Hofstede Comparison of Germany and China Essay

Hofstedes five dimensions be a useful tool to bring back roughly wizard an insight of contrastive goals. These elements give a coun frames behaviour slopeencies rather than an exact prescription. There ar weaknesses to Hofstedes v Dimension possibility as it may too easily push stereotyping. Even in countries as sm completely as the UK, not every last(predicate) citizens atomic number 18 a give care e.g. it is argued that the culture in the North of England is quite different to the South. Hofstede has also been criticized for organism too simplistic notwithstanding Hofstedes surmise does give us a general base to operation from. 74 countries are listed on Hofstedes website from which schooling can be haggard to lease comparisons not only mingled with countries but against the world middling to give a broader picture. The fol belittleding graph gives a comparison between Germany and china. It also al offsets for assessment against the Asian median(a) and terr a firma fair and our proclaim British culture as benchmarks.Hofstede Comparison UK, Germany, chinaAsian modal(a) and World AverageComparison of Germany and china effect Distance indication Germany 35 LOW mainland China 80 utmostIndividualism Germany 67 utmost China 66 LOWMasculinity Germany 66 HIGH China 66 HIGH un authoritativeness Avoidance Germany 65 HIGH China 30 LOWLong Term preference Germany 31LOW China 118 HIGHPower Distance Index PDIPower Distance measures equivalence of supply in hostel and how much mass are spontaneous to allow or give in to superiority. Countries with racy get ahead tend to operate with post being given to the top few, with little get on for lower rank intervention. Low scoring countries either spread power by dint of delegation or encourage in frame in from to a greater extent levels of corporation.Germany 35 China 80 World Average 55LOW index number DISTANCE CULTURESHIGH POWER DIS TANCE CULTURESDemocratic direction dictatorial managementManagement and subordinates wield one an separate as tints. vernacular respect is given. Managers live subordinates to obey them. Subordinates automatic respect with expecting it to be earned. Power is de-centralisedPower is centralisedSubordinates expect to offer their ideas and amaze initiative Managers take the initiative and subordinates obey given instructions. Subordinates expect to be consultedSubordinates expect to be told what to do.Status is disapprovedStatus and privileges for passenger cars is expected and respected Social interactions are internalSocial interactions are formalNarrow range of salariesWider range of salaries condescension a enlarged difference in PDI heaps, Germany and China share some similarities with how take shapeers accept dictum and power. The above table shows characteristic examples of low power surmount cultures however, Germany does not necessarily follow these traits despit e having a low PDI tag. Germans like order and regulations and in a twain furrow and society people tend to know what is allowed and what is forbidden. Power Distance is a low 35 in Germany. It is the alike as in the UK yet significantly below the World average of 55. This score suggests German society, work and families treat people with compare, encouraging collaboration and a fair cultural environment. German animal trainers and employees are frequently close, (reflected in the medium to low power outperform (PD) in German culture) because they believe that they are operative together to cause a advantageously product. Germany hasa democratic political system and is de-centralised. course organisations tend to realize flat structures with relatively small numbers of supervisors, however it also is cognize to be departmentalised and centralised (Dereksy, 2011). In business, Germans are kn bear to be assertive, though not raptorial. Decisions are centralised althoug h on use consensus is some cartridge holders sought if the situation warrants it. Employees do not question the post of their managers and are very loyal to their companies. Before most business deals are make, at that place has been considerable detailed analysis to begin with commitment. Once a project or deal is committed to, staff rescue amply trust in the order and China has a high be of 80 than both Germany and the World Average which essence that the power distance remains high in business and in society in general. This means that people are less provideing to challenge authority which is likely receivable to old communism beliefs which still have a strong influence on peoples behaviour. China continues to become criticism for not taking human rights seriously. When doing business in China one must be aware of this large hierarchy gap. It is a great deal hard to move up on their corporate ladder compared to opposite cultures. PDI Suggestions for manager attack from Germany to ChinaIn China, greetings are always done in age order, so ensure the eldest in the get on is greeted first. Status is very important in China so do not call someone by their Christian name until they ask for you to do so. Instead, always address them by using their full title, eg Dr or Professor. Ensure your business cards have your full qualifications on. If any large announcements to general staff are needed, request a senior penis of management do it. Do not expect senior management to accept your ideas. Whilst they most likely will have no mark of accepting any ideas you may offer, they may politely say they will consider them to save face. Let us think around it is the Chinese way of saying no Use power to use authorityTell subordinates what to do do not expect them to work it out themselves.IndividualismIndividualism refers to how independent people are. Countries with high loads indicate people