home-Trousers and jeans-G. Hofstede's four-factor model of organizational culture and its modern significance

G. Hofstede's four-factor model of organizational culture and its modern significance

In Fig. Figure 6.3 presents a diagram of organizational culture models developed and proposed for the analysis of business cultures by G. Hofstede.

Rice. 6.3. Scheme of organizational culture models by G. Hofstede

The level of power distance is marked on the x-axis. It increases as you move from zero to the right. The degree of uncertainty avoidance or the degree of formalization is reflected on the y-axis.

Each of the quadrants of the model diagram has its own name and is related to the organizational culture of a large group of countries. The top left has been called the "village market" model and refers to the business culture of Anglo-Saxon countries. The lower left quadrant refers to the culture of the Germanic countries (Germany, Austria, Switzerland, Hungary) and is called a “well oiled machine”. The upper right quadrant refers to Asian countries and is called "family or tribe." Finally, the lower right quadrant - the "traditional bureaucratic pyramid of people" - refers to the business organizational cultures of Asian countries.

Characteristics of organizational culture models are presented below.

1. The upper left quadrant (low formalization or uncertainty avoidance and low power distance), according to the value scale, is most consistent with Anglo-Saxon culture. G. Hofstede called this type of culture the “village market”.

This management model has the following features:

  • - decentralization of management decisions;
  • - greater independence of employees when making decisions;
  • - the presence of elements of enterprise and entrepreneurship in the organization;
  • - delegation of powers;
  • - interchangeability and mutual assistance;
  • - coordination of activities through informal personal contacts;
  • - evaluation of activities based on results.
  • 2. G. Hofstede called the lower left quadrant a “well-oiled machine.” This is the type of culture that most closely matches the German management model. Here everything is centralized to the maximum (high degree of uncertainty avoidance). However, power distance is relatively low.
  • - decentralized process of making management decisions;
  • - all decisions must be structured and thought out in detail;
  • - management is organized by function;
  • - projects are divided into stages, each stage is monitored;
  • - control is carried out from bottom to top;
  • - the most important is the professionalism of employees and their specialization;
  • - greater freedom of action, the degree of which is determined by the professionalism of the employee;
  • - teamwork of the highest echelon of management;
  • - use of benchmarking (the best experience of companies in the industry and their company);
  • - coordination of activities through clearly established procedures and rules;
  • - strict control over efficiency indicators and production costs.
  • 3. The upper right quadrant is “family or tribe.” Here, power distance and hierarchy are very high, but the degree of uncertainty avoidance (degree of formalization) is at the level of 50% on the value scale and below. In this regard, relationships here are personality-oriented. Decisions are made according to the situation. Rules and exceptions are also determined by the level of interpersonal relationships and the situation (context).

This cultural model is most typical of Asian countries and African cultures. This is where Singapore is located, whose economic developments in the field of combining market and regulation have been studied with such interest by Russian government experts in recent years.

This model includes many countries in Asia (Hong Kong, Indonesia, India, Pakistan, Nepal, Malaysia, the Philippines, Vietnam, etc.) and Africa (Ethiopia, Tanzania, Kenya, Zambia, Ghana, Nigeria, Sierra Leone, etc.).

This management model has the following features:

  • - centralization of management decisions;
  • - paternalistic management style;
  • - collectivist traditions and approaches to organizing work;
  • - the most important condition for career growth is loyalty to the company and managers;
  • - the importance of personal contacts and connections;
  • - the importance of social responsibility of business;
  • - general (group) control over the activities of the individual.
  • 4. The lower right quadrant is characterized by both high power distance and high uncertainty avoidance. G. Hofstede called this model of organizational culture “the traditional bureaucratic pyramid of people.” It is typical for Latin America (Mexico, Argentina, Venezuela, Peru, Chile, Uruguay, etc.), southern and Roman states of Europe (Greece, Turkey, Cyprus, France, Belgium, Spain, Portugal, Italy, etc.), and partly Asia and Arab countries.

Not far from the border with the upper right quadrant (“family or tribe”), but, nevertheless, in the group under consideration, there is a group of Asian and Arab countries: Taiwan, Thailand, Japan, Korea, Iran, Iraq, Egypt, Kuwait, Lebanon, Saudi Arabia, United Arab Emirates (hereinafter UAE), etc.

This management model has the following features: high degree of centralization of management decision-making;

  • - low degree of delegation of tasks and functions;
  • - coordination of activities is carried out from top to bottom;
  • - high level of specialization;
  • - bureaucracy;
  • - a large number of analytical materials;
  • - high pyramid of power;
  • - despite the high degree of formalization, there is a large role of personal informal connections;
  • - rush jobs and heroism as part of the organization of work;
  • - great importance of status and positions;
  • - strict control system.

In his theory of cultural dimensions, the Dutch sociologist and management theorist Geert (Gerard Hendrick) Hofstede (b. 1928) proposed a set of indicators that determine the cultural characteristics of different peoples. The study conducted by G. Hofstede (Fig. 4.1) consisted of surveying a large number of employees (more than 1000) of a transnational corporation in more than 100 countries regarding their attitudes towards work and behavior in the workplace. As a result, five indicators were formulated ( criteria), by which he distinguished cultures:

  • 1) distance from power (from low to high):
  • 2) isolation (collectivism - individualism);
  • 3) assertiveness (masculinity - femininity);
  • 4) uncertainty avoidance (uncertainty aversion);
  • 5) strategic thinking (short-term or long-term orientation to the future).

The empirical basis was the results of a written survey conducted in the 1960s and 1970s. in 40 countries (excluding former socialist countries). These studies made it possible to establish that various cultural phenomena can be measured according to several specified parameters, which in practice appear in various combinations with each other, which determines the mentality of the corresponding culture. The results of G. Hofstede's research were published in the works “The Consequences of Culture” (1980) and “Dimensions of National Cultures in Fifty Countries and Three Regions” (1983).

Distance from power– the extent to which a society accepts an unequal distribution of power among its members. In cultures with low power distance, such as Scandinavia, the communication style of politicians differs markedly from that adopted, for example, in Turkey, where a politician must exude importance, authority and power.

Rice. 4.1.

Some cultures have a hierarchical, vertical organization structure. In other cultures, the hierarchy is not so strong; its structure has a horizontal nature of building relationships. In hierarchical societies with high power distance, power is distributed unevenly among subordinates. In such cultures, it is customary to obey all superiors: anyone with authority is traditionally shown emphatic respect. In such cultures, harsh criticism of management is not tolerated.

For crops with big Distance from power is characterized by the perception of power as the most important part of life and admiration for superiors. These are Arab countries, Latin America, Southeast Asia, Russia.

