Trompenaars seven dimensions pdf

Neutral Affective Germany China This section is all about how people keep their emotions. In high emotional cultures, emotions are discussed openly and people often smile and talk with enthusiasm. China scores higher than Germany in this section. Chinese people, however display positive emotion even when they might not be feeling it!

Germans are more introverted and do not see the need to bring emotion into situations. Specific Diffuse Germany China A specific culture is one in which people have large public space which they are happy to allow others into yet they keep a small area of privacy aside for closer friends. A diffuse culture is one where public and private space is similar in size and people guard their space. Such people are not invited in quickly but one they are there they have access to private space as well.

Luthans, F. International Management. New York: McGraw-Hill. To create the model, they surveyed over 40, managers from 40 countries. The real advantage of this book and the model is that it allows you to step outside of your own biases and stereotypes. In doing so you can see how another culture might approach a problem. This can then prompt you with ideas to resolve any misunderstanding. The 7 Dimensions of Culture Model Trompenaars Cultural Dimensions Model works by differentiating cultures based on their preferences in the following 7 dimensions:.

Cultures based on universalism try to treat all cases the same, even if they involve friends or loved ones. The focus is more on the rules than the relationship. Universalist cultures include Canada, the U. Cultures based on particularism will find relationships more important than rules. You can bend the rules for family members, close friends, or important people.

Each case has to be examined in light of its special merits. This dimension can be summarized by asking do we work as a team or as individuals? Do people desire recognition for their individual achievements, or do they want to be part of a group? Individualistic cultures believe that your outcomes in life are the result of your choices.

Thus, decision-makers can make decisions at speed. It is your responsibility to look after your happiness and fulfillment. Individualistic cultures include Canada, the U. Cultures based on communitarianism believe your quality of life is better when we help each other.

Thus, these cultures organize themselves around groups. There is a strong sense of loyalty within the group. As a result of this group tendency, decision-making is slower as everyone gives input. Job turnover will be lower due to high group loyalty. The group gets rewarded for high performance, not the individual. In a neutral culture, people tend not to share their emotions. Emotions are of course felt by the individual, but they are kept in check and controlled.

Observing these people you would consider them cool and rational. Neutral cultures include Germany, Netherlands, and the U. Neutral versus emotional 5. In a specific oriented culture, people think that their lives are a sum of parts that is best to remain separate, so the professional and personal aspects must be kept distinct, whereas interactions between people must be very well-defined.

Keeping personal relations with others separate from professional relations means that people believe that they can very well work together without necessarily having a good personal relationship.

In a diffusely oriented culture, people are more holistic, viewing the various aspects of their lives as parts that derive their meaning from the perspective of the whole, each element being related to all others, because those relationships are believed to be more important than individual elements. There is no clear limit between relations in the workplace and other types of social relations. Typical specific cultures are: U.

The following positions were advanced: 1 Feedback within close customer relationships is the most timely advice about corporate effectiveness. Its inclusivity. Profits measure what is taken out of a relationship, not what is staked or contributed.

Because customers generate the funds used to pay profits, the quality of these relationships anticipates profitability. The results were as follows: Figure 4. Specific versus diffuse 6. People tend to recognize, value, and reward good performance appropriately, and use titles only when relevant.

In a culture where status is ascribed, people derive it from birth, age, gender or wealth. Since here people believe that you should be valued for who you are, titles and credentials matter the most, so they tend to use titles frequently, and to show respect to people with formal authority.

Typical achievement cultures are: U. Consider the statements: 1 Status should lie in the permanent attributes of employees, i. Status should not change according to occasion or just because of recent successes. It reflects intrinsic worth, not the latest forays.

Such status tends to be self-fulfilling, with achievement and leadership resulting from what the corporation values in you and expects of you. Yet over time this deserved reputation becomes a permanent attribute, allowing success to be renewed and enabling even more achievement to occur. The more recent the achievement, the better and more relevant it is to current challenges.

The results were as follows: Figure 5. Typical sequential-time cultures are: Germany, the U. In a synchronic time culture, people see the past, present, and future as interlocked periods so they tend to work on several projects at once, and view plans and commitments as flexible, because they think time itself is a flexible frame.

There were four possible views: 1 It is crucial to speed up operations and shorten time to market. Time is money. Enemies of tighter schedules and faster deliveries are too much talking and relating to each other. The more processes overlap and run simultaneously the more time saved.

Doing things faster results in exhaustion and rushed work. The results were as follows: Figure 6. They believe that humans can and have the right to dominate nature, if they make the effort.

This way of thinking however, refers not only to natural environment, but also to the social one, namely the way how individuals work with teams and within organizations.

The way we treat other people will be the same as the way we treat nature. In an outer-directed culture, people have an organic as opposed to the previous mechanistic one view of nature. People therefore believe that they must rather adapt themselves to external circumstances and have to work together with their environment to achieve goals.

The following views were expressed: 1 No one dealing with customers is without a strategy of sorts. Devising our own strategy in the abstract and imposing it downwards only spreads confusion. Our task is to find out which of these strategies work and then create a master strategy from proven successful initiatives by commending and combining the best. Using all the experience, information and intelligence we can mobilize, we devise an innovative strategy and cascade it down to be vigorously implemented.

Using all the experience, information and intelligence we can mobilize, we create a broad thrust, leaving it to subordinates to fit these to customer needs. Internal direction versus outer direction The results of our study seem to confirm the initial hypothesis, namely that the exposure to different aspects of education in a business university could alter the fundamental cultural orientation of people.

However, we intend to do this testing again two years from now asking the same questions , with the same students, to see exactly how different their answers will be after they graduate, and so to measure the influence of education on their value systems. Hofstede, G.