Karen McCarthy Hawn
Student, State College of Florida
MAN 4102 Class Project Part 1
Per the digital document from Contemporary Authors (Biography), by Thomson Gale, (2004) Gerard Hendrik Hofstede was born October 2, 1928. He is the son of Gerrit and Evertine Hofstede. He married Maaike A. Van den Hoek on the 4th of June, 1955 and had four children. He graduated from Delft Institute of Technology in 1953 and Groningen University, Ph D (cum laude) in 1967. His work history began in 1953 as a lieutent in the Netherlands Army. In 1955 and 1965 included management consultant for Bernschot Consultants and Stork Machine Works, plant manager for Jovanda Hosiery Co., production manager of weaving for Menko Textile Co., and director of staff services for IBM (Gale, 2004). After leaving IBM in 1965 he began his career in research and education and was employed with European Education Center as the manager of personnel research through 1971, IMEDE Management Development Institute as visiting lecturer through 1973, European Institute for Advanced Studies in Management as professor of organizational behavior through 1979, Fasson Europe as director of human resources through 1983, and then served as dean at Semafor Senior Management College (Gale, 2004). Hofstede also held several international university positions as a visiting professor or scientist throughout Europe until he assumed his position at University of Limburg in Netherlands. He held the position of director of Institute for Research on Intercultural Cooperation (IRIC) through 1980 and currently is the professor of organizational anthropology and international management (Gale, 2004). The biography listed Geert H. Hofstede as the author on 9 books, contributor on 14 books, and as a contributor to numerous articles to various social science, professional, and management journals in over seventeen countries to date (Gale, 2004). On his website, Geert Hofstede, discusses the reasons he feels that culture is so important (Hofstede, 2012). Hofstede’s ideas are based on the premise that people share common human nature and as such the shared human nature of all groups is very social, Hofstede (2012). That all groups use empathy and language, all practice collaboration, and all exhibit intergroup competition (Hofstede, 2012). How we all do these things while still being a good member of our various groups is what defines what Hofstede calls the unwritten rules of culture. These cultures include symbols, rituals, laws, taboos, and religions that drive the groups “moral circle” (Hofstede, 2012). Per Hofstede, (2012) there are said to be unconscious values that change at a slower pace than those of the practices of each group. Hofstede categorizes these groups based on national boundaries, ethnic boundaries, religion, occupation, or academic disciplines and states that the groups are typically classified as either inferior or superior to our own groups (Hofstede, 2012). To get things done we all need to have skills for cooperating across cultures and that enable us to cooperate with members of the globalized world. This concept is addressed in his Hofstede’s book, (Hofstede, Culture's Consequences: Comparing Values, Behaviors, Institutions, and Organizations Across Nations., 2001) and was the outcome of his research during the IBM study. He analyzed employee value scores that were collected between 1967 and 1973 from IBM employees in 70 countries and from this he established the paradigm of cultural dimensions. (Itim International, 2012). In his interview for his biography, Gerard H. Hofstede told CA: Cultures Consequences is my chef d’oeuvre. It deals with differences in thinking and acting among otherwise similar people in many different countries, which was the right subject at the right time. Correspondence with readers about it has become one of my regular side activities (Gale, 2004, page 2)....