In cultures with low distance from power, the point of view is adopted that inequality in society should be reduced to a minimum. People belonging to this type of culture view hierarchy as a conditional consolidation of the inequality of people in society. In such cultures, values ​​such as equality in relationships, individual freedom, and respect for the individual are of greater importance. Subordinates view themselves as people just like their leaders. Communication in cultures with low power distance is not so formalized, the equality of interlocutors is more pronounced, and the communication style is consultative. As an example, we can cite the principles of Western business culture, which is characterized by glass doors in offices, free access to the boss, a mutually respectful form of communication between managers and subordinates, which ultimately indicates a short distance from power. In contrast to the West, the business culture of countries with a high distance from power involves two or three hierarchical levels, a large number of instructions from managers to their subordinates at each of them, which significantly lengthens the distance between the boss and the subordinate and complicates the resolution of all issues.

Cultures with low power distance, which are characterized by building relationships on the basis of equality and respect for the individual, include Austria, Denmark, the USA, and Germany.

Isolation (collectivism – individualism)– the extent to which society agrees that the views and actions of an individual can be independent of collective or group beliefs and actions. For example, in the USA, a person’s success is associated with his individual achievements, individual responsibility for actions is emphasized, in contrast to Japan, where belonging to a team is valued.

Individualistic is a culture in which the individual goals of its members are more important than group goals. Individualism is common in societies with a free social structure, in which everyone must take care of themselves and their families. In individualistic cultures, relationships between people depend on the individual interests and aspirations of their participants and therefore change as interests and aspirations change. The type of individualistic cultures (developed “I”) include the cultures of Germany, the USA, Australia, Great Britain, Canada, the Netherlands, and New Zealand.

Collectivist culture is characterized by the dominance of group goals and values ​​over individual ones. Collectivism is inherent in societies with a strict social structure, a clear division into social groups, within which each individual is guaranteed the care and attention of others in exchange for unconditional loyalty to the group. The type of collectivist cultures (developed collective principles) includes most traditional Asian and African cultures, as well as the Catholic countries of Southern Europe and Latin America, which are distinguished by increased attention to family and community relationships and values.

According to G. Hofstede, the vast majority of people live in collectivist societies in which the interests of the group prevail over the interests of the individual.

Assertiveness (masculinity – femininity) assumes that male (masculine) should be considered cultures that value vanity, the desire for success, recognition of personal achievements and concern for high income. Women's (feminine) should be recognized as cultures in which the importance of interpersonal relationships, cooperation, the desire for understanding and caring for others prevail.

Masculine cultures are dominated by values ​​such as assertiveness, strength, independence, material success, and openness. Such cultures are typical for Austria, Great Britain, Venezuela, Germany, Greece, Ireland, Italy, Mexico, Switzerland, the Philippines, and Japan. Gender differences between male and female roles in society are clearly marked: boys are taught to be decisive and persistent, and girls are taught to be flexible and caring. In work here, the result is most valued, and rewards are based on the principle of real contribution to this result.

In feminine cultures, for example, in the cultures of Denmark, the Netherlands, Norway, Portugal, Finland, Chile, Sweden, emotional connections between people and care for other members of society are more valued. Men in such cultures should not be assertive, but should take part in raising children. Accordingly, in raising children, great importance is attached to the development of a sense of solidarity and modesty. Social equality of the sexes and sympathy for the underdog are preached here; conflicts are usually resolved through negotiations and compromise.

Uncertainty avoidance (uncertainty aversion)- the degree to which members of a society feel insecure in uncertain, unstructured situations and try to avoid them by developing rules, formulas and rituals and refusing to tolerate behavior that deviates from the standard. Societies with a high degree of uncertainty avoidance fear innovation and welcome the search for absolute truth.

In cultures with high level of avoidance uncertainty in the situation of the unknown, people constantly experience stress and a feeling of fear. There is a high level of aggressiveness here, for the release of which special channels are created in society. Representatives of such cultures try to avoid unclear situations, protecting themselves with a variety of formal rules, rejection of deviations from the norm in behavior, and belief in absolute truth. People belonging to this type of culture are intolerant of people with different types of behavior, are more resistant to any changes, are sensitive to ambiguity, worry about the future, and have little risk tolerance. They prefer clear goals, detailed assignments, rigid work schedules and schedules of activities.

This type of culture includes the cultures of Belgium, Germany, Guatemala, Greece, Peru, Portugal, Uruguay, France, and Japan. For example, during a conversation in France it is not customary to immediately touch on the issue that interests the person asking the most. They approach him gradually, after a long conversation around the bush on various neutral topics, and as if casually, without pressure, often at the end of lunch or dinner.

For crops with low avoidance uncertainty is characterized by a more optimistic attitude towards any situation than people belonging to cultures with a high level of uncertainty avoidance, hope for success in any endeavor, and the desire to live for today. Representatives of these cultures are prone to risk, they resist the introduction of formalized rules of command, and are less susceptible to stress in unusual situations. Such people are very efficient and active, and are also prone to critical thinking.

This type of culture includes the cultures of Singapore, Jamaica, Denmark, Sweden, Belgium, Ireland, Great Britain, and the USA. For example, for students belonging to this type of culture, it is quite acceptable if the teacher answers their question: “I don’t know.” This is not regarded as incompetence of the teacher, but as equality between student and teacher, teacher and student, readiness for dialogue and exchange of opinions.

Strategic thinking (short-term or long-term future orientation)– this is a focus on solving strategic, long-term goals, a desire to look into the future. For crops with big the values ​​of this parameter (South-East Asia) are characterized by prudence, perseverance in achieving goals, resilience, for cultures with small meaning (European countries) – adherence to traditions, fulfillment of social obligations.

Important to remember

The significance of G. Hofstede's theory, formulated by him as a result of extensive research, lies in the fact that features were identified that can describe national cultures by their position relative to each other. The resulting statistical processing allowed us to make important observations about cultural contrasts.

In general, the system of cultural typologies created in the 19th–20th centuries is very diverse, allowing modern researchers to use various methodological foundations and principles of classification and, with their help, analyze cultures.

  • Hofstede G. Organizational culture. URL: nashaucheba.ru/v8114 (date of access: 10/28/2015).

LEVELS OF ORGANIZATIONAL MANAGEMENT

Strategic decisions are the most important long-term goals, general direction and development concept organizations for the long term, require large resources and are considered the most risky.

Tactical decisions – ways to achieve strategic goals in the medium term, are worked out at a more detailed level, require fewer resources and involve less risk.

Operational (operational) decisions – related with the implementation of tactical decisions in the short term, the most developed, require fairly limited resources, and involve little risk.

ORGANIZATIONAL CULTURE (corporate culture)

Organizational culture (OC) is a set of the most important assumptions accepted by members of an organization and expressed in the values ​​declared by the organization, which give people guidelines for their behavior and actions. These value orientations are transmitted to individuals through “ symbolic» means of the spiritual and material intra-organizational environment. OK is determined by the mission and development strategy of the organization, subconsciously and consciously shapes the behavior style of employees, and is shared by the majority of employees.


