Brazil And China Ranked Gender Egalitarianism

This dimension measures the rigidity or flexibility of a country in terms of how its organizations structure their management and subordinate relationships.

Geert Hofstede believed that national cultures were potentially homogenous with organisational cultures, and that national cultures could be quantitatively identified and compared (King and Lawley, 2013). Hofstede over a four-year period carried out 116,000 morale surveys, from 72 countries, using IBM subsidiaries (Kirkman, Lowe and Gibson, 2006) and from his findings derived a four fold dimensional framework for measuring national cultures. His first dimension, Power Distance, is the extent to which people within a nation are accepting of the unequal distribution of power within institutions and organisations (Hofstede, 1980). This dimension also helps to explain the way in which leaders and subordinates interact and under what pretences (King and Lawley, 2013). His second dimension is Uncertainty Avoidance, which measures the

Refers to how society accept or does not accept the differences between people, as per hierarchies at workplace, also in politics and so on. Culture with high power distance accept that a boss is “higher” so deserve more authority and respect. Countries like Mexico, Philippines, and Japan are high power distance countries.

First, power distance measures the amount of layers there is between the entry level employee and the top tier managerial position. Typically, lower rankings indicate that the culture has a gradual hierarchy and less of a gap. Higher rates usually resemble a large discrepancy gauging the separation of employees and their employers. In the United States, power distance is fairly moderate at 40,

On the contrary, in small power distance countries there is limited dependence of subordinates on bosses, and a preference for consultation. The emotional distance between hierarchies will tend to be relatively small:

Since the beginning of time gender inequality has been an obstacle towards the human development of countries around the world. The Human Development Index was created to showcase the average achievement of males and females. However, females have been oppressed of their opportunities throughout time, which contradicts the main idea of the Human Development Index. To understand the difference between developed and developing countries and the reason for the gender gap between males and females there need to be an understanding of the indicators that are addressed through the key dimensions of Gender Inequality which include reproductive health, education and political representation. Through the use of the indicators, gender inequality demonstrates that there are variations within developed nations such as Norway and a developing nation such as Cameroon. Although gender inequality is present in both countries, the Human Development Index indicates that the developed country Norway is more advanced in regards of gender inequality then the developing country Cameroon. The development of a country does not completely reflect the position of gender inequality; but it is evident through the indicators of life expectancy, birth rate, education and economic status that a more developed country is more advanced in reducing gender equality.

How has gender inequality affected women in Latin American countries? Gender inequality has affected the women of Latin America in a multitude of ways, but it can be argued that the division of gender equality is extremely prominent when analyzing reproductive rights and health care access. Compared to countries such as Canada, the United Kingdom and the United States, Latin America is far behind in terms of civil rights and reproductive rights. The lack of rights is not in question; women’s barrier to reproductive health can be seen through anecdotes and statistics. The question thus becomes, is there a definite answer to why these rights are absent? Factors concerning the absence of reproductive rights include cultural norms and religion, but the one that plays the biggest role remains the lack of female political leaders in Latin American countries. What exactly is it that is keeping Latin America behind other countries in terms of being progressive regarding reproductive rights? Women’s political absence in Latin America has shaped reproductive rights and health care services immensely.

I feel that we have a low power distance, because though we all have our specific roles, some holding more power than others, we all collectively voice our options and have a collective decision making process. We all work together and we all trust each other to do well.

Therefore, a group with a low power distance indicates that it is socially acceptable for people to stand up and question their authority figures, while in contrast, questioning the authority of the leader in a group with high power distance would be considered inane and immoral. For example, according to the The Manila Times, in a university setting belonging to a high power distance culture, “department constituents are unlikely to question the power and authority of their dean; conformity to the dean is expected”

Power distance is the extent to which people of a culture accept and expect power inequality among themselves regarding the allocation of authority. France has a score of 68 on the power distance dimension while Russia has a score of 93 (Hofstede Insights, n.d.). In Russia, from a young age, children are taught to show respect and deference to their fathers. Ultimately, learning “to comply and follow the decisions and directives made by the father—the ultimate authority in the family” (Dorfman et al., 2012). France is also “a country of family empires with many paternalistic traditions” (R. Moran et a., 2014). As a result, both France and Russia can be characterized as high-power distance cultures. In both societies, it is expected for

The United States is an example of a low power distance culture. The United States is a democracy run by an executive branch, legislative branch, and judicial branch. Members of this culture are aware that some other individuals may have more power, influence, and authority but those lower-ranking members are not intimidated or more respectful toward members in higher standings of power (Sprague, Stuart, Bodary, Verderber, Sellnow, 2015). An example of this would be that although the United States is run by the President, he or she is always under examination of the other branches of government as well as the citizens they represent (Carroll,

Power Distance is the dimension that deals with the fact that all individuals in societies are not equal it expresses the attitude of the culture towards these inequalities amongst us. At 80 China sits in the higher rankings of power distance a society that believes that inequalities amongst people are acceptable, therefore subordinate-superior relationship tends to be polarized and there is no defence 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

The dimension of power distance affect the HR activities by reactions to management authority differently among cultures. There will be greater status and authority differences between superiors and subordinates if the power distance increases. The next factor is individualism which it can up to which people in a country prefer to act as individual in the group. Asian countries more toward to group-oriented meanwhile United Stated more prefer to individualism. The last factor are masculinity and femininity which means masculine is for men and femininity is for women. The person with assertiveness, success, and competitiveness well known as masculine meanwhile feminine known by quality of life, close personal relationships, and

This paper will be about the relation between the cultural dimension ‘power distance’ and three management principles we chose and will also be about the applicability of these management principles. This is quite interesting because even though we know that the cultural dimensions, by Geert Hofstede, and the management principles, by Fayol, have something to do with each other, the more the cultural dimensions differ, the more the ranking of the management principles will differ in the compared countries. We will now try to find out if some of these principles are more linked to a certain cultural dimension, in our case Power Distance, than others and we will find out whether these

When delving further into his experiences and observations of his Indian co-workers, he states that “people from India usually have a very submissive personality so much so that although they may not understand a task, they will not ask enough questions to further the outcome” (Ricketts, 2015). This could be due to the appreciation for hierarchy in India. According to Hofstede’s National Culture Dimension scores, India scores high on power distance. Power Distance is defined as the extent to which the less powerful members of institutions and organizations within a country expect and accept that power is distributed unequally (What about India). Employees