Multi L2

The dimensions of culture

Workplace Diversity

Refers to the range of differences among employees, not only in terms of culture and ethnicity but also in gender, age, socio-economic background, religion, physical ability, and more.

• Gender Diversity

• Generational Diversity

• Ability/Disability

Work Place Diversity Components

Gender Diversity

Equal opportunities and representation of different genders in all organizational roles.

Generational Diversity

Boomers, Gen X, Millennials, and Gen Z bring unique work styles and values, as discussed in Lesson 1.

Ability/Disability

Creating an inclusive environment that accommodates individuals with physical or mental disabilities.

Geert Hofstede

Who Created - Hofstede’s Dimensions of Culture

Hofstede's cultural dimensions theory

Hofstede's cultural dimensions theory is a framework for understanding how culture impacts values and behaviors in different countries, based on six dimensions:

1. power distance index

2. Individualism vs. collectivism

3. Masculinity vs. femininity

4. Uncertainty avoidance index

5. Long-term vs. short-term orientation

6. Indulgence vs. restraint.

Power Distance Index (PDI)

The degree to which less powerful members of an organization accept that power is distributed unequally. High power distance cultures often have hierarchical structures, whereas low power distance cultures prefer flatter organizations with more equal distribution of power.

Individualism vs. Collectivism:

This dimension reflects whether people prefer to work individually or as part of a group. Individualistic societies focus on personal achievements, while collectivist cultures emphasize group cohesion and loyalty.

Masculinity vs. Femininity:

This dimension relates to the distribution of roles between genders and what values are emphasized—competition, achievement, and success (masculine) or cooperation, caring, and quality of life (feminine).

Uncertainty Avoidance Index (UAI):

The extent to which people feel uncomfortable with ambiguity and uncertainty. High uncertainty avoidance cultures prefer structured environments, while low uncertainty avoidance cultures are more comfortable with flexibility and change.

Long-Term vs. Short-Term Orientation:

This dimension reflects whether a culture values long-term commitments and perseverance (long-term orientation) or respects traditions and focuses on short-term success(short-term orientation).

Indulgence vs. Restraint

The extent to which a society allows relatively free gratification of basic and natural human desires related to enjoying life and having fun (indulgence) versus suppressing gratification and regulating it through strict social norms (restraint).

• Alfonsus Trompenaars

• Charles Hampden-Turner

Who is the creators of: Trompenaars Seven Dimensions of Culture

• Universalism vs. Particularism

• Individualism vs. Communitarianism

Trompenaars and Turner’s Seven Dimensions of Culture

Universalism vs. Particularism

This dimension deals with whether rules or relationships are prioritized. Universalist cultures prioritize formal rules, while particularist cultures focus on personal relationships.

Example: In the United States (universalism), people are more likely to prioritize contracts and rules over personal connections. In contrast, in China (particularism), business relationships are heavilybased on personal trust and long-standing connections.

Individualism vs. Communitarianism

Similar to Hofstede’s dimension, this addresses whether people function as individuals or as part of a group.

Example: The Netherlands (individualism) places emphasis on personal achievements, while Japan (communitarianism) focuses on group harmony and collective decision- making

Neutral vs. Affective

Similar to Hofstede’s dimension, this addresses whether people function as individuals or as part of a group.

Example: The Netherlands (individualism) places emphasis on personal achievements, while Japan (communitarianism) focuses on group harmony and collective decision- making

Specific vs. Diffuse

This dimension explores whether people separate their work and personal lives (specific) or blend them (diffuse).

Example: In the United States (specific), work and personal lives are typically kept separate. In contrast, in countries like China (diffuse), personal and professional spheres may overlap significantly

Achievement vs. Ascription

This dimension indicates whether status is earned through achievements or assigned based on age, background, or social connections.

Example: In the United States (achievement), individuals earn respect based on their performance, whereas in countries like Italy (ascription), status may be assigned based on family background or social connections.

Internal vs. External Control

This dimension addresses whether people believe they control their environment (internal control) or are controlled by it (external control).

Example: In the United States (internal control), individuals believe they can shape their destiny through hard work, while in countries like India (external control), people may attribute outcomes to fate or external circumstances.

National Patterns of Corporate Culture

Trompenaars also identified various corporate cultures that reflect the influence of national patterns, which helps explain how businesses operate differently based on their cultural context.

Managers in tourism and hospitality need to adapt to their leadership and management styles based on the corporate culture they are working within.

Family-Oriented Culture

Emphasizes relationships, hierarchy, and personal loyalty. Leaders are seen as strong parental figures who care about their team members, but decision-making is often hierarchical. This culture focuses on building strong, long-term relationships. 

This type of corporate culture is common in countries like India, Japan, and Spain. 

Eiffel Tower Culture

has clearly defined roles and responsibilities, and there is a rigid hierarchy. This structure prioritizes order, precision, and adherence to formal rules. Leadership is often authoritative, and there is less focus on interpersonal relationships.

In Eiffel Tower cultures, tourism organizations may operate with strict guidelines and protocols.

Guided Missile Culture

is task-oriented and performance-driven. They emphasize individual contributions toward a common goal. Leadership serves as a guide or facilitator, and success is measured by outcomes and performance rather than by hierarchy or personal relationships.

typical in countries like the United States and the United Kingdom,

staff performance being measured by key performance indicators (KPIs).

Incubator Culture

values innovation, creativity, and individuality. This type of corporate culture has a flat structure with minimal hierarchy. People are encouraged to be entrepreneurial, and organizations are often more flexible and informal.

Countries like Sweden and Denmark

Cross-Cultural Diversity Management

In the workplace involves acknowledging and addressing differences in communication styles, work ethics, decision-making approaches, and employee expectations.

Key strategies for cross-cultural management

• Promote open communication and inclusiveness.

• Provide diversity training to improve cultural awareness.

• Adapt leadership styles to the cultural context of the team.

• Recognize and respect different perspectives and avoid stereotypes.