Vietnamese Culture Evaluation

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Assement 1 (1000 words):
Discusss the key dimensions of national culture in your domicile (home) country using the frameworks of Hofstede (2001) including: Power Distance; Uncertainty avoidance; Individualism/ Collectivism; Masculinity/ femininity; long term orientation.

Introduction
In the “flat” world today, opening a business on abroad will be easier than before (Friedman, 2005). The manager from other countries will need to face with other culture aspect that they never met before. In order to solve this problem, Hofstede’s dimensions (1970) suggested that his model with 5 dimensions: Power Distance, Uncertain Avoidance Individualism/ collectivism, Masculinity/ femininity, Long-term orientation, which refer to any culture on the globe, and Vietnam in this case. For this essay requirement, the Power Distance and Long-term Orientation will be discussed in this essay, how it is effective on this constructed in international business management as well as the disadvantage of Hofstede’s module. Hofstede’s module suggests that national culture can be influence behaviour and management in workplace. His research suggested that differences of behaviour are accounted for nationality and national culture determinants. In addition, understanding the cultural differences could be done by drawing on these dimensions. Hofstede stated that there are many national differences in work-related values, beliefs, norms and self-descriptions and societal variables, could be explained in five key dimensions of national culture.

Power Distance
Power distance score of Vietnam was given a high value of 70 by Hofstede’s study(2013) as mesuased by the scores in his 1970s IBM internal cultural test system, in which describe power distance as dealing with the need of a society for independence versus interdependence. In other research which is carried out by McCleland suggests that the need for power is to have influences over others and tend to be gained more privilege than other. Additionally, Individuals with high power distance will tend to achieve target or choose a job which responsibility, feedback and a medium percentage of risk. Hofstede (1984) also suggested that in a high power distance score, Vietnam in this case, he/she is more likely to accept unequal distributions of power. It could be take away power, control mechanism or decision making, but they will easy accept this situation in higher power distance rather than lower one. However, economic system and environment are needed to take in to account as others factors which might have strongly influence power distance. In a research is carried out by Hoang (2008),a researcher from Capabella, USA, within 20 managers who are Vietnamese gave us a differences result. The research was pointed out that the managers get lower score in Power Distance, who tend be cooperate with the lower staff rather than made their decision on their own.

Long-term Orientation.
In Vietnamese culture, modest is highly evaluated (Te, H.D., 1987; Cao, X.H., 1999). In another hand, Hofstede also claimed that Vietnam got a high score on Long-term Orientation, which was influenced by Confucius, who emphasized personal and governmental morality, correctness of social relationships, justice and sincerity. Thus, society shows a pragmatic future-oriented perspective rather than a conventional historical short-term point of view ( Hofstede, 2001).It means that the Longterm Orientation is a result to develop this high score of Power Distance in Vietnam. In Hofstede website, he also claimed that Vietnam score is 80, that making it is long-term orientation. In different words, Vietnam, is a country, who believed in pragmatism, where achieving goal a task and getting virtue is prioritized. As a result, the manager can aware that the employees push their adaption up to limit if it is the requirement of the job and sometimes, working for money mind not top goal for the bread-maker. Respect from employers,...
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