THREE-LEVEL MODEL OK (according to E. SHAIN)

Six dimensions of culture by G. Hofstede

Geert Hofstede is a Dutch sociopsychologist and anthropologist who studies interactions between cultures. the influence of national cultures on the corporate culture of the multinational company IBM, analyzed the results of a survey of its employees in 40 different countries. He reduced his conclusions to six criteria that determine the characteristics of national cultures.

1. Power distance as the degree of readiness of society to accept inequality in the distribution of power in relationships, institutions, and organizations. This is reflected in society's attitude towards those who have power and those who do not. Residents of countries with low power distance are responsible and proactive. They understand that power belongs not to one president or government, but to every member of society. Therefore, they show a civic position, fight for their rights and openly express their attitude towards the authorities. And vice versa, when the power distance is large, there is a demonstration of superiority, treatment and attitude towards employees “from top to bottom”. The highest power distance is typical for Latin, Asian and African countries. Canada, USA, Great Britain, the Netherlands, Norway, Sweden, Denmark, Australia have a culture type - low distance. The country with one of the lowest power distance indicators is Austria.

2. Individualism - collectivism. An individual society is a society with a free social structure in which everyone takes care of himself and his family. In individual cultures, personal goals are more important than group goals. In these societies, awareness of one’s “I” prevails, the right to one’s point of view and private opinion is valued. A collectivist society is a society with a rigid social structure. In collectivist cultures, one’s own attitude to the world is formed through the prism of the group; loyalty to the organization, friends, and family is at the forefront. Individualism prevails in Western countries (USA, the Netherlands, Great Britain, Germany, etc.), where everyone can and does put forward their point of view, the desire to increase individual achievements and indicators is encouraged. Japan has a special collectivism-team approach.

3. Fear of uncertainty is the degree of threat experienced by society. Representatives of cultures with a high degree of fear of uncertainty try to avoid unclear situations by protecting themselves with many formal rules. When fear of uncertainty is low, people are dissatisfied with being overly organized. They believe that there should be as few rules as possible. Low level of uncertainty avoidance: with it, society is ready to change, easily perceives new trends, tends to take risks, is open to change, and is active in expressing its position.

4. Cultures with masculine and feminine principles. G. Hofstede calls masculine the culture in which the desire for success and concern for high income are valued, and feminine the one in which the importance of interpersonal relationships, cooperation, caring for others, and quality of life prevail.

5. Short-term and long-term orientation to the future. This metric is also called strategic thinking and Confucian dynamism. The indicator assesses how far members of a society look into the future. Setting goals for the years ahead and perseverance depend on long-term orientation. Hofstede did not introduce this index immediately. His theory was initially criticized for showing the world from a Eurocentric point of view. Long-term orientation is a tribute to Eastern culture, because it is connected with the Chinese philosophical tradition. Nations with a low level of future orientation are wasteful, prefer short-term projects, “short” money. Future-oriented societies perceive time as a directional straight line. They are thrifty, do not look back and value results highly.

6. Indulgence and restraint. This dimension characterizes the ability of a culture to satisfy the current needs and personal desires of members of society. In societies where self-restraint is a value, strict social rules and norms prevail, within which the gratification of personal desires is restrained and discouraged.

When Hofstede described cultural dimensions, he considered them to be unchangeable. But he was wrong. Over the years, his followers began to conduct new research and compared the results of different years. It turned out that a lot is changing. This means that the portrait of a nation and its mentality are also changing, and this does not require centuries. Cultural changes are noticeable within 1-2 generations.

Value priorities are also set by internal criteria for assessing the effectiveness of the organization and its employees.

Economists are constantly wondering why some organizations completely ignore indicators such as profit or capitalization.

But if money does not fall into the value priorities of company leaders at all, then all these indicators are simply not taken into account when making decisions.

They are not significant in comparison with such things as the originality and beauty of the solutions found, their significance for the life of the country and the development of democracy, the ability to retain and employ employees, ensure the uninterrupted production process, be true to moral obligations, etc.

We worked with unprofitable factories, whose owners did not even consider the possibility of cutting costs, considering the main thing to be ensuring the uninterrupted operation of the enterprise, since otherwise people would get lazy and run away. At the same time, calculations of the cost of such unprofitable work were not carried out at all.

In a company selling information products, when profit margins in the market fell, the owner did not consider laying off staff because he had a moral obligation to all these people.

Internet companies violated the deadlines for launching new services, strictly agreed upon with investors and owners in the business plan, because the quality of the design did not seem perfect to the leading manager.

In a number of organizations, salary and bonus rewards are given not to those who bring more profit, but to those who seem to be more creative and smarter.

In others, the main criterion when deciding on remuneration is the needs of the person, as in communism: an employee should be given more money because he has three children, because he just got married, because he asked for more.

In some organizations, the employee's remuneration depends on his loyalty to a particular manager, which is equivalent to loyalty to the organization.

There are organizations where the main criterion is fairness; they either try to calculate the coefficient of labor participation, or pay everyone equally, equally.

It is extremely rare, as our experience shows, that in Russian organizations employee remuneration depends only on the money they bring to the organization in the form of income or cost reduction; in most organizations such indicators are not taken into account at all.

Subjective elements OK:

· myths and stories about the organization and its leaders;

In every organization there are certain legends, stories, gossip about what happened in the past and is happening at the present time.

The degree to which these stories correspond to the truth varies, but all these stories are a manifestation of culture and not only demonstrate, but also shape the attitude of employees towards their organization and environment.

· organizational taboos;

Birthdays cannot be celebrated with alcohol.

You can’t talk about feelings, the size of salaries, you can’t demonstrate or express sexuality, etc.. The presence of such a taboo leads to the fact that one can often find genderless organizations. Where is the question, how do you, a young and attractive girl, feel among a large number of male employees? The answer follows: “ I'm not a girl here, but an accountant”.

And finally, in some organizations they will easily tell you about trade secrets, but when asked about the size of your salary, they will indignantly answer that this topic is not subject to discussion. However, later you will find out that the programmer you know, of course, has long ago told everyone about official salaries and bonuses.

· rites and rituals;

By rituals we mean repeated actions and procedures that have symbolic meaning.

Meetings, “calls to the carpet”, confidential conversations with the first person, and the procedure for hiring a new employee acquire a ritual character.

Tradition of celebrating the company's birthday

It should be specially noted initiation ritual, introduction of new employees into the organization. It doesn’t just demonstrate the organization’s attitude towards its own people. This is a kind of pattern that newcomers follow and which sets their response to the organization.

INTRODUCING NEWCOMERS TO THE ORGANIZATIONAL CULTURE

· Samsung tells newcomers how cooperation is built with Samsung, what joint projects are currently in the works and what are planned in the future.

