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
Hierarchy in organizations
means an inequality of roles
Decentralization is popular
Narrow salary range
Subordinated expect to be
consulted
The ideal boss is a resourceful
democrat
Privileges and status are
disapproved
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
Centralization is popular
Wide salary range
Subordinated expect to be told
what to do
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 Dominant values: material success

and preservation and progress

People and warm relationships are Money and things are important
important
Sympathy for the strong
Sympathy for the weak
In family, fathers deal with facts and
In family, both fathers and mothers mothers with feelings
deal with facts and feelings
Stress on equity, competition among
Stress on equality, solidarity , and colleagues and performance
quality of work life
Managers are expected to be decisive
and assertive
Managers use intuition and strive for
consensus Resolution of conflicts by fighting them
out
Resolution of conflicts by compromise
and negotiation
 Uncertainity vs Avoidance
Low UAI High UAI
Uncertainty: normal feature of
life and each day is accepted as Uncertainty : continuous threat
it comes that must be fought
Low stress subjective feeling
of well-being High stress subjective feeling of
anxiety
Aggression and emotions must
not be shown Aggression and emotions may be
shown at proper times
Comfortable in ambiguous
situations and with unfamiliar Fear of ambiguous situations and
risk
of unfamiliar risk
There should not be more rules
than necessary Emotional need for rules, even if
they never work
Precision and punctuality have
to be learned Precision and punctuality come
naturally
Tolerance to innovation
Resistance to innovation
Motivation by achievement

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
Hiring and promotion decisions take
employees ingroup into account
Management is management of
groups
Relationship prevails over task
High
individualism
Individuals learn to think in terms
of I
Low-context communication
Diplomas increase economic
worth and/or self- respect
Relationship employer-employee
is a contract based on mutual
advantage
Hiring and promotion are
supposed to be based on skills
and rules only
Management is management of
individuals
Task prevails over relationship
 Long term VS Short term
orientation
Short term orientation
Respect for traditions
Little money available for
investment
Quick results expected
Respect for social and status
obligations regardless of cost
Concern with possessing the Truth
Long term orientation
Adaptation of traditions to a
modern context
Funds available for investment
Perseverance towards slow results
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.