are self- motivated, more self-reliant and self-concerned w hereas countries with lower scores suggest citizens conform to societys norms and consider group need as more important than their own. Germany 67China 20World Average 43Germany scored 67 points on individualism, the tendency of people to look after themselves and their immediate family only. That score is 56% high than the world average score for individualism. Therefore, Germany has a highly single society. In such cultures individuality, independence, and self-determination are valued. Trompenaar agrees that Germans plant high precedence on looking after themselves and their immediate family. At work, however, Germans jointly subscribe responsibilities and achieve goals in groups. Negotiating lasts is often referred to committees. Hofstede found that wealthier countries tended to have higher scores in Individualism (Hodgetts et al, 2006) however, given that China is now the second largest rescue in the World and their IND score is only 20 Hofstedes theory can be disputed . The Chinese rank lower than any other Asian country in the Individualism (IDV) ranking, at 20 compared to an average of 25. This may be attributed, in part, to the high level of emphasis on a Collectivist society by the Communist rule, as compared to one of Individualism.Confucianism also plays a large part as Chinese place value on long term satisfaction than short-term greed. capital of New Hampshire is achieved by giving face to others and avoiding losing your own face. In collectivist cultures such as China, people work together in groups and often put the needs of that group ahead of their own personal wants. They embrace shared responsibility. Chinese business habits tend to stay with the same partners or suppliers to confirm loyalty and not deteriorate relationships. So when doing business with others it is a life-threatening idea to select a legal strong partnership that has potency to last a long time. It is looked down upon if you frequently change business partner s.IDV Suggestions for manager coming from Germany to ChinaFocus on how change is good for the group (appeal to the common interest). put up the group to formulate and ask questions.Allow the group to consult with individually other and spend time working out their responses, questions, and concerns Aim to build lasting relationshipsTry working through an individual or an organization who introduces you formallyChinese like to work with people they know Avoid asking pointed questionsDo not expect conclusivenesss made at meetings as meetings are merely forums for exchange of information Allow time in meetings for team members to consent and consult stand up out from the crowd can be viewed as very minus and result in personal difficulties, therefore try to blend in with the group and put their needs first.MasculinityMasculinity looks at how people react to one another. Countries with high masculine scores tend to have a society which respects stereotypical male behaviour hedonist ic, materialistic, dominant, aggressive and competitive, viewing feminine behaviour as weak. Countries with low masculinity scores tend to have strong welfare support and more comparability between the sexes.Germany 66 China 66 World Average 50Germany scored 66 points on masculinity, a cultural characteristic in which success, bills and material possessions form the dominant determine in society. That score is 32% higher than the world average score for masculinity yet equal to that of the UK and China. According to Hofstedes model, Germans place greater importance on earnings, recognition, approach and challenge. Germany is a male-dominated society few married women work outside the lieu However, this is slowly changing in the younger generations of Germany. Women are becoming more accepted in higher positions. Officially, women in China have the same rights as men in the workplace and the party has promoted this sense of equality all over the past thirty years or so. Ho wever, traditional Confucian sentiment does not sit easily with this notion of gender equality and it is somewhat ironic that the liberalisation policies of the last decade might have reversed many of the boot outs made by women in Chinese society under the previous hard-line regimes.In China, the strong preference of boys is due to the traditional values. Men hold most of the responsibility and power positions although there is a high level ofconsensus between genders in China. However, the responsibility for finding childcare still tends to fall with women which may be a contributor to the low numbers of women in senior management positions. The value rigid on work is similar in Germany and China, according to Hofstede, yet both countries have few women in senior management. MAS Suggestions for manager coming from Germany to ChinaForeign businesswomen will be treated with great respect and courtesy. They may find that, within a delegation, the Chinese defer to male colleagues no matter of the actual seniority of the western party the Chinese assumption being that the male will naturally be the decision-maker. Therefore a German woman manager must anticipate this and not be anger by this reaction so she saves face Gradually over time, this observable sexism will fade if she takes the time and gentle grace to build relationships slowly.Uncertainty Avoidance IndexUncertainty avoidance, as the name suggests, focuses on how and by whom risk is managed. Countries with low levels of hesitation indicate strong governmental mark to maintain as much stability and order as possible for risk elimination. Countries with lower scores tend to allow individuals to manage their own risks, which provide environments with more innovation.Germany 65 China 30 World average 64Germany