· invite representatives from our research center - they talk about their work and R&D (research & development) funded by Samsung - developments in the world and in Russia, –

· a mandatory visit to the Samsung Gallery on Tverskaya, where new employees get acquainted with the latest products, many of which are not yet on sale.

· then dinner at a Korean restaurant– this is an integral part of the cross-cultural training module, which leaves almost no one indifferent.

In Russia, the adaptation course is designed for three days. In the Korean office of the company, introducing a newcomer to Samsung takes from a month to three.

New employees do not live at home - they are moved into dormitories, they communicate, listen to various lectures, they have some group exercises, creativity tasks, Samsung drama (productions).

And every summer, not far from Seoul, in a very picturesque place called Phoenix Park, Samsung Summer Festival. It involves recruits from all departments of the company - up to 10,000 people gather.

Each business unit prepares its own presentation. For two days people make presentations, sing songs, go to the mountains, do team building. That is, this is such a big concert prepared by beginners.

In addition to the “recruits”, the festival includes: top managers of the company– a new employee has the opportunity to communicate with the company’s management in informal atmosphere. Subordination disappears

· the language of communication;

Possibility or impossibility of profanity, professional slang

· slogans, etc.

Our motto:

"PROFIT ABOVE EVERYTHING, BUT HONOR ABOVE PROFIT!"

· rules and regulations

Drinking tea instead of a smoke break on the staircase

Rest at the workplace - the experience of Americans when they are allowed to sleep for 20 minutes.

May be allowed to have hamsters, fish and other pets

Objective elements OK:

· location of the organization;

· room design; workplaces; equipment and furniture;

· convenience; reception rooms;

· parking for cars; the cars themselves, etc.

Ten characteristics of F. Harris and R. Moran (1991)

1) awareness of oneself and one’s place in the organization (some cultures value the employee’s concealment of his internal moods, others encourage their external manifestation; in some cases, independence and creativity are manifested through cooperation, and in others through individualism and competition);

2) communication system and language of communication (the use of oral, written, non-verbal communication, “telephone rights” and openness of communication varies from group to group, from organization to organization; jargon, abbreviations, gestures vary depending on the industry, functional and territorial affiliation of organizations) ;

Some organizations like to use professional slang(minds - UMK, cubes/ booths separating employees’ workplaces from each other; team lead/team-lead/project manager, etc.), in others it is customary to speak in short, chopped phrases, in some places they speak using Old Russian phrases, in many organizations the language is equipped with foreign words.

3) appearance, clothing and presentation of oneself at work (variety of uniforms and workwear, business styles, neatness, cosmetics, hairstyle, etc.);

DRESS CODE FROM GAZPROM

http://studia.at.ua/blog/dress_kod_ot_gazproma_17_stranic_prilozhenija_k_prikazu_o_vneshnem_vide_rabotnikov_oao_gazprom_neft/2009-09-04-473

In some organizations it is accepted dress sexy, flirt with persons of the opposite sex, in others employees dress and communicate genderless, flirtatious smiles and jokes are not accepted.

In some organizations, it is customary to look sporty, cheerful, active and even aggressive. In others, on the contrary, employees look unusually tired, unhealthy, lost in thoughts.

4) what and how people eat, habits and traditions in this area (organization of meals for workers, including the presence or absence of such places at the enterprise; people bring food with them or visit the cafeteria inside or outside the organization; food subsidies; frequency and duration of meals; eat whether employees of different levels are together or separately, etc.);

MEDIKOM (Taganrog) – kitchen + dining room for all employees

Restaurant of the Conti confectionery factory at low prices only for white collar workers (Ukraine)

ØSTFOLD UNIVERSITY COLLEGE (Norway)

Food and drinks are allowed in class

WINDOWS AND DOORS INSTALLATION COMPANY (Taganrog)

There is no lunch break - they eat in secret from clients and the director

5) awareness of time, attitude towards it and its use (the degree of accuracy and relativity of time among workers; compliance with time schedules and encouragement for this; monochronic or polychronic time use);

For example, if a meeting is scheduled at 10, then when it actually starts: at 10, at 10.30, at 11.

Does everyone come to the meeting at the same time, or is someone regularly late? How do the manager and employees react to being late?

Very often, time in an organization is set by the first person. It's late and everyone is waiting.

Those managers who feel confident in the organization, knowing that the boss is delayed by at least half an hour, begin to show up themselves 20-25 minutes later than scheduled. Then the time of lateness becomes an indicator of confidence, status and power in the organization.

“If I (an office employee) need to take 3 hours off, I have to take it either at my own expense or as part of my vacation - FOR THE WHOLE DAY”

Structuring space

There are organizations where the sales floor will be small, and the IT department will occupy a large room. Simply, the leader is more passionate about programming and modern technologies than about his direct business.

The work space for employees is cramped, but the managers' offices are spacious. In such an organization, issues of status are more important than business.

There is air conditioning in the office of the head of the hospital department, and it is hot in the operating rooms and wards.

It can say a lot space configuration. In one of the companies, there were employee tables in a large hall, and in the middle there was a glass aquarium in which the manager was located.. The leader of the organization was proud of the solution found; he believed that in this way he was constantly monitoring his employees.

6) relationships between people (by age and gender, status and power, wisdom and intelligence, experience and knowledge, rank and protocol of religion and citizenship, etc.; the degree of formalization of relationships, support received, ways to resolve conflicts);

NORWAY – addressing teachers by name.

MOSCOW (INVESTMENT COMPANY) – addressing on a first-name basis, including to the boss

7) values ​​(as a set of guidelines for what Fine and what is Badly) and norms (as a set of assumptions and expectations about a certain type of behavior) - what people value in their organizational life (their position, titles or the job itself, etc.) and how these values ​​are maintained;

"Don't let your own people down"

"Boasting, pomposity, hypocrisy are harshly ridiculed"

“It’s good to develop, learn new technologies; show your teeth to management.”

“It’s bad to grovel before your superiors”

« Clients (patients, visitors) interfere with work" : "Nothing! Just wait! There are many of you here, and I am alone (alone)!"

"The customer is always right"

8) belief in something and attitude or disposition towards something (belief in leadership, success, in one’s own strengths, in mutual assistance, in ethical behavior, in justice, etc.; attitude towards colleagues, clients and competitors, to evil and violence, aggression, etc.; the influence of religion and morality);

“Belief in your own intelligence and knowledge that these two forces will help you move mountains. Faith honesty and integrity. GOD FORbid YOU CHEAT OR SET UP YOUR COLLEAGUE - such things cannot be forgiven and have never happened.”

“Faith by virtue of its cunning, insidiousness, ostentatious loyalty, and zeal for service. WHO DOES NOT SUPPORT HIS COLLEAGUE, showing himself to be stronger and more professional, HAS NO PROSPECTS for career growth.”

