Power Distance Is A Value That Is Essential For Differentiate Individuals, Groups And Organisations Essay

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.

The single most important component associated with managing a successful organization, entails the empowerment of employees. People that are empowered are able to make smart decisions without always having to rely on authority, to point them in the right direction. Creating an empowered organization involves interest in the workplace; minimal absence from work, high retention rates; loyal and motivated team members; as well as efficient results and effective communication amongst team members. In the book, The Wonderful Wizard of Oz

The term motivation and empowerment is a universal concept that is hoped to work towards the good of any organization. Motivation and empowerment does not come from rewards to employees but instead, recognition, responsibility and advancement. Leaders who are effective in motivating and empowering their staff have acquired a great achievement, which can increase efficiency, and self development of skills and abilities. When employers are concerned about the welfare and needs of their staff, this provides trust among staff. The purpose of this paper is to compare motivation and

According to (Greasley, et al., 2005) managers are faced with many difficulties when attempting to empower employees and these may prevent a business from becoming an empowered organisation. As cited by Greasley, et al, Johnson (1994) claims that there is a threat that employees may not want to become empowered, as they fear the increased level of responsibility and accountability. Fiermonte (2004) adds employees may be unwilling to accept their new empowered status as they are afraid their actions and decisions may infuriate mnagement resuts in them being disciplined or loosing their job.

In addition to power established because of organizational hierarchy or role, power is also established based on the level of influence or status one holds in an organization (Anichich, Fast, Halevy, Galinsky, 2016). “Status is the outcome of an evaluation of attributes that produce differences in respect and prominence” (Ketner et al, 2003 p. 266) They co-exists but are not co-dependent on each other. It’s possible to have status without power and power without status (Ketner et al, 2003). Whether one’s control comes through status or positional power, lauding control or significant influence over another inevitably leads to conflict.

Lower power distance scores reflect more equal or flat environment where management and employees are considered equals.

The first dimension in Hofstede’s theory is power distance, which is considered high in Brazil, and the strong belief in power distance means that the power is distributed unequally, where the less powerful members of organizations within the country accept the difference. With a high distance, Brazilians believe that everyone has a place in the social hierarchy and accept inequalities amongst people; thus, the power holders have more benefits than the less powerful in society. In organizations, authorities and responsibilities in the Brazilian work environment are often centralized. Therefore, the decision-making need to make by the high-ranking people, which evident what hierarchical business is in Brazil. Also, it is important to show status symbols of power to indicate the social position and get respect from others. In contrast, the US score is low which indicates

Power Distance is one of Hofstede’s dimensions which is used to measure how the difference in power between the people is seen in a country. A country that has a high power distance is one where people are considered superior according to their gender, status, education, race, or family background. A good example of this dimension is India, mainly because of their caste system and females being looked down upon. Indian population is split into 5 groups, and each group has a separate power status and one you are born in the lowest caste, you cannot marry or associate with the highest class other than being servants of the higher class. Cultures with low power distance include Canada, Austria and Israel. People in these countries see each other more as equals.

Hofstede’s first part of the model, power distance, defines the varying points that cultures are able to deal with inequality. These approaches can be categorized as: inequality can be essentially good or bad, everyone has a place whether it is high or low, most people should or should not be dependent on a leader, the powerful are or are not entitled to privileges, or the powerful should or should not hide or express their power. In this presented case, Poland has a high power distance culture. They express a strong desire and need for hierarchy while the US business culture displays a lower power distance.

Power Distance: In western cultures hierarchy is established for convenience, where superiors are always accessible and managers are able to rely on employees and teams for their expertise. Consultation is expected for both managers and employees and information to be shared on regular basis. Communication is often informal, direct and participative.

Empowerment is the best way to promote a good long-lasting employee-customer relationship (Fragoso, 1999). Empowerment can also bring certain benefits to employees of an organization. It makes the employees give more input to company improvements; it promotes higher productivity, and is a good balance between their personal and professional lives. It exercises employees’ minds to find better solutions to problems on the job and increases the employees’ potential for promotions and job satisfaction. It results in personal growth, feelings of confidence and control in themselves and their companies. It makes workers utilize their potentials and it enables them to stand behind their decisions, assume risks, participate and take actions. It is a win-win-win situation: customers benefit from employees, organization benefit from the employees and the customers, and employees benefit from higher confidence and self-esteem (Fragoso, 1999).

The rigidity of class structure is the culprit for the vast number of inequities in society. Power is concentrated in the hands of a small sector; leaving a few individuals to have more authority and influence, in comparison to others. The construction of class structure identifies the way groups are divided into social positions. Differences stemming from social position are further exemplified by the accessibility to valuable resources–such as wealth, education, occupation, and status. Those with distinguished command in society have access to these increasingly wide ranges of resources, which may be present in limited forms to the less powerful. Used as a device of supremacy, power is a style of control when the basis is acquiring

Power/Distance (PD), “refers to the degree of inequality that exists- and is accepted- among people with and without power. A high PD score indicates that society accepts an unequal distribution of power, and that people understand “their place” in the system. Low PD means that power is shared and well dispersed.” (www.mindtools.com) As an example from the article, Myers goes on to say, “there were basically four levels: VP, director, manager, and worker bee. You only talked to people at your level.” SK Telecom boasted that

Related to leadership. Power Distance relates to leadership in how employees view their leadership structure (de Mooij & Hofstede, 2010). In a high scoring PD culture, a clear social status of the leader is very important, so that employees can show proper respect (de Mooij & Hofstede, 2010). Low Power Distance scores indicate less tolerance of unequal distribution of power, and in turn employees will not put as much stock in the social status of their leader, but how accessible that leader is for collaboration (de Mooij & Hofstede, 2010).

Hofstede’s Power distance Index measures the extent to which the less powerful members of organizations and institutions accept and expect that power is distributed unequally. This represents inequality (more versus less), but defined from below, not from above. It suggests that a society’s level of inequality is endorsed by the followers as much as by the leaders.