significant real-world difficulties in delivering higher performance. The Government is targeting Sri Lanka's ascension to the 25th place in the Ease of Doing Business Index (EDBI) by 2028, with an aim to attract more Foreign Direct Investments (FDIS) into the country. Meanwhile, Sri Lanka stepped from 100th to 99th place among 190 countries on the influential World Bank Doing Business Index in the 2019 index. This is the highest-ranking Sri Lanka has achieved since 2016. REFERENCES + Weerarathna, R.S, & Geeganage, |.A.P.H, 2074, The Relationship between Organisational Culture andEmployee Performance: Case of Sri Lanka, Volume 5, Issue 8, International Journal of Scientific & Engineering Research (\USER). + Cohn, R. & Russell, J., 2015. Hofstede’s Cultural Dimensions Theory. s.l:Bo0ks on Demand. + Hofstede Insights, 2019. COMPARE COUNTRIES. [Online] Available at: https://www.hofstede-insights.com/product/compare-countries/ AUTHORS ‘+ Angurukarage Dinusha Lakmali - LBI21S + Rubasinhage Dona Samitha Madushika - LBI21S