9) the process of employee development and learning (mindless or conscious performance of work; rely on intelligence or strength; procedures for informing employees; recognition or rejection of the primacy of logic in reasoning and actions; abstraction and conceptualization in thinking or memorization; approaches to explaining reasons);

10) work ethics and motivation (attitude to work and responsibility for work; division and replacement of work; cleanliness of the workplace; quality of work; work habits; work evaluation and remuneration; man-machine relationships; individual or group work; promotion work).

There are organizations where people always move along the corridors during working hours, and there are organizations where the corridors are practically empty, all employees are constantly in their work premises.

In some organizations, employees practically run along the corridor, in others they walk slowly, stand, smoke, and talk.

The reaction of employees to the presence of an outside visitor is very revealing. In some organizations, they will smile at such a visitor, greet him, and may even approach him and ask if he needs help. In other organizations they don’t notice the outsider, they look through him.

In some organizations, usually built on a family type, it is not customary to fire anyone at all; as punishment, they are fined or ostracized, or demoted in status.

The same variety is observed with incentives. In some organizations, bonuses are given to everyone so as not to offend anyone. In others, remuneration is calculated, as in a student detachment, fairly through the coefficient of labor participation.

There are organizations where they try to tie everyone’s remuneration to the company’s profit. In some companies you just need to explain to your bosses that you really need money for an apartment, for the treatment of children, for vacation, and they will give it to you.

Internal motivation is also very diverse: from promotion and expansion of the social package, to admission to the informal circle of communication of superiors.

Changing activities is the best rest

It is even allowed to come with friends during off-hours to play tennis in the office

Opinion of a software engineer about working in a large confectionery company

“There are no carrots as a principle, there is only a stick. If I make a good program, they won’t praise me, they won’t give me certificates/money, they’ll just keep silent,

and if I do something bad, I’ll get a bucket of swear words for half a day, and my bonus may be taken away!

Compared to all the negativity, such “social responsibility” - such as transportation to work on a corporate bus or tickets from the royal shoulder, or a good canteen PALKED in two counts - that’s why people are blaming

Culture plays a very important role in the life of an organization, because... determines the image of the enterprise and the effectiveness of its activities.

Therefore, QA should be the subject of close attention from management.

Functions OK

Organizational culture:

1. Allows employees to identify themselves as a kind of holistic entity, different from other similar entities (organizations). It makes it possible to achieve common goals and objectives on the basis of common and generally accepted operating principles.

2. Forms a kind of bridge between employees, chains of mutual understanding: common views and interests, creates a sense of involvement in a common cause.

3. Defines values ​​and rules of behavior for all employees in organizations that prescribe what conforms to the standards accepted in a particular organization. In many foreign companies, basic values ​​and rules of behavior are often formalized in the form of a special document Code of Corporate Conduct.

4. Determines how employees of the organization relate to the reality around them the extent to which an organization is ready and capable of change, adapting to or resisting a changing environment. A successful corporate culture is always characterized by a desire for innovation and encourages innovation.

5. Shows ways and means, using which its employees can realize their potential, achieve recognition, and move up the career ladder. It determines what kind of activity (and what functional department) in a given structure is considered the most important, what actions deserve encouragement and what censure.

6. Has its own heroes, “fighters for the idea” and “martyrs”. They are an example of the attitude towards the cultural values ​​of a given organization. Core values ​​are usually established by the company's founders in the early years of its existence. In the future, on this basis, as a rule, an extensive mythology is developed in the form of stories about real actions that happened in the past, the role and significance of which is usually significantly exaggerated, aphorisms, anecdotes related to the company’s activities and widely recognized among its employees.

7. Develops informal norms of behavior, rituals that give additional meaning to work, brightening up the monotony and everyday life: washing the first salary in Russia (at the expense of the employee) and at a barbecue in the USA (at the expense of managers and colleagues)

8. Establishes effective information exchange using formal and informal communication channels.

In general, the absence of restrictions on the flow of information within a company is the most important indicator of the democracy and egalitarianism of its business culture.

And vice versa - the limitation of information, the presence of a large proportion of materials classified as "secret" is evidence of its totalitarian-bureaucratic nature. Moreover, other things being equal, the more totalitarian the company’s management is structured, the more intensively information is transmitted through unofficial channels.

Two points of view on the problems of interaction between national business culture and corporate culture

1. A transnational company is able to form own OK, including business ethics. The role of national differences is not decisive, although they must be taken into account. We can and should strive to ensure that all basic ethical values, basic principles of management parent company were uniform in all parts of the world.

2. If the approaches and values ​​of corporate and national business cultures do not coincide national business culture dominates. Attempts artificial introduction of corporate rules and traditions, which do not coincide with the national culture and do not take into account its characteristics, to one degree or another doomed to fail.

CLASSIFICATION OF CULTURAL MODELS BY FONSE TROMPENAARS - HAMPDAN-TURNER

Based on the characteristics of the attitude of business cultures to the parameters:

1) degree of centralization of management and power distance

(hierarchy – egalitarianism)

2) the degree of formalization of management functions

(formal - informal structures or high degree of uncertainty avoidance, low degree of uncertainty avoidance)

3) target orientation of activity (focus on personality and interpersonal relationships - on solving problems and achieving goals)


MODELS OF ORGANIZATIONAL MANAGEMENT CULTURE

F. Trompenaars and C. Hampden

Egalitarian culture – power distance and degree of centralization are low

Hierarchical culture – highly centralized, limited delegation

OK "INCUBATOR"

· max is focused on personal development

· motivation based on professional growth and self-realization, improvement and self-realization

· change management are happening no tension

· delegation is easy in a team of like-minded professionals

OK "GUIDED MISSILE"

· focus not so much on personal development, but to achieve a specific goal, result

· work model – team expert specialists

· terms “mission”, “strategic vision”, positioning in relation to the leader (venchmarking)

· broad delegation functions

· matrix management systems, project teams

· motivation – fee for results

OK "EIFFEL TOWER"

· focus on achieving a goal, result

· keywords: structure, system, functional responsibilities

· how and in what way it was achieved often means more than what is achieved

· clear hierarchy of power, strict subordination, job responsibilities

· careful control for the execution of all prescribed instructions and procedures

· inadmissibility resolving issues “over the head” of the boss

· motivation – payment for the careful implementation of all functions ordered from above (in the first place)+ for the result

OK "FAMILY"

· focus on fulfilling instructions from above

· clearly expressed hierarchical structure

· extremely low degree of functional formalization

· installation “The prosperity of a family is equivalent to the prosperity of its members”

· the main leader is not only a manager, but also leader with knowledge, experience, life wisdom, knows the weaknesses and strengths of employees, which gives him additional informal power

· paternalistic system of values

· use of informal communications, hints, “tips” from “children” and “relatives”

· replacing delegation with a “game” of delegation, when there is no complete independence and responsibility of “adults”, because there is regular coordination of details with the “father” (reverse delegation)

· high power distance

· difficulties with the implementation of matrix management, sabotage of functional managers of horizontal interaction

· conflicts, complaints, “pushing” functions from department to department, ignoring functional responsibilities

· changes are met with wariness and hostility, the only possibility of change is their “forceful pushing” and the charismatic conviction of the “father”

· high level of corporate cohesion, brotherhoods, "We are a family!"

