CCSM Assignment Group4

8/9/2019 CCSM Assignment Group4

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Finland Vs. IndiaGERT HOFSTEDE Group 4


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Finland

Communication styleIntrovertModestQuiet

Doesnt interrupt

Uses silenceThinks in silence

Dislikes big talkersLittle body language

Cultural featuresLittle poer of traditions

!igh commitment tocomplete action chains

Linear"active and reactive

Listening cultureData"orientation

!igh situational relevance

#elatively homogeneous

$unctual%on"hierarchical

#espect for eldersIndividualistic

India

Communication style

&'trovert

(orceful

Lively

Interrupts

Uses silence

Thinks aloudTalkative

)vert body language

Cultural features

* lot of poer of traditions

!igh commitment to completeaction chains

Multi"active and reactive

Talking culture

Dialogue"orientation

Lo+er, situational relevance

!ighly diverse and

contradictoryUnpunctual

!ierarchical

!igh respect for elders

Collectivistic in local group-individualistic ith outsiders

Cultural andcommunication

diferences beteen India

and Finland

Diferences beteen Indian and Finnis! Culture

. Finland !as a Hi"! conte#t culture!as a Hi"!

conte#t culture but its mo$in" Culture. Finnis! communication culturedescribed as

silent and rat!er monolo"ist culture is

c!aracterised b& t!e samepatience' !armon&

and pra"matism t!at c!aracteriseculture. Finnis! culture is c!aracteri)edlittle bod&

lan"ua"e !ereas Indians are c!b an o$ert


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. Finland scores lo on -oer distance!ereas India scores !i"! on -oerdistance

. India la"s be!ind Finland inIndi$idualism. !i"! score /masculine0 on t!isdimension in India indicates t!at t!esociet& ill be

dri$en b& competition' ac!ie$ementand success. Finland scores !i"! on Indul"ence!ereas India scores lo on


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-oer Distance

. Finland scores loer t!an India %ess t!anHal*

. T!e Finnis! st&le1

. 2ein" independent'

. !ierarc!& *or con$enience onl&'

. E3ual ri"!ts'

. superiors accessible'

. coac!in" leader'

. mana"ement *acilitates and empoers.

. -oer is decentrali)ed and mana"erscount on t!e e#perience o* t!eir teammembers.

. Emplo&ees e#pect to be consulted.

. Control is disli+ed and attitude toardsmana"ers are in*ormal and on rst name

basis.. Communication is direct and

. Finland scores loer t!an InHal*

. T!e Indian St&le1

. appreciation *or !ierarc!& adon structure in societ& anor"ani)ations

. dependent on t!e boss or t!!older *or direction'

. acceptance o* un,e3ual ri"!t!e poer,pri$ile"ed and t!lesser don in t!e pec+in" o

. immediate superiors accessla&er abo$e less so'

. paternalistic leader' mana"edirects' "i$es reason 5 meanor+ li*e and reards in e#c

lo&alt& *rom emplo&ees.. Communication is top don


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Interaction amon" people ia rm /-DI0

In Indian business or"ani)ations t!e decision ma+in" is made at seniob& t!e top mana"ement. 7oreo$er' in t!e or"ani)ations t!e 8unior mt!e or"ani)ations are e#pected to "i$e respect and displa& lo&alt& to seniors in t!e or"ani)ations.

9!ereas' t!e lo poer distance culture li+e Finland t!e subordinatepeople !a$e limited dependenc& it! t!e people it! !i"! status andlso' t!e relations!ip beteen t!e leader and subordinates is open t!e subordinates to approac!es t!eir leaders easil&. -eople relate to omore as e3uals re"ardless o* *ormal positions. Subordinates are morecom*ortable it! and demand t!e ri"!t to contribute to and criti3ue tma+in" o* t!ose in poer.

