How we Work: Geert Hofstede's 6 Cross-Organization Cultural Dimensions

Summary

In this video, we explore Hofstede's six dimensions of organizational culture: from process-oriented to results-oriented, job-oriented to employee-oriented, professional to parochial, open systems to closed systems, tightly to loosely controlled, and normative to pragmatic cultures. These dimensions shape how organizations function and interact with employees. The video also highlights additional cultural dimensions such as means-oriented vs. goal-oriented and innovation levels. Though Hofstede's research was based on a small sample, his framework offers a useful way to understand organizational culture, alongside other scholars' contributions, offering a multi-dimensional perspective on how culture influences organizational dynamics.

Takeaways

• 😀 Hofstede identified six dimensions of organizational culture, based on his research in the 1980s.
• 😀 The first dimension is the shift from process-oriented to results-oriented culture, balancing efficiency with adaptability and innovation.
• 😀 The second dimension contrasts job-oriented culture (focus on work) with employee-oriented culture (focus on employees' well-being).
• 😀 Hofstede's third dimension involves the difference between professional cultures (formal, structured) and parochial cultures (informal, personal).
• 😀 The fourth dimension compares open systems (welcoming new members quickly) with closed systems (slow integration into the organization).
• 😀 The fifth dimension ranges from loosely controlled cultures (freedom and flexibility) to tightly controlled cultures (strict rules and expectations).
• 😀 The sixth dimension contrasts normative cultures (rigid policies and procedures) with pragmatic cultures (focus on results with flexibility in how they’re achieved).
• 😀 The organization’s culture is influenced by its industry (e.g., governmental vs. entrepreneurial) and national or regional culture.
• 😀 Hofstede's research was based on a small sample of organizations (about 20), which limits its generalizability.
• 😀 Other dimensions of organizational culture have been proposed, including means-oriented vs. goal-oriented, external vs. internal focus, and the balance between innovation and stability.
• 😀 Cultural dimensions, such as safety culture, are important in certain industries (e.g., mining and petrochemicals), where safety is central to operations.

Q & A

What are the six dimensions of organizational culture identified by Geert Hofstede?

The six dimensions identified by Hofstede are: 1) Process-oriented vs. Results-oriented, 2) Job-oriented vs. Employee-oriented, 3) Professional vs. Parochial, 4) Open systems vs. Closed systems, 5) Tightly controlled vs. Loosely controlled, and 6) Normative vs. Pragmatic.

What does the 'Process-oriented vs. Results-oriented' dimension focus on?

This dimension contrasts a focus on efficiency, predictability, and effectiveness (process-oriented) with a focus on adaptability, agility, and achieving better results (results-oriented).

How does Hofstede's 'Job-oriented vs. Employee-oriented' dimension differ in terms of employee perception?

In a job-oriented culture, employees view their work as the primary focus, and the organization exists only to provide them with a job. In an employee-oriented culture, employees feel that the organization cares for them and values them as a key asset.

What is the difference between professional and parochial cultures?

In a professional culture, individuals behave more formally and differently at work compared to their personal life. In contrast, in a parochial culture, individuals bring their true selves to work, behaving informally and consistently with their personal life.

What distinguishes open systems from closed systems in an organizational culture?

In an open system, new members feel welcomed and integrated quickly, whereas in a closed system, it may take longer to become part of the organization, and there may be more focus on tradition and hierarchy.

What does the 'Tightly controlled vs. Loosely controlled' dimension relate to in organizational culture?

This dimension refers to the level of freedom employees have in the workplace. In a loosely controlled culture, there is flexibility around rules like dress code and timekeeping, while in a tightly controlled culture, strict rules and regulations govern behavior and work performance.

How does Hofstede's 'Normative vs. Pragmatic' dimension affect organizational behavior?

In a normative culture, employees follow strict rules and procedures with little room for flexibility. In a pragmatic culture, the focus is on achieving results within a certain framework, with more freedom to adapt methods and processes.

How do the type of organization and national culture impact organizational culture, according to Hofstede?

The type of organization (e.g., government, startup, or financial institution) influences its culture, as does the national or regional culture in which the organization operates. These factors shape the values, behaviors, and practices within the organization.

What other cultural dimensions have been added to Hofstede's original framework?

Other cultural dimensions added include: Means-oriented vs. Goal-oriented, External vs. Internal orientation, Local vs. Professional orientation, Innovation culture, Sales culture (short-term vs. long-term focus), and Safety culture (health and safety priority).

How does Hofstede's work relate to the work of Cameron and Quinn on organizational culture?

While Hofstede's framework includes six dimensions, Cameron and Quinn's model focuses on two dimensions. Both frameworks examine how organizations' values and practices shape their culture, but Hofstede's approach provides a broader view with more categories.