Unit 3 Individual Project Managing High Performance

Unit 3 Individual Project Managing High Performance

Culture is the characteristics of people within a group, their behavior, beliefs and all the common things between them. It is the culture people relate to within a society and contribute and share common values with them (Chhokar, 2007).  The theory of Hofstede describes how the culture affects its members, their values and how these relate with each other. In our case we have taken three dimensions from Hofstede theory of dimension to learn how culture will impact a person from U.S as he shifts to a foreign branch for management purposes.

Answer# 1

Power distance (PDI)

The degree to which the working places along with the less powerful institutions suc as educational institutes and families in a country accept the unequal distribution of power is called power distance (Hofstede, 2001). United States is one of the countries with lowest ranking in Power Distance which is 40 as compare to the world average of 55 (Hofstede, 2012). This indicates much equality among societal institutions, government and non-government organizations and within the families. The low ranking shows that a co-operative interaction across the power level is high which creates a stable cultural environment than the countries with lower ranking.

Individuality (IDV)

The culture where people are tied with loose connections and self-centeredness is the trait of people refers to the culture of individualism. In such a culture it is believed that people will take care of themselves and collective measures are not common (Hofstede, 2001). The culture of United States is Individualist as it is ranked with the highest individualism rate that is 91 as compared to the world average of 43 (Hofstede, 2012). In this type of culture children always contemplate in terms of “I”. As far as the organizational structure is concerned, organization is adjusted to satisfy the needs of individuals. Employees in such organizations seek for their own actualization, on the other and, incentives are also based on individual performance rather than the team work. However, the outperformers are appreciated in an organization with individualistic culture.

Long-term orientation (LTO)

Long term orientation deals with the fostering of virtues directed towards long future incentives in particular thrift and perseverance. The most significant feature of culture with short-term orientation is that people want their efforts to be quickly appreciated. In contrast, people make persistent efforts to achieve the desired goals and objectives in long-term ...