Geert Hofstede's Cultural Dimensions
Power Distance (PDI) - 77
India scores high for this dimension, 77, which indicates a high level of inequality in regards to power and wealth within the society. This condition is not necessarily subverted upon the population, but rather accepted by the population as a cultural norm. In this type of society, managers count on the obedience of their team members and employees expect to be directed clearly in regards to their functions and what is expected of them. India is a strong example of a culture with high power distance as its Caste System divides the Indian population into five groups, with each group having a higher status than the one below it. These castes define the power of an Indian citizen from birth and they cannot aspire to enter another caste.
Individualism versus Collectivism (IDV) - 48
India is a society with clear collectivistic traits as it scores a 48 for this dimension. This indicates that there is a high preference for belonging to a larger social framework. Individuals are expected to act in accordance to the greater good of one’s defined in-group(s). Many members of the Indian society have their future prescribed for them by the government, church, or family. In such situations, the actions of the individual are influenced by various concepts such as the opinion of one’s family, extended family, neighbours, work group and other such wider social networks that one has some affiliation toward. The relationship between an employer and an employee is one based on expectations – loyalty from the employee and familial protection from the employer. In the workplace, hiring and promotional decisions are often based on relationships. Relationships are the key to everything in a collectivist society.
Masculinity versus Femininity (MAS) - 56
India is considered a masculine country with a score of 56 on this dimension. India is very masculine in terms of visual displays of success and power, despite the fact it scores barely above the midrange. In masculine countries like India, the focus is on success and achievements, is validated by material gains, work is the center of one’s life and visible symptoms of success in the workplace is very important. The Indian culture values assertiveness, competitiveness and ambition.
Uncertainty Avoidance (UAI) - 40
India scores 40 on this dimension and thus has a medium to low preference for avoiding uncertainty. In this country, there is
acceptance of imperfection; nothing has to be perfect no has to go exactly as planned. Traditionally, India is a patient country where tolerance for the unexpected is high. People in India generally do not feel driven or compelled to take action-initiatives and feel comfortable when settling into established rolls and routines with questioning. People in cultures with a medium to low uncertainty avoidance level tend to value risk-taking, seek change instead of avoiding it, and demonstrate a high tolerance for difference or error. India possesses all of these traits which makes it a favourable destination for outsiders to establish business relationships.
Orientation (LTO) - 61
India scores a 61, making it a culture with long term orientation. In India, the concept of karma dominates all religious and
philosophical thought. Time is not linear, it is polychronic, and thus not as important as to Western societies who perceive time in a monochronic manner and usually score low on this dimension. Countries like India have a great tolerance for religious views from all over the world – Hinduism is often considered a philosophy more than even a religion; an amalgamation of ideas, views, practices and beliefs. In India there is an acceptance that there are many truths and often depends on the seeker. India’s high score on long term orientation means that its members typically forgive lack of punctuality, a change of plans based on changing reality and a general comfort with discovering the fated path as one goes along rather than following an exact plan.
Link(s):
http://geert-hofstede.com/india.html
http://www.cyborlink.com/besite/india.htm
India scores high for this dimension, 77, which indicates a high level of inequality in regards to power and wealth within the society. This condition is not necessarily subverted upon the population, but rather accepted by the population as a cultural norm. In this type of society, managers count on the obedience of their team members and employees expect to be directed clearly in regards to their functions and what is expected of them. India is a strong example of a culture with high power distance as its Caste System divides the Indian population into five groups, with each group having a higher status than the one below it. These castes define the power of an Indian citizen from birth and they cannot aspire to enter another caste.
Individualism versus Collectivism (IDV) - 48
India is a society with clear collectivistic traits as it scores a 48 for this dimension. This indicates that there is a high preference for belonging to a larger social framework. Individuals are expected to act in accordance to the greater good of one’s defined in-group(s). Many members of the Indian society have their future prescribed for them by the government, church, or family. In such situations, the actions of the individual are influenced by various concepts such as the opinion of one’s family, extended family, neighbours, work group and other such wider social networks that one has some affiliation toward. The relationship between an employer and an employee is one based on expectations – loyalty from the employee and familial protection from the employer. In the workplace, hiring and promotional decisions are often based on relationships. Relationships are the key to everything in a collectivist society.
Masculinity versus Femininity (MAS) - 56
India is considered a masculine country with a score of 56 on this dimension. India is very masculine in terms of visual displays of success and power, despite the fact it scores barely above the midrange. In masculine countries like India, the focus is on success and achievements, is validated by material gains, work is the center of one’s life and visible symptoms of success in the workplace is very important. The Indian culture values assertiveness, competitiveness and ambition.
Uncertainty Avoidance (UAI) - 40
India scores 40 on this dimension and thus has a medium to low preference for avoiding uncertainty. In this country, there is
acceptance of imperfection; nothing has to be perfect no has to go exactly as planned. Traditionally, India is a patient country where tolerance for the unexpected is high. People in India generally do not feel driven or compelled to take action-initiatives and feel comfortable when settling into established rolls and routines with questioning. People in cultures with a medium to low uncertainty avoidance level tend to value risk-taking, seek change instead of avoiding it, and demonstrate a high tolerance for difference or error. India possesses all of these traits which makes it a favourable destination for outsiders to establish business relationships.
Orientation (LTO) - 61
India scores a 61, making it a culture with long term orientation. In India, the concept of karma dominates all religious and
philosophical thought. Time is not linear, it is polychronic, and thus not as important as to Western societies who perceive time in a monochronic manner and usually score low on this dimension. Countries like India have a great tolerance for religious views from all over the world – Hinduism is often considered a philosophy more than even a religion; an amalgamation of ideas, views, practices and beliefs. In India there is an acceptance that there are many truths and often depends on the seeker. India’s high score on long term orientation means that its members typically forgive lack of punctuality, a change of plans based on changing reality and a general comfort with discovering the fated path as one goes along rather than following an exact plan.
Link(s):
http://geert-hofstede.com/india.html
http://www.cyborlink.com/besite/india.htm