China - Geert Hofstede

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4/22/13

China - Geert Hofstede

THE HOFSTEDE CENTRE (index.php)
GET CERTIFIED
Select a Country United States

in Intercultural Management and (/certification- Culture by Organisational courses.html)

in comparison with the below

China

THE HOFSTEDE CENTRE (thehofstede-centre.html)

118 80 91

GEERT HOFSTEDE (geerthofstede.html)

NATIONAL CULTURE (nationalculture.html)

66

DIMENSIONS
(dimensions.html)

62 30 46 29

40

COUNTRIES (countries.html) APPLICATIONS
(applications.html)

20

COURSES (interculturalmanagement-courses.html)

PDI

IDV China

MAS

UAI

LTO

United States

ORGANISATIONAL CULTURE
(organisational-culture.html)

EVENTS AND COURSES (eventscourses.html)

FAQ (faq.html)

What about China?
If we explore the Chinese culture through the lens of the 5-D Model, we can get a good overview of the deep drivers of Chinese culture relative to other world cultures. Power distance This dimension deals with the fact that all individuals in societies are not equal – it expresses the attitude of the culture towards these inequalities amongst us. Power distance is defined as the extent to which the less powerful members of institutions and organisations within a country expect and accept that power is distributed unequally. At 80 China sits in the higher rankings of PDI – i.e. a society that believes that inequalities amongst people are acceptable. The subordinate-superior relationship tends to be polarized and there is no defense against power abuse by superiors. Individuals are influenced by formal authority and sanctions and are in general optimistic about people’s capacity for leadership and initiative. People should not have aspirations beyond their rank.

Contact

Imprint

(contact.html) (imprint.html)

Individualism The fundamental issue addressed by this dimension is the degree of interdependence a society maintains among its members. It has to do with whether people´s self-image is defined in terms of “I” or “We”. In Individualist societies people are supposed to look after themselves and their direct family only. In Collectivist societies people belong to ‘in groups’ that take care of them in exchange for loyalty. At a score of 20 China is a highly collectivist culture where people act in the interests of the group and not necessarily of themselves. In-group considerations affect hiring and promotions with closer in-groups (such as family) are getting preferential treatment. Employee commitment to the organization (but not necessarily to the people in the organization) is low. Whereas relationships with colleagues are cooperative for in-groups they are cold or even hostile to out-groups. Personal relationships prevail over task and company.

Masculinity / Femininity

geert-hofstede.com/china.html

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4/22/13

China - Geert Hofstede
A high score (masculine) on this dimension indicates that the society will be driven by competition, achievement and success, with success being defined by the winner / best in field – a value system that starts in school and continues throughout organisational behaviour. A low score (feminine) on the dimension means that the dominant values in society are caring for others and quality of life. A feminine society is one where quality of life is the sign of success and standing out from the crowd is not admirable. The fundamental issue here is what motivates people, wanting to be the best (masculine) or liking what you do (feminine). At 66 China is a masculine society –success oriented and driven. The need to ensure success can be exemplified by the fact that many Chinese will sacrifice family and leisure priorities to work. Service people (such as hairdressers) will provide services until very late at night. Leisure time is not so important. The migrated farmer workers will leave their families behind in faraway places in order to obtain better work and pay in the cities. Another example is that Chinese...
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