· in times of crisis, easily mobilizes resources, adapting to external changes, if a strong leader is at the helm

Distribution of various types of OK

USUALLY

at the inception stage of the organization a culture of power prevails;

growth stage characterizes role culture;

stage of stable development- task culture or personality culture;

in crisis A culture of power is preferred.

The study of the national character of a people is greatly aided by the classifications of cultures proposed by various authors. One of them is Hofstede's parametric model.

Dutch sociologist Geert Hofstede was one of the first to try to use statistical data to analyze cultural values. In the 80s of the XX century. In an effort to identify the influence of national cultures on the corporate culture of the multinational company IBM, he analyzed the results of a survey of its employees in 40 different countries. He reduced his conclusions to five main parameters that determine the characteristics of national cultures.

Individualism - collectivism. The UK, US and Germany, like many other Western European countries, are individualistic cultures where connections between people are less important. Fulfillment of the assigned task takes precedence over personal relationships, personal goals are more important than group goals. The individual’s devotion to the group is low; each person belongs to several groups, moving from one to another according to his needs and just as easily changing jobs. People do not show emotional dependence on organizations and institutions. In these cultures, self-awareness predominates; preference is given to competition and rivalry over cooperation and collaboration. Everyone’s right to personal property, private opinion, and their own point of view is valued.

In collectivist cultures, which include Russia in addition to Latin and Middle Eastern countries, people perceive the world and form their attitude towards it through the prism of the group; Loyalty to the organization, friends, and family is valued. Collectivism is characterized by a rigid social structure that separates “insiders” and “outsiders.” The views, goals and needs of the group are important. Personal relationships are considered more important than completing the task at hand. There is a great willingness to cooperate within the group. From birth, a person is part of a large family or clan that protects and supports him in exchange for loyalty and devotion. Self-awareness prevails at the “we” level. The importance of a person is determined not by personal qualities, but by place in the social hierarchy. The individual is emotionally dependent on organizations and institutions. Culture emphasizes everyone's belonging to the organization.

Power distance. On the power distance scale, Germany, Great Britain, Austria, Finland, Denmark, Norway are low, France, Russia and many Latin American and Middle Eastern countries are high.

Representatives of cultures with high power distance believe that people are born unequal, everyone has their own place in life, determined by the complex hierarchical structure of society, and the distance between different social strata is significant. Social hierarchy determines the structure of organizations, which are characterized by centralization of power and bureaucracy. Such cultures are characterized by the perception of power as the most important part of life, admiration for superiors.

Cultures with low power distance are characterized by building relationships based on equality and respect for the individual. They believe that hierarchy is a conditional consolidation of the inequality of people in society.

Short and long term future orientation. This dimension describes the time horizon of a society. Short-term oriented cultures value traditional methods, spend a lot of time developing relationships, and generally view time as a vicious circle. The future and the past are interconnected for them, and what cannot be done today can be done tomorrow. The opposite of this approach is a long-term future orientation, in which time is viewed as a vector and people tend to look to the future more than being interested in the present or remembering the past. Such a society is goal-oriented and highly values ​​results.

Uncertainty avoidance index. This parameter characterizes society's reaction to unfamiliar situations, unforeseen events and the pressure of change.

Cultures for which this index is high are less tolerant of change and tend to avoid the anxiety that comes with the unknown by establishing strict rules, regulations and/or laws. They experience higher levels of anxiety and stress in their daily lives. Such cultures include Russia, Portugal, Greece, Germany, Peru, Belgium and Japan.

Societies with a low uncertainty avoidance index are more open to change and use fewer rules and laws, and their customs are less strict. In such cultures, people thrive in unprogrammed situations that provide opportunities for creative problem solving. They more easily perceive the unpredictability of life, are tolerant of everything unusual, highly value personal initiative, flexibility in decision-making, and willingness to take risks. This category includes the population of Sweden, Denmark, Norway, the USA, Ireland, Finland, and the Netherlands.

Cultures with masculine and feminine principles. This dimension characterizes the level of importance of traditionally masculine values, such as assertiveness, ambition, desire for power, and materialism, and traditionally feminine values, such as human relationships, to a culture.

Cultures with a more pronounced “masculine” type (masculine) are usually characterized by clearer differences between the sexes and are prone to competition, achievement of goals and material well-being. Masculine cultures, characteristic, for example, of the USA, Ireland, Philippines, Greece, South Africa, Austria, Japan, Italy

Feminine cultures, characteristic of Russia, Sweden, Norway, Finland, Denmark, and the Netherlands, value care and attention. A person and the world around him are valuable. Society preaches social equality of the sexes and sympathy for the losers. [Persikova]

Chapter 2. Comparative analysis of proverbs and sayings in Russian, English and German as indicators of cultural categories

List of proverbs and sayings in Russian, English and German as indicators of cultural categories

Individualism – collectivism

Russian proverbs and sayings:

Individualism:

One swallow does not make spring.

Every cricket knows its nest.

After me (us) - even a flood.

Someone else's grief is double joy

Too many cooks spoil the broth.

Friendship is friendship, but tobacco is apart.

Fear a friend as an enemy.

Collectivism:

Where two fools fight, a third one watches.

Whoever you hang out with, that's how you'll gain.

Whoever you hang out with, that's who you're like.

Get involved with a fool and you will become a fool yourself.

Near the bee - in honey, near the bug - in manure.

Friendship creates, enmity destroys.

Make new friends, but don't lose old ones.

The family threshes peas too.

The rope is strong with a twist, and the person with help.

You can’t even overcome a bump alone, but with a team you can get over a mountain just fine.

Where there are hands and hunting, there is controversial work.

Take it together, it won't be heavy/heavy.

One with difficulty, two with laughter.

Where two people work, a song can be heard.

Treat others the same way you want to be treated.

As it comes back, so will it respond

A friend in need is a friend indeed.

There is safety in numbers.

English proverbs and sayings:

Individualism:

A broken friendship may be soldered, but will never be sound.

Laugh and the world laughs with you, weep and, you weep alone.

A hedge between keeps friendship green.

No longer pipe, no longer dance.

Friends are all right when they don't interfere with your career.

Collectivism:

All the world loves a lover

Do others unto as you would have them do unto you

A friend in need is a friend indeed

No man is an island

One man no man

A friend's frown is better than a foe's smile.

A man is known by the company he keeps.

A friend is never known till needed.

Lend your money and lose your friend.

The best mirror is an old friend.

