Entrepreneurial Perceptions and Intentions †Free Samples

Question: Discuss about the Entrepreneurial Perceptions and Intentions. Answer: Introduction: In the year of 1970, Dr Hofstede published his models of cultural dimensions based on a research work that has taken almost a decade to get completed. His models emerged as a breakthrough in the study of cultural differences and soon became widely popular. His models later became the standard for the understanding of cultural differences (Taras, Steel Kirkman, 2012). Hofstede studied employees of IBM in about fifty countries and identified five dimensions that are eligible to differentiate one culture from another culture. These dimensions are: Power Distance Index Individualism Versus Collectivism Masculinity Versus Femininity Uncertainty avoidance Index Pragmatic Versus Normative While analyzing his database of cultural statistics, Hofstede found clear distinctions between his dimensions and as his research was solely based on the employees of IBM, he attributed these patterns to national and cultural differences to minimize the company cultures impact. The five cultural dimensions of Hofstede are important to explain the present situation of Lee in the company he is presently working at (Shinnar, Giacomin Janssen, 2012). Power distance index (PDI): This can be referred to as the degree of the inequality that is present in the organization and that is accepted by the people with the power and the people without the power. Whenever a high PDI score is seen, that means that in that organization or society unequal and hierarchy is present and is generally accepted. On the other hand, a low PDI score indicates that the power is distributed equally in the society or in the organization and the members of the organization or society do not consider that the power should be distributed unequally (Rienties Tempelaar, 2013). In the new workplace of Lee, in Korea, it is seen that the PDI score is pretty high as there is a presence of hierarchy and people are very aware of the rules and regulations in he organization. Lee violated some of the norms and found that the total workforce was against him and thus it can be said that PDI is a very important thing for distinguishing the cultural differences. Individualism versus Collectivism (IDV): This dimension deals with the bonding or the strength of the people to the others in the society or in the workplace. A high IDV score shows that there is abundance of interpersonal relationship among the employees of that organization or the members of hat community (Minkov, Blagoev Hofstede, 2013). In Lees workplace, it is seen that there is a strong bonding between the employees and thus they all stood together against Lee and protested calmly. Masculinity versus femininity (MAS): This model is used to refer to the role distribution among the men and women in the society or in the workplace. In a masculine society, men behave assertively and the power is seen in the hands of men in most of the times. On he other hand, in feminine societys modesty is seen as a virtue, and good relationships with the supervisors are seen as important factor and women also possess some powers in the society or in the workplace, and this should be the ideal condition in any society or workplace in todays situation (Ho, Wang Vitell, 2012). In lees workplace, MAS score is relatively high and the bonding between the workers and the management body is quite strong and that is why the managers were able to explain the issues to Lee for the further betterment of the organization. Uncertainty avoidance index (UAI): This dimension of Hofstede explains whether people can cope up with anxiety or not. In some organizations or societies UAI score is seen quite high and in those cases, people tend to make life easier, predictable and also controllable (Hsu, Woodside Marshall, 2013). On the other hand, people in society with lower UAI score, are seen way relaxed and inclusive than others. It is seen that in Lees workplace, there is a high UAI score and that is why, the workers protested when Lee violated some of the rules and regulations, and the intent of his colleagues was to control the unwanted situation. Pragmatic versus Normative (PRA): this dimension can be referred to as a Long-term Orientation and it refers to the degree in which some people need to explain the inexplicable issues, and it is related to the religiosity and nationalism. In general, it can be said that, the organizations or societies with higher PRA score are more pragmatic, modes and thrifty. On the other hand people from the society or organization with higher PRA score, are seen to be more religious or nationalistic (Garcia-Gavilanes, Quercia Jaimes, 2013). In Lees workplace it is seen that the workers are inclined towards being more pragmatic and that is why no unwanted situation was seen when Lee violated some laws. Lees colleagues did not tell him anything, rather they all ignored him for some time and Lee eventually understood that there must be some fault from his side and then every issues were sorted when he approached the manager. Thus it is evident that, Hofstedes five dimensional model is very useful to eliminate the cultural differences in a society, as Lee is a Korean, but being a nonresident citizen of Korea for long 15 years he acquired the cultures of Australia and he faced some issues while working in Korea, in his native state (Fang, 2012). Those issues were dealt with using the models of Hofstede and thus it is evident that Hofstedes model is highly important to annihilate cultural differences from Lees workplace. To sustain in the organization he currently works at, Lee must change some of his ways to work in the office. He is seen as a very efficient man when it comes to work, but it is a matter of fact that he used to leave office after the scheduled time as he is able to finish his work before the allocated time. This behavior is seen as a rude behavior to some of his superiors and his colleagues (Dartey-Baah, 2013). Apart from this, Lee was not aware of the fact that he cannot attend office with his dyed hair as that is against the rules in Korea, and his casual dressing style is also not appropriate in Korea, as in Korea wearing casuals in office is strictly prohibited. In general Lee is seen as a jovial person, so mixing with all of his colleagues would not harm and that is how he can start changing the situation (Ting Ying, 2013). Wearing proper clothes in the office and not styling hair with dyes would not affect him in any ways, so he can definitely try shaping things up and that wo uld highly benefit his present condition and he can work peacefully in Korea. It is seen from the case study that Lee is a talented worker but having some trouble working in the land of Korea. Being a Korean he is facing some cultural differences as he resided in Australia for almost fifteen years and after returning to his native country he is facing some issues at the workplace. The Korean manager was dealing with a workforce who was morally very content and also efficient. Lee joined later and he is also seen as a very efficient man but with some problems. Lee stayed a long time in Australia and picked up some of the cultures of Australia. While working in Korea, he forgot that there casual dress and dyed hair in office premises is strictly prohibited and if he completes his work before time, he should not leave the office before scheduled time, as that would be disrespectful towards his seniors. It is also seen that in a conference Lee was standing secluded from the general employees and that made his colleagues angry. To relate this situation with Hofsted es model dimension of Individualism and Collectivism, it can be seen that the bonding among the general workforce is very strong and when Lee was secluding himself from the team that caused a disruption and they silently protested the incident (Borker, 2012). Thus, the Korean manager needs to shape things immediately and for that either he would be needing to get rid of Lee or to make him amend some of his ways of working. As it is seen that Lee is very efficient, the manager would not try to get rid of him on the first place. The manager should make him understand that the things are not right and how he should sort things out for his own betterment and the betterment of the whole working team (Venaik Brewer, 2013). Thus, it can be said that, the manager must employ Hofstedes model to reach the bottom line of the issue and resolve it in a way so that he could maintain the highly efficient workforce like before. References Borker, D. R. (2012). Accounting, culture, and emerging economies: IFRS in the BRIC countries.Journal of Business Economics Research (Online),10(5), 313. Dartey-Baah, K. (2013). The cultural approach to the management of the international human resource: An analysis of Hofstedes cultural dimensions.International Journal of Business Administration,4(2), 39. Fang, T. (2012). Yin Yang: A new perspective on culture.Management and organization Review,8(1), 25-50. Garcia-Gavilanes, R., Quercia, D., Jaimes, A. (2013). 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