LONG TERM ORIENTATION

INDULGANCE VS RESTRAINT

RESTRAINT SOCIETY

 

INDULGENT SOCIETY

 

 MORE INFO ABOUT INDULGENT VS RESTRAINT

Indulgence/Restraint

In view of exact examination with IBM representatives in more than 50 nations, the model outlines how the overwhelming social inclinations contrast crosswise over national social orders and gives bits of knowledge into the results of carrying gatherings of individuals with various inclinations together. Hofstede's work has dependably been questionable. It has been generally connected to worldwide administration is still a backbone of numerous corporate intercultural preparing programs. Be that as it may, the model is likewise progressively scrutinized for its restrictions, for example, old information, one organization approach and excessively few measurements. There is probably Hofstede's model stays a standout amongst the most profitable bits of work in the field of intercultural correspondence offering associations to see how they some assistance with canning team up all the more successfully crosswise over societies – and if nothing else bringing about interesting talk and further improvements in the field.

INDIVIDUALISM VS COLLECTIVISM

Individualistic/collectivistic

 

GERMANY HIGH INDIVIDUALISTIC

KOREA HIGH COLLECTIVIST

ADVANTAGES OF HIGH INDIVIDUALISTIC

- personal freedom and achievement

- awards social status to personal accomplishment

- important discoveries, innovations and great artistic achievement

- pursue their won interest

- encourages conformity and discourages individuals from standing out

- provide monetary incentives for innovation

- lead to higher rates of economic growth and innovation

- achieve social status rewards that leads to higher level of productivity

- effect dynamic efficiency and thus long run growth

- stronger social prestige

- allocate more labor to innovative activities 

ADVANTAGES OF HIGH COLLECTIVISM

-give competitive edge in production of final goods

-coordination activities is easier

- less likely to live people behind

-less people that want to get rich to ignore the people that in need

-reduces selfishness. 

- it recognized that we are all connected 

Contrasts Between Individualistic and Collectivistic Values

The basic individualistic and collectivistic views of people as either independent or interdependent lead to contrasting sets of values. Nearly three-fourths of the world’s cultures can be described as collectivistic. CLD groups generally fall at the collectivistic end, although American Black culture has absorbed some of the prominent values of American mainstream individualism. This section summarizes some common contrasts in values of particular relevance to the transition process

Orientation to Self or Group

The individualistic view of people as independent units leads to emphasis on a range of self-oriented values and skills that support independent living. These values include self-sufficiency, self-determination, self-advocacy, self-competence, self-direction, self-efficacy, self-regulation, self-reliance, and self-responsibility. On the other hand, the collectivistic view of people as interdependent leads to emphasis on group-oriented values and skills that contribute to effectively filling roles within the family or other group. Instead of living independently or going away to college, the young adult may be expected to remain at home and fulfill roles within the family.

Decision-Making

Culture influences how decisions are made within a family. In traditional collectivistic cultures, there is likely to be a social hierarchy based on gender, birth order, and/or age. Family elders may be highly respected, and they often have roles of authority with responsibility to make sure family members do what is best for the family rather than what is best for themselves as individuals. Elders may have final say about how far their children go in school, who they marry, or where they work. Decisions by authority figures in collectivist cultures are likely to be obeyed with less questioning than is typical in individualistic cultures. There are, however, many collectivistic cultures with a strong egalitarian orientation that promotes shared decision-making, although most people of CLD backgrounds in America come from more hierarchical cultures. In American individualism, the ideal is for all people to be able to freely make their own decisions. The opinions of family elders may be respected, but as youth enter adulthood, they expect and are expected to make decisions about their own lives.

Individual Choice and Personal Responsibility

All cultures seem to acknowledge that how people behave affects what will happen to them, whether in this life or a presumed afterlife. However, there are different views of the responsibility for those outcomes. American individualism highly values the freedom to choose for oneself. People are assumed to have free will, and from an early age they may be reminded that each choice has consequences for which they will be held personally responsible. In collectivistic cultures, the ideals of individual choice and free will are less likely to be highly valued, and less emphasis may be placed on personal responsibility for outcomes. Collectivistic cultures are more likely than individualistic ones to allow for external explanations for the cause of a good or bad event (e.g., fate, spiritual intervention, or the demands of social superiors). People in individualistic cultures may be allowed or even encouraged to make choices based on what is best individually, while people in collectivistic cultures are more likely to be expected to give priority to what is best for the group.

Conclusion

Because transition systems are typically rooted in individualistic cultural assumptions, they often fall short in accommodating collectivistic values and behaviors. In order to effectively support the transition of CLD youth with disabilities, transition personnel need to be aware of the contrasts between individualism and collectivism and of the cultural basis of their own values and practice. This part outlined many of the contrasts between relevant individualistic and collectivistic values, but at a very general level. Obviously, transition personnel should be familiar with the common values and traditions of specific CLD groups with whom they work. The book provides an overview on cultural competence and includes nine chapters on different CLD groups written by experts from the respective cultures. The chapters summarize the demographics, traditions, values, beliefs, attitudes toward child rearing and disability, and groups’ history in America as well as advice on how to effectively collaborate with families

MASCULINITY  VS FEMINITY

FEMINITY IN NORWAY

MASCULINITY IN JAPAN

UNCERTAINTY AVOIDANCE

- People feel threatened by ambiguous situations whereby the society members try to cope   with anxiety by minimizing uncertainty. 
- People are really not comfortable with the uncertainty and anxiety. 