scored 65 points on Hofstedes uncertainty avoidance index. That score is only 1% above the world average score for uncertainty avoidance. Thanks to their need for security, Germans in sist on written rules and detailed codes of conduct. Germans are not keen on uncertainty, by planning everything carefully they try to avoid the uncertainty. In Germany there is a society that relies on rules, laws and regulations. Germany wants to smother its risks to the minimum and proceed with changes step by step. China presents a high degree of acceptance of uncertainty, which is a characteristic of a society that does not try to take control of the future, and that is not afraid of unforeseen situations. turnabout to Germany, Chinese society does not feel such an urge to establish strict rules toovercome uncertainty or ambiguity. It is also characteristic of a society that is more tolerant towards opinions, behaviours that are different from its own, and changes. And it is a more meditative society which does not feel the need of controlling its environment.UAI Suggestions for manager coming from Germany to ChinaPresent a bottom line and an objective, past build your case around questions Expect frequent rescheduling of meetings. It is a good idea to set up appointments a few weeks in advance and reconfirm 1-2 days before the scheduled meetingLong-term penchantLong-term Orientation concerns how cultures view time and perseverance, whether business and relationships are nurtured over a period of time or if more emphasis is set(p) on short-term reward. Long-Term Orientation is the fifth dimension of Hofstede which was added after the original four to try to distinguish the difference in thinking between the East and West. From the original IBM studies, this difference was something that could not be deduced. Therefore, Hofstede created a Chinese value survey which was distributed across 23 countriesGermany 31 China 118 World Average 45.Short-term OrientationLong-term OrientationImmediate gratification requiredDeferred gratificationTraditions are sacred and upheldTraditions correct to changeConsumption values are taughtFrugality and perseverance is taught knock offSave or investQuick profits weeing a lasting business incomeAnalytical thinkingSynthetic thinkingGermany is typical of Westernised cultures with regards to having short-term orientation. Germany is renowned for its appreciation of efficiency. People from cultures where managers are expected to give a closer, more intimate ambience can see the German manager-subordinate relationship as distant and cold. Germans put truth and directness before diplomacy, believing that the fact is the important issue and that personal emotions should not blockade the truth from being spoken. This directness can be interpreted by certain cultures such as China, as rude. China slow and potent wins the race for business deals. Building strong, reliable, lasting relationships is key for the Chinese. A certain amount of trust must be gained before any decision is met. It may take three to four times the length of time to finish the business deal compared to your cultural standards. So i f you do not come to a fast agreement, dont be discouraged, make the client feel comfortable and show your patience.The Chinese never like to rush into things. Geert Hofstede analysis for China has Long-term Orientation (LTO) the highest-ranking factor of all countries. China has such a high LTO score, it is even 30% higher than the Asian average score which is already nearly twice the World average. This shows how much emphasis China places on this dimension, indicating a societys time perspective and an attitude of persevering that is, overcoming obstacles with time, if not with will and strength. This means that perseverance and economy are the basic values in China, these values being taught by Confucianism, which is widely established in China. Also, Chinese culture is neutral, contrary to the French culture which is affective. Which means that in China feelings are not readily expressed and physical contact avoided, while in France like in all other Mediterranean cultures the behaviour is expressive and gestured, and people like to express their feelings and physical contact. Chinese culture is mark by respect and loyalty, which makes them reliable partners. They favour the interest of the group and in particular are extremely perseverant and formidable business people.LTO Suggestions for manager coming from Germany to ChinaThis is arguably the area requiring the most attention from a German manager.Meetings are about building relationships and exchanging information it is rare for a decision to be made within the meeting. Therefore a German manager must not show impatience. Use less direct styleHold back on the truth, to help others save faceBuild relationships slowly.Try gift giving, as a thank you is often not considered enough, and at worst rude. Allow the group to consult with each other and spend time working out their responses, questions, and concernsBing., J.,W., 2011. Hofstedes consequences The sham of his work on consulting and business pr actices, An Executive Summary. ITAP international Inc . Available fromhttp//www.itapintl.com/facultyandresources/articlelibrarymain/hofstedes-consequences-the-impact-of-his-work-on-consulting-and-business-practices.html Accessed 17 March 2011.Burke, R., J., Cultural Values and Womens Work and Career Experiences. Deresky, H., 2011. International Management Managing Across Borders and Cultures. 7th ed. New Jersey Prentice residency Hodgetts, R., M., and Luthans, F., and Doh, J. P., 2006. International Management. 6th ed. New York McGraw-Hill WorldBusinessCulture.com, 2011. For both China and Germanyhttp//www.worldbusinessculture.com/Women-in-Business-in-China.html