Books and friends should be few but good.

The only unsinkable ship is friendSHIP.

Despite the fact that postmodernism creates virtual worlds (a striking example of this is “fashionable” contemporary art), thus compensating for its reluctance to qualitatively change really existing ones, and receiving pleasure here and now is more tempting than a long ascent to inaccessible ideals, the whole the course of development of human culture testifies to the fact that the desire for the absolute, for a universal unfused and indivisible unity is the engine of the spiritual development of humanity, despite ethnic, economic

mic, social and other differences. Without this permanent ascent, pagan, monotheistic, technocratic cultures would not have found an ideological foundation for their development. Moreover, it is precisely this desire that has become the core, even the methodology, in the spatiotemporal unfolding of human existence.

The problem of the spiritual development of culture, the search for new ideals and ontologically significant meanings in the modern world remains open, because the history of mankind has not yet ended.

2. Nazarov V. N. History of Russian ethics. M.: Gardariki, 2006.

3. Krylov V. L. Kill art: From Malevich and Picasso to Glazunov and the conceptualists. M.: Astrea, 2005.

4. Sherdakov V.N. Good - Truth - Beauty. 1983.

5. Gulyga A.V. Aesthetics in the light of axiology. Fifty years on Volkhonka. St. Petersburg: Aletheya, 2000.

N.P. Bezuglova

GEERTH HOFSTEDE'S FOUR DIMENSIONS OF CULTURE MODEL

Culturology, which emerged as an integrative field of knowledge at the beginning of the twentieth century, in the process of its formation acted primarily as a theoretical discipline. However, in the second half of the 20th century and the beginning of the 21st century, unexpectedly for many researchers, it found practical application - and, above all, in the field of intercultural business communications and management. The social demand for these studies was formed by rapid economic globalization, the expansion of the scope of transnational corporations and the development of international business.

Business is changing its attitude towards cultural issues; understanding of the importance of adequately mastering a foreign culture for successful international business activity is becoming increasingly stronger. Confirmation of interest in this issue has been the intense scientific debate of recent decades, in which the central place has been occupied by the question of whether cultural factors influence management or not. The majority of researchers (see (1), (7), (9), (10) joined G. Hofstede, in their works clearly

revealing this impact. This scientist still has a great influence on the development of intercultural management as a separate scientific direction, and the results of his work are often used to explain phenomena of both culture and social life and business. Recognizing the clearly expressed orientation of Hofstede's research towards practice, we will, however, limit ourselves to a theoretical discussion about the significance of his views.

The Four Dimensions Model of Culture. In his research, Hofstede focused on the study and statistical comparison of cultural dimensions that relate exclusively to the world of work. He takes the situation of intercultural interaction as the basis for analyzing the cultural parameters he developed for individual countries. Appearing in 1980, work (3) was the result of eleven years of research conducted at the multinational concern IBM. The scientist studied differences in the work behavior of employees of 72 national branches of IBM and analyzed the collected data on their attitudes and values.

It is important to note, however, that the study was conducted at the level of establishing the normative preferences of employees and managers, and not their practical actions. The questions were formulated so that the respondents expressed their position in relation to certain situations, formulated their expectations of the management team and assessed their own business style. The questions related to people's business values ​​and related to what they wanted, i.e. ideal behavior. Hofstede analyzed 116,000 standardized questionnaires from 40 countries, containing 100 questions, and based on them, he created parameters that allowed him to analyze the working behavior of representatives of different cultures, as well as compare these cultures with each other (5, p. 332).

Hofstede's main idea is that differences between cultures can be explained based on four basic dimensions. (The fifth dimension, “Confucian dynamism,” describes the degree to which a society exhibits a pragmatic, future-oriented approach. But due to the minor importance of this dimension in Western cultures, it has not acquired the meaning correlated with the meaning of the first four.) Each culture has its own priorities and gives their answers to relatively similar basic problems (5, p. 333). Hofstede defines the concept of “cultural parameter” as “an aspect of culture that allows one to measure itself in comparison with other cultures” (7, p. 28). Based on the results of the evaluation of standardized questionnaires, Hofstede assigned each culture a measurement indicator corresponding to a specific parameter. In this case, each value of a parameter of an individual culture is fixed on a scale ranging from 1 to 100. Countries with similar values ​​are included in the so-called clusters (6, p. 334). The measured parameters are then transferred to a chart that visualizes the extent of crop differences. Based on statistically established values ​​of cultural parameters, according to Hofstede, it is possible not only to compare, but also to evaluate the course of intercultural interactions, and also to take into account the acquired knowledge in one’s own business behavior (7, p. 331, p. 348). Based on national indicators of each dimension, established in a purely quantitative manner, Hofstede draws conclusions regarding cultural forms of management and organizations.

The idea of ​​comparing different cultures on the basis of parameters (fixed points) located outside cultures in generalized human qualities is not new. Already in 1959, E. Hall, based on pro-xemics, formulated a model according to which each culture differs in its treatment of time, space, interactions between people and group behavior (2). The next step in the study of cross-cultural parameters was the theory of Kluckhohn and Strod-beck (8), which assumes the existence of universal cultural properties and patterns of behavior that vary in different cultures. This study became the basis for subsequent research on cultural dimensions.

What is new with Hofstede is that he prioritizes the influence of culture on the work behavior of employees working in a modern international company. At the same time, for Hofstede, indicators are not only indicators of work behavior, but also reveal the algorithm of the existence of many other spheres of human life (6, p. 231).

According to Hofstede, national cultures differ in the following parameters: “power distance”, “individualism/collectivism”, “femininity/masculinity”, as well as “uncertainty avoidance” ((3), (4), (5), (6) ). Power distance is the degree of social inequality in society. Individualism/collectivism - the degree of social connection between the individual and society. Masculinity/femininity is the dominant idea in society about social gender roles. Uncertainty avoidance is a way of dealing with the unknown and the degree to which people feel threatened by the unknown.

In accordance with the location of countries in relation to each parameter, Hofstede draws conclusions about the type/forms of management and organization. At the same time, he correlates with each other the parameters that express the specifics of management and forms of organization (6, p. 337).

According to Hofstede, the greatest impact on management is exerted by such parameters as “individualism/collectivism”, as well as “power distance” (6, p. 343). These parameters influence the predominance of a certain management style in a particular country, ranging from a democratic one with a predominantly flat hierarchy of the management system to an authoritarian leadership style. For example,

for the USA, the study determined the most extreme value of individualism - 91 out of 100 (see: 4, p. 70), and the value of power distance above average - 38 out of 53 (4, p. 31). Based on such measurements, Hofstede qualifies the American leadership style as extremely individualistic (6, p. 343).

