Australia: Regarding this dimension, keep in mind that not everyone in a society is equal. Members of a country’s institutions and organizations expect and accept an unequal power distribution. Members and leaders of a society can support inequality, according to this theory. Australia receives a D on this criterion (36). Australian businesses are structured so that superiors are always available and managers rely on their employees’ and teams’ knowledge and skills.
China: This dimension deals with how a society views inequalities. A country’s institutions and organizations’ members expect and accept an unequal distribution of power. A PDI score of 80 or higher indicates a society accepts inequalities. Because the subordinate-superior relationship is polarized, superiors can abuse their power. People are generally optimistic about the future due to formal authority and sanctions.
Australia: The interdependence of a society’s members is the key issue here. These societies assume people will only take care of themselves and their close relatives. In collectivist societies, people live “in groups” that look after them. Australia has a 90 out of 100 individualistic culture. As a result, people are expected to take care of themselves and their immediate families. Employers seek self-sufficient, proactive employees. The exchange-based world of work also bases hiring and promotion decisions on merit.
China: The interdependence of a society’s members is the key issue here. It all boils down to one’s own definition of self-image. These societies assume people will only look after themselves and close relatives. In collectivist societies, people live “in groups” that look after them. Chinese society is highly collectivist, with members prioritizing the group’s interests. In-group preferences play a role in hiring and promotion decisions, with family members being given preference. Employees who are committed to the company as a whole are rare. Intergroup relations are warm, whereas outgroup relationships are chilly, if not hostile. Relationships trump projects and businesses.
Australia: Success is defined by the “winner” or “best-in-field” (Masculine). It is formed in school and carried into the workplace and extra-curriculars. When this dimension is low, the most important values in society are care for others and quality of life (Feminine). In Feminine culture, living well is a sign of success, while standing out is a sign of failure. The key question is whether people are motivated by a desire to excel (masculine) or a desire to enjoy their work (Feminine). Australia scores 61 on this scale, making it a “Masculine” society. School, work, and play are all governed by the values of “striving to be the best” and “winning at all costs.” Australians are proud of their professional and personal achievements, which show in workplace decisions like hiring and promotion. Victorious individuals win individual disputes.
China: In this dimension, males must have a strong sense of winning and being the best in their field. Start in school and continue forever. Caring for others and quality of life are paramount when this dimension is low (Feminine). Well-being is a sign of Feminine success, while being noticed is a sign of failure. Most people want to be the best (masculine), but why? Thus, many Chinese prioritize work over family and leisure. Hairdressers, for example, may work late. Time has no value. Farm workers migrate to cities for better pay and benefits. So grades and rankings are vital to Chinese students. Caring for others and quality of life are paramount when this dimension is low (Feminine). Well-being is a sign of Feminine success, while being noticed is a sign of failure. So, do people want to excel (masculine) or enjoy their work (feminine)? Thus, many Chinese prioritize work over family and leisure. Work hours for service providers (like hairdressers). Time has no value. Farm workers migrate to cities for better pay and benefits. Another example: Exam results and rankings are critical to Chinese students’ academic success.
AVOIDANCE OF UNCERTAINTY
Australia: Uncertainty because the future is unpredictable, society responds by avoiding it. Should we try to influence it, or should we just let it happen? As a result, people all over the world have developed coping mechanisms for uncertainty and anxiety. Uncertainty Avoidance Scores reflect how a culture feels about ambiguous or unknown situations. Using this metric, Australia scores 51.
China: It is important to consider how society deals with uncertainty: should we try to control it or should we just let it happen? Ambiguity causes anxiety, and different cultures have developed coping mechanisms. Uncertainty Avoidance measures how much a culture’s members fear the unknown and have created institutions to help them cope. It is important to consider how society deals with uncertainty: should we try to control it or should we just let it happen? Ambiguity causes anxiety, and different cultures have developed coping mechanisms. Uncertainty Avoidance measures how much a culture’s members fear the unknown and have created institutions to help them cope.
ORIENTATION FOR THE LONG TERM
Australia: Societies prioritize these two existential goals differently as they face current and future challenges. This dimension explains why. Societies that are more normative, like the United States, value tradition and norms while being wary of change. Those from a high-scoring culture encourage saving and investing in modern education to prepare for the future. Australia gets a 21 out of 30, indicating a normative culture. As a result, these societies’ citizens are obsessed with discovering the absolute truth. They value tradition but don’t care about saving.
China: The past and future are intertwined, and each society prioritizes these two existential goals differently. This dimension explains. The societal change is more likely to be resisted by societies that score poorly on this dimension. However, high-scoring cultures encourage their children to save money and invest in modern education to prepare them for the future. China scores 87 on this scale, indicating a pragmatic culture. Societies that value pragmatism believe truth is situational and contextual. They are flexible, save and invest wisely, and persistent in their pursuit of goals.
Australia: Humanity has always struggled with young children’s socialization. Social interaction is what makes us “human.” This dimension refers to how far people will go to control their impulses and desires as a result of their upbringing. Indulgence vs. restraint is a matter of control. Thus, cultures can be classified as splurging or restraint. Australia scores 71, making it Indulgent. Indulgent people are more likely to follow their instincts and desires when it comes to having fun and enjoying life.
China: Humanity has always struggled with early child socialization. Humans are social creatures. This is how far people will go to control their desires and impulses. It’s all about control. Cynical and pessimistic people lack this dimension. Libertarian societies value leisure time more than restrained societies. Societal norms limit their behavior, they believe.
It is suggested that the requirements be analyzed and the characteristics that help find the best communication channel for each stakeholder type be determined based on culture of the organization. The formal communication channel would be ideal for suppliers seeking official policies and standards (Potts & Potts, 2013). Telecommuting also helps the company build a strong and qualified workforce with timely access to updated product information. In addition to reaching the right customers, social media will streamline the post-purchase process due to enhanced cultural practice (Park, et al., 2010).
Before establishing a formal communication channel, a platform with specific policies and procedures must be established since communication is also a two-way street.
Employees can set up an easy-to-assess internal telecommuting application. Including e-learning sessions in training can increase remote workers’ productivity. The interactive feature allows employees to easily ask questions and discuss their cultural dimensions.
Social media is becoming more accessible, but it also poses new risks to businesses. A business can easily create online platforms like Facebook and a website to interact with its customers.
Kossen, C., Kiernan, E. & Lawrence, J. (2013), Communicating for success, Pearson Australia, Frenches Forest, NSW, 2-7 & 111-129
Lehman, C, DuFrene, D & Walker, R 2016, BCOM business communication, 7th edn., Cengage Leaning, Boston, MA.
Park, J., Shin, K., Chang, T. and Park, J. (2010), “An integrative framework for supplier relationship management”, Industrial Management & Data Systems, Vol. 110 No. 4, pp. 495-515. https://doi.org/10.1108/02635571011038990
Potts, C & Potts, S (2013), Assertive communication: Assertiveness how to be strong in every situation, Capstone Publishing, Chichester, West Sussex, 85-124.