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Second Question: At your job does your supervisor consider everyone's feedback and promote open brainstorming or is there the expectation that there is only one best way to do a job and the supervisor knows it, so don't question him?
This second question will also say much about how Low or High Power Distance Index influences the working relationships within the companies in the region. The greater the level of egalitarian and collaborative approaches to sharing responsibility for solutions with subordinates the lower the Power Distance. Conversely if there is a definite attitude of the manager or supervisor being the only one capable of defining an acceptable solution, the company and the culture it is within is most likely High Power Distance. This also holds true for how the national government is also run as well. If there is much input sought from local government authorities about how to improve the local, regional, state or national government, there is low power distance. Conversely nations with exceptionally high Power Distance are dictatorial in how even the smallest processes and tasks will be completed. This is noticeable in the turnover rates in the more manually-oriented industries including production where job enrichment and job enhancement have been used to make...
In a sense job enrichment and enhancement are approaches to creating greater levels of egalitarian-based approaches to the Power Distance Index as well. Where there is transformational leadership in place and accomplishing goals, there is most likely a Low Power Distance Index as well.
Third Question: Are the companies in your country or region noted for wide or narrow gaps between executive pay and the average worker? This will say much about the relative Power Distance Index of one company and country relative to another. This can also easily be seen by viewing the financial statements and filings with the regulatory authorities or ministries in their respective nations. The distance between the highest-paid CEO and the typical worker in medium to High Power Distance Index nation is over one hundred times or more, making this an easily computed index of the Power Distance.
References
Geert Hofstede. "Attitudes, values and organizational culture: Disentangling the concepts. " Organization Studies 19.3 (1998): 477-493.
Hofstede, Geert, Neuijen, Bram, Ohayv, Denise Daval, and Sanders, Geert. "Measuring Organizational Cultures: A Qualitative and Quantitative Study Across Twenty Cases " Administrative Science Quarterly 35.2 (1990): 286-316.
Cross-Cultural Communication With increased competition being witnessed in many industries, Multinational companies are setting shop to new foreign markets as a way of increasing their profitability and remaining competitive. Many countries have liberalized their markets, and present advancement in technologies has made it easy for companies to open new branches in foreign markets. However, this also comes with it challenges, particularly relating to cross-cultural communication. Effective cross-cultural communication is very important
National Culture and Related Theories This paper presents a comprehensive discussion on the cultural diversity and its impact on the organizational performance and management practices. The paper includes a methodical analysis of the influence of culture on operational performance of an organization and the working patterns of individuals. A logical criticism has also been done on the relevant theories and concepts that are widely practiced in the business world. Cultural diversity refers
The fact that Greece is resisting greater oversight of its financial dealings is not laziness, or profligacy, but its very different view of long-term values than Germany. Germany places a strong value on long-term planning, persistence, and thrift. It cannot understand why a nation would hide its debt, in hopes that no one would notice and everything would 'be alright' in the long-term, so long as short-term pleasures were satisfied.
S. scored 40. The Turks still distrust although they know well how to hide it. Turkey scored 45 in femininity vs. masculinity. Holfstede used feminine values of modesty and caring and masculine values of assertiveness and competitiveness to arrive at this score. Masculinity differs from the macho image. When the difference is not recognized, Turkey rated lower than if it was recognized. Compare with Japan, which got the highest score
The important aspect to consider is the way that people perceive and accept these differing power distributions. The barrier and problem that Sally experiences in this particular case is that she comes from a society that favors a low power distance model of behavior as the accepted norm; whereas in the society in which she is now staying the cultural norms and accepted context is one of high power distance. In
Further, coercive and reward power are often highly distributed through the more agile organizations and as a result must be applied immediately to behavior to be effective. In the context of Dr. Edgar Schein's (1983) analysis and presentation of results in his working papers referenced in this document, an industry's growth and culture is well defined in the following quote. In the working papers, Schein (1983) writes: For an organizational culture