The culture in which individuals are raised determines their behavior in all spheres of life, including work. It often affects human behavior patterns, acceptable frameworks in communication with colleagues, and even a commitment degree. For these reasons, it is essential for managers working in an international team to understand cultural differences and effectively apply this knowledge in their work. Even though managers cannot remember and understand each culture among the existing diversity, some tools facilitate the task, for example, Hofstede’s model.
Hofstede’s model helps determine how a particular culture can affect an employee’s values. Hofstede identified several dimensions such as power-distance, individualism and collectivism, and others, rating the countries from 1 to 100 (Lussier & Hendon, 2018). Later, his model was modified – several dimensions were added, the estimates increased. However, the very idea of such a model makes a significant contribution to the management of a multicultural collective. This approach has broadened my understanding of how to evaluate different cultures. For example, one cannot merely say about migrant employees that they are goal-oriented, and it is necessary to understand what achievements motivate them more – long-term or short-term. Thus, I would like to apply this model in team formation and task distribution. However, I believe that its use is particularly essential during the first meeting with employees. It is then vital for the manager to determine their personality and character, which differ within cultures.
Thus, Hofstede’s model helps managers of a multicultural group better understand their employees’ values. A society’s culture conveys its habits, behavior models, and preferences to people living in it. Understanding how these aspects are reflected in working behavior contributes to effective management. It is crucial to note that although the national culture is influential, the work must be determined by the corporate one. Moreover, managers should not rely only on cultural values since a person’s individuality can be manifested in another way.
Reference
Lussier, R. N. & Hendon, J. R. (2018). Human resource management: Functions, applications, and skill development (3rd ed.). Sage Publications.