Compare gerrt hofstede five dminensions of cultural differences to my own also discuss any ethical or moral issues which may impact the collaboration

What do you make of Hofstede's cultural dimensions? Do you find them to be a useful tool in International Business?

Between 1967 and 1973 Professor Geert Hofstede surveyed over 100,000 IBM employees in 49 different countries about their preferences in terms of work-related values. The result was a number of seminal works on cultural values and differences published during the 1980s and 1990s. These results have had a profound influence on the field and practice of international management. The affect of the Hofstede's cultural dimensions - Power Distance, Uncertainty Avoidance, Masculine/Femininity and Individual/Collectivism on organizational behavior shows up in all cultures and cross cultures.

Power expanse catalogue (PDI) focuses on the degree of equality, or inequality, between people in a country's society. AHigh Power expanse grading shows that inequalities of power and riches have been allowed to augment within the society. These societies are more likely to follow a social group system that does not allow significant upward mobility of its citizens. Example countries include Philippines, Mexico, Venezuela, India and Brazil (Shenkar,Pp. 24). Areduced Power expanse ranking indicates the humanity de-emphasizes the differences between citizen's power and wealth. In these societies equality and opening for every person is stressed. Examples countries include Austria, Israel, Denmark, Sweden, Norway (Shenkar, Pp. 25).

With power distance, when dealing with other cultures, you have to adapt one's company values to that of the society in which you live and the people that you employ and the public that you deal with. In organizational behavior you have to be adept to adapt or eagerly participate and pursue through on those heritage beliefs of society. "Your management structure has to follow the structure of that society while understanding uncertainty avoidance knowing that certain cultures like to have rules stressed, want work regulated and are willing to work hard, conform to standards and are very secure in their jobs" (Godin, Pp. 34).

A superior from a low power distance expects mutual criticism from their high power distance subordinates but fail because of fear of suppression.

Uncertainty Avoidance catalogue (UAI) focuses on the level of tolerance for doubt and ambiguity within the humanity - i.e. unstructured situations. A High Uncertainty Avoidance ranking indicates a country has a low tolerance for uncertainty and ambiguity. This conceives a rule-oriented society that institutes laws, directions, regulations, and controls in alignment to reduce the allowance of uncertainty. Example countries include Greece, Portugal, Japan, Peru, France (Shenkar, Pp. 27). A Low Uncertainty Avoidance ranking indicates a country has less concern about ambiguity and uncertainty and has more tolerance for a variety of opinions. This is reflected in a society that is less rule-oriented, more readily accepts change, and takes much more risks. Example countries include Denmark, Sweden, UK, USA and India (Shenkar, Luo, 6-8).

According to Hofstede's work, "based high in every country except USA, Americans working in countries such as Italy, Greece or Brazil are very entrepreneurial ...