7oreo$er' in lo poer distance culture !ere t!e decision ma+in" ce$en *rom a 8unior le$el it!out t!e consultation o* t!e senior le$el por"ani)ations. In t!e Finnis! or"ani)ations t!e members are e#pectede3uall& !ere t!e "ap beteen t!e members o* t!e or"ani)ation is m

!en compared it! Indian or"ani)ations


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Indi$idualism. Finland' it! a score o* :; is an

Indi$idualistic societ&. Hi"! pre*erence *or a loosel&,+nit social

*rameor+ in !ic! indi$iduals aree#pected to ta+e care o* t!emsel$es andt!eir immediate *amilies onl&.

. In indi$idualistic societies ofence causes"uilt and a loss o* sel*,esteem'

. T!e emplo&er5emplo&ee relations!ip is acontract based on mutual ad$anta"e'

. Hirin" and promotion decisions aresupposed to be based on merit onl&'

. 7ana"ement is t!e mana"ement o*indi$iduals.

. India !as an intermediate score

. is a societ& it! bot! collecti$isttraits

. Hi"! pre*erence *or belon"in" to*rameor+ in !ic! indi$iduals aaccordance to t!e "reater "ood "roup/s0

. In suc! situations' t!e actions o*in>uenced b& social netor+s t!

a?liation toard. For a collecti$ist' to be re8ected t!ou"!t lol& o* b& one=s e#tend"roups' lea$es !im or !er ruddeo* intense emptiness.

. T!e emplo&er5emplo&ee relatione#pectations based on e#pectatemplo&ee and almost *amilial prEmplo&er.

. Hirin" and promotion decisions aon relations!ips !ic! are t!e +e


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Interaction amon" people ia rm /IDV0

In indi$idualistic cultures li+e Finland business relations!ip are mortransactional basis !en compared it! collecti$istic culture li+e I!ere t!e business relations!ip is $ieed as lon" term and sustain

7oreo$er' in India personal relations!ip pre$ails o$er tas+ relationpla&s a ma8or role in establis!in" business relations!ip as Indians tbusiness it! t!e *riends rat!er t!an it! t!e un+non people. 2eindi$idualistic cultures li+e Finland belie$es in indi$idual accomplis!ereas t!e collecti$istic culture li+e India is more concerned it!team accomplis!ments.


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7asculinit&

. Finland scores 26 on this dimension and is thusconsidered a feminine society.

. In feminine countries the focus is on working in orderto live, managers strive for consensus, people valueequality, solidarity and quality in their working lives.

. Conflicts are resolved by compromise and negotiation.

Incentives such as free time and flexibility are favoured.. Focus is on well-being, status is not shown.

. An effective manager is a supportive one, and decisionmaking is achieved through involvement

. India scores A: on t!is dim

considered a masculine so. India is actuall& $er& masc

$isual displa& o* success a. T!e desi"ner brand label'

ostentation t!at "oes it!success' is idel& practice

. Hoe$er' India is also a spmillions o* deities and $ari

p!ilosop!ies.. T!is o*ten rei"ns in people

7asculine displa&s to t!e emi"!t be naturall& inclined7asculine countries t!e *oand ac!ie$ements' $alidat"ains.

. 9or+ is t!e center o* one=s&mbols o* success in t!e


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Interaction amon" people it!irm /7S Inde#0

It is ob$ious people displa& ealt! and t!irst *or ac!ie$ement in mculture and t!e *eminine culture *ocus on preser$in" t!e en$ironm!elped under pri$ile"ed people. T!e perception suc! as Bbi" is beaappreciated more in !i"!l& masculine culture !ereas t!e *emininbelie$es in t!e perception o* Bsmall is bi".

T!e or+places in masculine cultures pre*er traits li+e aut!orit&'asserti$eness' per*ormance and success !ile t!e or+places in *ecultures tend to be more democratic


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ncertaint& $oidance. Finland scores 59 on this dimension and thus!as a

!i"! pre*erence *or a$oidin" uncertaint&.