EXAMPLE OF COUNTRIES THAT IMPLEMENT HIGH UNCERTAINTY AVOIDANCE
- Germany
- Japan
- Spain  
  
EXAMPLE COUNTRIES THAT  IMPLEMENT LOW UNCERTAINTY AVOIDANCE
- Denmark 
- Britain.

HIGH UNCERTAINTY AVOIDANCE

- High need for security as the people wants to avoid from being threatened

- More emotional as they are too control on certain task that is being doing by them.

-More written rules especially in business dealing
-  Have strong beliefs in expert and knowledge. 

- Knowledge is needed in order for them to keep safe. 

-  Less managerial risk taking. 

LOW UNCERTAINTY AVOIDANCE

-People are more willing to accept risks of the unknown.
-People are less in emotion as they are more brave 
-Less structured of organization’s activities
-.The written rules are fewer 
-They are less orderly and keep fewer records.
 -More in managerial risk taking. 

As a result, there would be higher in employees turnover and more ambitious employees. After all, interactions between them are in informality. They show moderate resistance to change and innovation.

POWER DISTANCE

- less powerful members accept that power is distributed unequally
- highly negative for organizational progress, 
- participation and empowerment of employees and overall organizational health
-  is highly correlated to collectivism 

HIGH POWER DISTANCE

-people are blindly obey the superiors.
-  superiors are given the rights to control over their subordinates.
- employees does not able to give the chance to suggest any decisions about the progression of an organization.

- communication : vertically downward with no horizontal communication.
- it gives more gap of communication between superiors and employees.

DISADVANTAGE OF HIGH POWER DISTANCE

- The quality of decisions become poorer because of lower input from employees -
-  can lead to unethical behaviour among the superiors. 
- The effect is very high especially to the employees 
- The superiors tend to micromanage and even minor decisions go to the top. -
- They tend to control every facet of human life including HRM practises 

 LOW POWER DISTANCE

- It is in flatter structure (employees are independent from the superiors). 
- They does not have to obey 100% on superiors. 
-The power are distributed equally among the superiors and employees. 
-Decentralized authority (less care about the status and the employees can take part in decision making.)
 -Can be called as open door policy (power is distributed equally among the superiors and employees.

ADVANTAGES OF LOW POWER DISTANCE

- the employees can work with the superiors in comfortable environment  
- less stress among the employees as the superiors
- unethical behaviour will be less 
-the quality of the decisions is higher

HIGH POWER DISTANCE IN RUSSIA

- power holders are very distant

- scoring 93%

- extremely centralized

- 2/3 of foreign investor go into Moscow

- 80% financial concentration is being focused

- behaviour reflect on the status role in all real of business

- more powerful people are more important in status symbol

- approach in top down and provide  clear mandates of any task

LOW POWER DISTANCE IN UK

- Society beliefs that inequalities among people should be minimized

- PD index lower in high class rather than in working class

- PDI score is incongruent with well established and historical British class system

- Expose on inherent tension in British culture

- Fair play drives whereby people shoud be treated equally

HOFSTEDE'S CULTURE OF DIMENSIONS

INTRODUCTION

 

Introduction

Transition policies and practices typically assume that youth with disabilities and their families give priority to individual-oriented outcomes such as self-determination, self-reliance, and independent living. However, not all youth and families share these values. This section of the Essential Tool explores the role of culture in the transition process. Culture refers to the patterns of values and learned behaviors that are shared and transmitted from generation to generation by the members of a social group. “Values” as used here includes beliefs, assumptions, and attitudes. “Worldview” is another term that could be used in this way. Values in this broad sense are assumed to guide how people live their lives, including their moral judgments, goals, and behaviors. Exploring and understanding the values of youth and their families is therefore an important key for planning and providing transition services and supports, and in achieving better outcomes.

However, it is beyond the scope of this Essential Tool to explore the many different values shared within all ethnic/racial subgroups. It is possible, however, to identify an area of contrast between the values of American mainstream culture and the values characteristic of many other cultures. This contrast—between “individualistic” and “collectivistic” values—will be discussed in this part, focusing on related implications for the transition process. An example using self-determination will illustrate the importance of understanding and addressing the contrast between individualistic and collectivistic values.

It is important to realize that values, like any human characteristic, fall along a continuum. There are elements of both individualism and collectivism in any culture For example, a culture oriented to individualism might highly value being able to work independently, while a culture oriented to collectivism might highly value being able to work as part of a group. However, the first culture almost certainly also values being able to work as part of a group, and the second culture also values being able to work independently. The difference is in the relative importance that each culture places on these contrasting values. The concept of a continuum also applies to individuals within a culture. Most members of a collectivistic culture will hold values at the collectivistic end of the continuum, although each will be at a different spot on the continuum, and some will even be at the individualistic end. Where they are on the continuum of values depends on such factors as how closely they identify with traditional culture, their level of education, and the ethnic mix of their community. This variability among people again illustrates the need for individualization in transition services and supports.