What exactly does holfsted's framework teach us? The guide to understanding the cultural difference and adopting to it. © anif nawaz

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Summery
Hofstede's cultural dimensions theory is a way of understanding
cross-cultural communication. It was developed by Geert Hofstede. It
describes how a society's culture can shape the values of its
members, and how these values effect their behavior. The theory
was developed using a structure made by using factor analysis.
Hofstede’s research identified five dimensions on which a country’s
culture can vary from others. The findings of this research help the
managers on their quest of understanding foreign cultures up to this
day.

3. 
 
What is Hofstede's cultural dimensions theory?
Hofstede’s cultural dimensions theory is a framework for cross-culture
communication. It defines and analyzes aspects which makes the culture of a country
different from others and how this cultural difference affects human behavior. For
example, Rejecting a cup of green tea can be a bad decision when you are an
executive and visiting Japan for a business meeting as the whole deal may be called
off by the Japanese partners. These types of risks occur because of the cultural
difference of values and what’s important. The different sets of values existing on
different dimensions driving human behavior are studied and turned into a
framework by Geert Hofstede in this theory of cultural dimensions.

4. 
 
Why is the Framework needed?
In this age of globalization, we all know it is impossible to “make it big” without the
help of other countries. How we interact with other countries can be defined on
many levels.
Business Communication: In business it is commonly agreed that communication is
one of the primary concerns. So, for professionals who work internationally; people
who interact daily with other people from different countries within their company or
with other companies abroad; Hofstede's model gives insights into other cultures. In
fact, cross-cultural communication requires being aware of cultural differences
because what may be considered perfectly acceptable and natural in one country,
can be confusing or even offensive in another.
International management: These considerations are also true in international
management and cross-cultural leadership. Decisions taken need to be based on the
country's customs and values. When working in international companies, managers
may provide training to their employees to make them sensitive to cultural
differences, develop business practices, with protocols across countries. Hofstede's
dimensions offer guidelines for defining culturally acceptable approaches to
corporate organizations.
International marketing: The six-dimension model is very useful in international
marketing because it defines national values not only in business context but in
general. The application of Hofstede's findings in the field of global branding,
advertising strategy and consumer behavior has been proved useful. As companies
try to adapt their products and services to local habits and preferences they have to
understand the specificity of their market." (1)

5. 
 
Hofstede’s Theory: The Five Dimensions.
Hofstede developed his original model as a result of using factor analysis to examine
the results of a world-wide survey of employee values. This research found five core
dimensions of culture affecting human behavior.
Individualistic and Collectivistic: Individualistic people look after their own and
family interests. They value “what’s theirs” and their expectations from the society are
relatively low. This mentality is most seen in United States, Canada and Australia.
On the other hand, Collectivistic minded people expect the society and the group to
5
Long-Term Orientaion Short-Term Orientation
4
Achievement Nurturing
3
High Uncertainity Avoidance Low Uncertainity Avoidance
2
High Power Distance Low Power Distance
1
Individualistic Collectivistic

6. 
 
look after and protect them. They have high expectation from the society and tend to
care about others. Mexico and Thailand are the prime examples of this mentality.
High Power Distance and Low Power Distance: In a high power distance society,
people easily accept wide difference of power and tend to have a great deal of
respect for those in authority.
Low power distance society has a tendency to play down inequalities. The employees
are usually not afraid to approach their bosses and definitely not in awe of the boss.
Mexico, Singapore, France rated high in PDI (Power Distance Index) while United
States and Sweden are rated at the bottom.
High Uncertainty Avoidance and Low Uncertainty Avoidance: High Uncertainty
Avoidance is the mentality of people being easily threatened with ambiguity and
experience high levels of anxiety and the tendency to avoid risks. People in Italy,
Mexico and France have a high degree of avoidance.
People with low uncertainty avoidance are comfortable with risks, tolerant of
different behavior and opinions. They are more along the lines of adventurous. This
mentality is seen in Canada, United States and Singapore.
Achievement and Nurturing: Achievement mentality encourages values such as
assertiveness, acquiring money and goods, and competition. People of United States,
Japan, Mexico have this mentality.
Nurturing mentality encourages values such as relationships and concern for others.
French and Swedish people have nurturing mentality.
Long-Term Orientation and Short-Term Orientation: Long-term oriented people
like to look to the future and value thrift and persistence. This mentality is very
adaptable with changes. Germany, Australia, United states and Canada values long-
term Orientation.
In Short-term orientation people value tradition and the past and are less flexible to
changes. Chinese, Taiwanese and Japanese people are short term oriented. (2)

7. 
 
Bangladesh Perspective: Hofstede’s Theory.
Bangladeshi people and their culture can also be put in the framework of Hofstede.
The behavior and culture can be defined as-
Collectivistic: Since ages people of Bangladesh have been sharing a strong with
each other. The ages old rural life taught people to care for others and expect to be
taken care of by the society.
High Power Distance: High power distance is not new to the people. The old kings
and emperors as well as the landlords held huge power over the lives of people.
Though the practice is extinct, people still look up to those in authority.
High Uncertainty Avoidance: Because of their lack of official knowledge and
training, people are less informed about the new technologies and business models.
Resulting in a tendency to avoid uncertainty.
Achievement: As the land develops, People are more likely to be career oriented,
innovative and success chasing. This mentality is more along the lines of achievement
then nurturing.
Term Orientation: People of Bangladesh are neither short term oriented nor long
term. As a result of recent rapid change of culture. People’s orientation tend to vary
from groups to areas. Main areas and groups need to be sub-categorized for a better
understanding of this view.
Endnotes
1. Hofstede's cultural dimensions theory - https://en.wikipedia.org
2. Stephen P.Robbins.Management.13th
edition.143p.