. Countries e#!ibitin" !i"! uncertaint& a$oidancemaintain ri"id codes o* belie* and be!a$iourand are intolerant o* unort!odo# be!a$iour andideas.

. In t!ese cultures t!ere is an emotional need *or

rules

. time is mone&' people !a$e an inner ur"e to bebus& and or+ !ard' precision and punctualit&are t!e norm'

. inno$ation ma& be resisted and securit& is animportant element in indi$idual moti$ation.

. India scores 4 on t!is dimension anmedium lo pre*erence *or a$oidin"

. In India' t!ere is acceptance o* imper!as to be per*ect nor !as to "o e#act

. -eople "enerall& do not *eel dri$en ata+e action,initiati$es and com*ortabestablis!ed rolls and routines it!ou

. Rules are o*ten in place 8ust to be cirone relies on inno$ati$e met!ods to s&stem.

. ord used o*ten is Bad8ust and met!in"s' *rom turnin" a blind e&e torulndin" a uni3ue and in$enti$e solutioinsurmountable problem.

. It is t!is attitude t!at is bot! t!e cau

as t!e most empoerin" aspect o* t!


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Interaction amon" people ia rm /I0

Uncertainty

AvoidanceIndex(UAI)

Characteristics Recommendati

Hi"! IFinland,A

. Ver& *ormal business practices

. Structure is paramount. 7aintain a clear

perspecti$e and *

parameters set.. -reparation andplannin" are +e& communication aor+ pro8ects.

%o IIndia,4 . In*ormal business at,mosp!ere

. Focus on t!e lon" term businessstrate"ies t!an dail& operations.

. cceptin" o* ris+ and c!an"e

. $oid implementstructure o* rulesre"ulations as *arpossible

. 7inimi)e emotionreactions and +ee


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Interaction amon" people ia rm /%TO0

LTO

-Index

Characteristics Recommendation

HighLTO . Famil& is *undamental

. -arents and men !old aut!orit&o$er t!e &oun" and omen

. Stron" or+ et!ic

. Emp!asis placed on trainin" andeducation

. Respect traditions

. Reard t!ose t!at alo&al and committed

. Stron"l& a$oidsituations t!at causesomeone to lose *ace

. 2e aare o* timeorientation

Low LTOFinand-!"

. Stri$e *or e3ualit&

. Indi$idualism and sel*,actuali)ation arepursued

. bide b& t!e samerules t!at &ou preac!

. 2e respect*ul

. Introduce c!an"edecisi$el&


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ID%GECE

. The relatively high score of 57 indicates that Finland isan indulgent country.

. People in societies classified by a high score inindulgence generally exhibit a willingness to realisetheir impulses and desires with regard to enjoying lifeand having fun.

. They possess a positive attitude and have a tendencytowards optimism.

. In addition, they place a higher degree of importanceon leisure time, act as they please and spend money asthey wish.

. India recei$es a lo scoredimension' meanin" t!at restraint.

. Societies it! a lo score!a$e a tendenc& to c&nici

. lso' in contrast to indul"

restrained societies do noemp!asis on leisure time "ratication o* t!eir desire

. -eople it! t!is orientatiperception t!at t!eir actiob& social norms and *eel tt!emsel$es is some!at


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Interaction amon" people ia rm /IVR0

. BIndul"ence stands *or a societ& t!at allos relati$el& *ree "ratication o* natural !uman desires related to en8o&in" li*e and !a$in" *un /Ho*stede' JRestraint stands *or a societ& t!at controls "ratication o* needs and re"ulmeans o* strict social norms

. The high indulgence societys people can freely fulfill their basic needs and desires freely as t

strict social norms. On the other !and restraint societies !a$e stricter social norm"ratications o* dri$es are suppressed and re"ulated. T!e indul"ence socie

Finland belie$es *reedom o* speec! as important t!in". 9!ereas' in t!e ressociet& li+e India *reedom speec! is not a primar& concern


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CCSM Assignment Group4

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