In collectivist cultures, to which Hofstede refers mainly to third world countries, employees expect from a “good boss” that he will provide them with “protection” and be a “good father” for them, for which their loyalty is guaranteed. In countries with a stronger degree of power distance, “persons lower on the social ladder, as a rule, do not want to take part in leadership, since they expect the leader to exercise unlimited power” (6, p. 343). In contrast, in countries with a lower degree of power distance and a high individualism index, employees themselves take the initiative (6, p. 344).

The dimension “individualism/collectivism” together with the dimensions “uncertainty avoidance” and “masculinity/femininity” relate to the motivation and motivation of people (6, p. 345). Thus, in countries with a high index of individualism, for example in the USA, it is assumed that the strongest motivation is directed by the individual’s need for self-realization; there is a desire to accept a life challenge (low uncertainty avoidance). In collectivist cultures, obligations towards one's own group come to the fore. “Saving face” prevails here as the most important motivation (6, p. 345). In countries with strong uncertainty avoidance, people are willing to take out insurance and take safety precautions.

For the type of organization, the most important parameters are “power distance” and “uncertainty avoidance” (6, p. 344). Countries with high power distance and high uncertainty avoidance, such as France, have a pyramid organizational model. This is the name given to organizations characterized by a clear hierarchy, unified leadership and formal rules. Countries with low power distance and high uncertainty avoidance, such as Germany, have a well-oiled organizational model.

car". Here, the practice of giving instructions is unnecessary due to the presence of formal rules and a clearly functioning bureaucratic machine that manages the main aspects of the production process. Countries with low power distance and low uncertainty avoidance, such as the UK, have flat hierarchies, flexible rules and a flexible approach to problem solving through negotiation. Hofstede calls this type of organization a “village market.” Countries with high power distance and low uncertainty avoidance, such as India, are characterized by the “family” type of organization, which is characterized by “the unquestioned authority of “fatherly leadership” with few formal rules” (6, p. 344).

Criticism of Hofstede's theory. When analyzing Hofstede's research, the first thing that raises objections is his definition of culture as “the collective programming of the mind.” Thus, culture is considered by him as part of the cultural code, which is jointly possessed by people of one group, in contrast to individuals of other groups (5, p. 329). Hofstede further defines culture as “mental software”, by which he means “an ordinary unconscious state that provides the individual with a large space of freedom in terms of thinking, feeling and acting, but within the boundaries of what his social environment provides him with in terms of possible thoughts, feelings and activities "(5, p. 265). This analogy with a computer gives the impression that the acquisition of cultural patterns of behavior by a person is accomplished in a manner similar to programming a computer. However, modern research indicates that human learning processes are more complex and are characterized by the presence of significantly more active adaptation processes than hard disk recording.

Another objection is raised by Hofstede's assertion that the acquisition of a culture-specific value system generally ends by the tenth year of life. Other researchers assume that people are constantly learning, so the beginning of working life plays a significant role in realizing values.

Despite the impressive data base and the model that follows from it, Hofstede's empirical research is also not indisputable. The reason for criticism is, on the one hand, statistical (factor-analytical) data processing. The dimensions of power distance and uncertainty avoidance, for example, are based on only three survey questions from which Hofstede draws far-reaching conclusions about their impact on various areas of life, and therefore they seem somewhat risky and lacking in validity. In addition, the high statistical relationship between individualism and low power distance casts doubt on the independence of both dimensions. It appears that both dimensions reflect very similar phenomena.

The next objection is raised by the sampling test that Hofstede based his research on. Since the subjects under study belonged to the same multinational concern, they had many similar characteristics (for example, age, education, professional qualifications). For this reason, this sample check cannot be representative of the population of the entire country. The identification of the nation-state and culture, which is strongly recommended by the data of Hofstede's model, also raises criticism. He, however, points out in theoretical studies the possibility of the presence of different value patterns based on the diverse ethnicity or religious orientation of certain groups of the population within the national state. However, when his study includes nation states with different cultural groups (e.g. Belgium, India, etc.), Hofstede does not take these limitations into account when interpreting the data from his model.

Along with the methodological and theoretical objections expressed, Hofstede’s model can also be criticized from a didactic point of view. Reducing the entire palette of cultural diversity to four central dimensions leads to a lack of clarity and a certain withdrawal from real life. Therefore, to overcome the limitations of this approach, other researchers (for example, Trompenaars (10), A. Thomas (9) propose an expanded model of cultural differences.

However, despite these shortcomings, Hofstede's model still has considerable value as an attempt to systematize cultural differences. Since this model focuses on dimensions related to the world of work, the findings of the study are of particular relevance in the field of international business cooperation.

If we consider Hofstede's research in the context of research in the field of organization and management, then its contribution is that it showed the influence of national cultures on the internal life of organizations, which until this time in the field of organization and management research was left unnoticed or its existence was generally disputed .

If previously culture was considered a diffuse phenomenon, then based on the parameters of culture it can be considered statistically. Hence, for practical management, it turns into a convenient tool that can be used in planning and consciously implemented in the interests of enterprises. This is a significant reason why Hofstede’s teaching received such a response from management researchers and generally marked a change in the scientific paradigm, while differentiated theoretical studies from the field of ethnology and social science, on the contrary, were not accepted.

Notes

1. Latova N.V. Internet conference: Search for effective institutions for Russia in the 21st century from 10.27.03 to 12.27.03 Russian economic mentality: what did it become in the 1990s and what type of worker was formed as a result? - Access mode:

2. Hall E. T., Hall M. R.: Understanding cultural differences // Intercultural Press, Yarmouth, 1989.

3. Hofstede Geert: Culture's Consequences: International differences in work-related values ​​// Second Edition. Sage Publications, 1980.

4. Hofstede Geert: Lokales Denken, globales Handeln: Interkulturelle Zusammenarbeit und globales Management. - Deutscher Taschenbuch Verlag GmbH & Co. KG, 2001.

5. Hofstede Geert: Organizationsentwicklung in verschiedenen Kulturen; in Fatzer Gerhard (Hrsg.): Organizationsentwicklung fur die Zukunft. Ein Handbuch. - Koln, 1993. - P. 325-348.

6. Hofstede Geert: Interkulturelle Zusammenarbeit: Kulturen - Organizationen - Management. - Wiesbaden, 1993.

7. House R., Javidan J. Mansour: Overview of GLOBE, in: House, Robert J. u. a. : Leadership and Organizations: The GLOBE Study of 62 Societies, 1. Aufl., Thousand Oaks, London, Delhi 2004, S. 9-28.

8. Kluckhon C., Strodtbeck F. Variation in value orientation. Row Peterson, Evanston, 1961.

9. Thomas A.: Psychologie interkulturellen Lernens und Handelns. In: Thomas, A. (Hrsg.): Kulturvergleichende Psychologie, Hogrefe, Gottingen 1993.

10. Trompenaars, Fons. Handbuch Globales Managen/ Wie man kulturelle Unterschiede im Geschaftsleben versteht- ECON Verlag, 2001.



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