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Intercultural Business Communication Tips

Power Distance

The Power Distance Index (PDI) is one of the five intercultural dimensions developed by Hofstede. This dimension deals with the fact that all individuals in societies are not equal – it expresses the attitude of the culture towards these inequalities amongst us. Power distance is defined as the extent to which the less powerful members of institutions and organisations within a country expect and accept that power is distributed unequally. In short this cultural dimension looks at how much a culture does or does not value hierarchical relationships and respect for authority. Put simply, people in some cultures accept a higher degree of unequally distributed power than do people in other cultures. When in a high power distance culture the relationship between bosses and subordinates is one of dependence. When in a low power distance society the relationship between bosses and subordinates is one of interdependence.

Australia, for example, is a low power distance country while Asian countries such as Hong Kong are at the high power distance side of the spectrum. People in high distance countries tend to believe that power and authority are facts of life. Both consciously and unconsciously, these cultures teach their members that people are not equal in this world and that everybody has a rightful place, which is clearly marked by countless vertical arrangements. Social hierarchy is prevalent and institutionalises that inequality. Leaders are therefore expected to resolve disputes as well as make all the difficult decisions. Subordinates will simply comply with their leader rather than challenge him or her or try to arrive at their own solutions in dealing with conflict. They seldom challenge their leaders power.

On the other hand, in lower power distance countries there is a preference for consultation and subordinates will quite readily approach and contradict their bosses. The parties will openly work towards resolving any dispute by stating their own points of view. If they cannot come to a satisfactory conclusion, they may choose to involve a mediator. Leaders actually encourage independent thought and contributions to problem solving and expect (within reason) to be challenged.

The Czech Republic has a relatively high score on this dimension (57). This means it is a hierarchical society. This means that people accept a hierarchical order in which everybody has a place and which needs no further justification. Hierarchy in an organisation is seen as reflecting inherent inequalities, centralisation is popular, subordinates expect to be told what to do and the ideal boss is a benevolent autocrat.

With a score of 50, Italy tends to prefer equality and a decentralisation of power and decision-making. Control and formal supervision is generally disliked among the younger generation, who demonstrate a preference for teamwork and an open management style.

Turkey scores high on this dimension (score of 66) which means that the following characterises the Turkish style: Dependent, hierarchical, superiors often inaccessible and the ideal boss is a father figure. Power is centralized and managers rely on their bosses and on rules. Employees expect to be told what to do. Control is expected and attitude towards managers is formal. Communication is indirect and the information flow is selective. The same structure can be observed in the family unit, where the father is a kind of patriarch to whom others submit.



Russia, scoring 93, is a nation where power is very distant in society. This is underlined by the fact that the largest country in the world is extremely centralized: 2/3 of all foreign investments go into Moscow where also 80% of all financial potential is concentrated. The huge discrepancy between the less and the more powerful people leads to a great importance of status symbols. Behaviour has to reflect and represent the status roles in all areas of business interactions: be it visits, negotiations or cooperation; the approach should be top-down and provide clear mandates for any task.

In different power distance cultures the following may be observed:

 

High power distance cultures Low power distance cultures
Those in authority openly demonstrate their rank. Superiors treat subordinates with respect and do not pull rank.
Subordinates are not given important work and expect clear guidance from above. Subordinates are entrusted with important assignments.
Subordinates are expected to take the blame for things going wrong. Blame is either shared or very often accepted by the superior due to it being their responsibility to manage.
The relationship between boss and subordinate is rarely close/personal. Managers may often socialise with subordinates.
Politics is prone to totalitarianism. Liberal democracies are the norm.
Class divisions within society are accepted. Societies lean more towards egalitarianism.

egalitarianism: 1) a belief in human equality especially with respect to social, political, and economic affairs; 2) a social philosophy advocating the removal of inequalities among people

to pull rank: to use the power that your position gives you over someone in order to make them do what you want: He doesn't have the authority to pull rank on me.

 

Intercultural Business Communication Tips

If you are working with or going to a country with a higher PDI than yours then:

- give clear and explicit directions to those working with you. Deadlines should be highlighted and stressed.

- do not expect subordinates to take initiative.

- be more authoritarian in your management style. Relationships with staff may be more distant than you are used to.

- show respect and deference to those higher up the ladder. This is usually reflected through language, behaviour and protocol.

- expect to encounter more bureaucracy in organizations and government agencies.

 

If you are working with or going to a country with a lower PDI than yours then:

- don't expect to be treated with the usual respect or deference you may be used to.

- people will want to get to know you in an informal manner with little protocol or etiquette.

- be more inclusive in your management or leadership style as being directive will be poorly interpreted.

- involve others in decision making.

- do not base judgements of people on appearance, demeanor, privileges or status symbols.

 

(www.kwintessential.co.uk)

 

 


Date: 2016-03-03; view: 935


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