Chapter 4, Problem 3MIA

Summary Introduction

To discuss:

The identified cultural differences from table 4.3, that is likely to arise between Norwegian employees working in Denmark, Sweden, and Thailand.

The ways these differences can affect interpersonal interaction and the measures to prevent and reduce such intended conflict.

Introduction:

Culture is the values, ritual practice, political scenario, ethnicity and way of living of a certain group or country follows. Every nation has their own way of living and political system, they usually differ from another system in practice but moral ground remains the same “betterment of society”.

Explanation:

The cultural differences that are likely to arise between Norwegian employees working in Denmark, Sweden, and Thailand are Power distance. Uncertainty avoidance, institutional collectivism, in-group collectivism, assertiveness and future orientation.

Power distance, it expresses the degree to which society expect power to be unequally shared.

Uncertainty avoidance, it expresses the degree to which society relies on the procedures to prevent any unpredictability of future events.

Institutional collectivism, it expresses the degree to which individuals are encouraged and rewarded for loyalty to society and organization opposed to individual benefits and gain.

In-group collectivism, it expresses the degree to which an individual should take pride in being part of a group, family, society, or an organization.

Assertiveness, it expresses the degree to which society expects people to be competitive and confrontational rather than being tender and modest.

Future orientation, it expresses the degree to which society and organizations encourage investment in future planning.

The ways these cultural differences can affect interpersonal interaction are:

• In power-sharing dimension, Denmark ranks lowest, so it could be difficult for Norwegian employee to adjust their attitude towards people with high morality on sharing equal power among people.
• In uncertainty avoidance dimension, Denmark ranks highest, so it would be great for Norwegian employee to avoid future management or operational disaster which seems inevitable in Thailand and Sweden.
• In institutional collectivism dimension, Sweden and Denmark rank highest so Norwegian employees will be encouraged for working in the organization. With loyalty programs, they will also feel motivated to work.
• In assertiveness dimension, Sweden ranks among lowest so the employee of Sweden might feel competitive pressure due to high assertiveness of Norwegian employee.
• In future orientation dimension, Denmark ranks among highest so Norwegian employee might think of settling in Denmark or find a job very satisfying.