Hofstede\'s Communication Theories Hofstede\'s Theories

Hofstede's Communication Theories

Hofstede's Theories Continued

Power Distance is one of the five cultural dimensions that Dr. Geert Hofstede created as part of his Cultural Dimensions Model, based on the accumulated research completed at IBM (Hofstede, Geert, Neuijen, Ohayv, Daval, Sanders, 286). The Cultural Dimensions model emanated from the research Dr. Geert Hofstede completed while working at IBM to analyze how its managers could excel in various nations throughout the world. Dr. Hofstede included 40 countries within the methodology, using this base of countries as a sampling frame to complete the analysis. The Power Distance Index (PDI) contributes insights into how democratic or egalitarian vs. authoritarian a given culture is based on the acceptance of its citizens, or in the case of groups, its members (Hofstede, 488). Dr. Hofstede has often said in his analysis that power and inequality are as much granted by followers as it is enforced by leaders or managers (Hofstede, Geert, Neuijen, Ohayv, Daval, Sanders, 287, 288).

Three Questions to Determine Power Distance

In defining these three questions to determine if a stranger is High or Low Power Distance there will also be insights gained into the cultures the stranger emanates from and has affinities for. In other words, the cultures they identify with and see themselves as being strongly associated with will come out quickly based on these three questions with regard to Power Distance.

First Question: Is it acceptable to question a leader in your company or country's judgment on an important issue and debate them or are do they know what is best for the company or country the majority of the time?

This will immediately define if a stranger is High or Low Power Distance. The higher the Power Distance, the greater the level of authoritarian approaches to managing relationships with citizens and subordinates. When there are people with a much lower power distance, there is a greater propensity and confidence to openly challenge and debate leaders' perspectives and judgments. Despite what a stranger says, and often they would say they do have the right and the privilege to do this, a quick search of the local newspaper websites for demonstrations and protests will also be a telling indicator of High or Low Power Distance. In High Power Distance nations including Malaysia (PDI of 104), Guatemala (PDI of 95), Panama (PDI of 95), Philippines (PDI of 94), Mexico (PDI of 81), Venezuela (PDI of 81) and China (PDI of 80) have all been nations known for locking down their cities in the event of civil unrest. It is possible then to figure out what the national Power Distance Index is by evaluating the tolerance or lack of it for civil assembly and protest.

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 these tasks more meaningful in an organizational concept. 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.