Instructions For this assignment, select a specific business; it can be one you work for or, better yet, one you would like to work for in the future. Make sure the company you select meets the follow

Instructions For this assignment, select a specific business; it can be one you work for or, better yet, one you would like to work for in the future. Make sure the company you select meets the follow
Power-Distance (Low vs. High)—The degree to which societies accept that inequalities in power and well-being among members of the society are the result of differences in their individual abilities, both physical and intellectual, and their social status. In societies in which these inequalities are allowed to continue or even grow, we consider the society to be a high–power-distance culture. In societies in which the differential value of rich and poor, intelligent and less intelligent, manager and employee, is not an accepted part of the culture, we say that they exhibit low power-distance. 2. Individualism (vs. Collectivism)—The basis of this dimension is the degree to which individuals are integrated into groups. Individualist cultures value individual freedom and self-expression and believe that people should be judged on their personal achievements. Collectivist cultures believe that the group is the primary unit of value, and the individual only has value insofar as he or she assists the group in reaching its overall goals. 3. Masculinity (vs. Femininity) or Assertiveness (vs. Nurturing)—Hofstede used the terms masculinity versus femininity back in the 1960s. However, for political correctness, these terms have been changed to assertiveness versus nurturing. Masculine or assertive societies value performance/winning, assertiveness, competition, and success. Masculine societies value heroes and material rewards. Feminine or nurturing cultures, on the other hand, value relationships with others, interaction over winning, quality of life, and concern for others. So in a masculine society, you might see a sign saying “He who dies with the most toys wins,” but a feminine option might be “The best things in life are free.” 4. Uncertainty Avoidance (High vs. Low)—Societies, like individuals, differ in their tolerance of risk. The uncertainty avoidance dimension “expresses the degree to which the members of a society feel uncomfortable with uncertainty and ambiguity.” Societies that are high in uncertainty avoidance will make attempts to avoid uncertainty—at least as much as possible. Cultures with low uncertainty avoidance can tolerate significant risk within their society and will not spend as much societal effort to protect their citizens. 5. Long-Term Orientation (vs. Short-Term Orientation)—This dimension was not part of the original Hofstede model, but he added it after it became apparent that different cultures had differing concepts of past, present, and future. Cultures with a long-term orientation value saving, thrift, and persistence in working toward and reaching future goals. In cultures with a short-term orientation, we will see little intent to save for the future and a focus on immediate, or at least relatively quick, results.
Instructions For this assignment, select a specific business; it can be one you work for or, better yet, one you would like to work for in the future. Make sure the company you select meets the follow
Power-Distance (Low vs. High)—The degree to which societies accept that inequalities in power and well-being among members of the society are the result of differences in their individual abilities, both physical and intellectual, and their social status. In societies in which these inequalities are allowed to continue or even grow, we consider the society to be a high–power-distance culture. In societies in which the differential value of rich and poor, intelligent and less intelligent, manager and employee, is not an accepted part of the culture, we say that they exhibit low power-distance. 2. Individualism (vs. Collectivism)—The basis of this dimension is the degree to which individuals are integrated into groups. Individualist cultures value individual freedom and self-expression and believe that people should be judged on their personal achievements. Collectivist cultures believe that the group is the primary unit of value, and the individual only has value insofar as he or she assists the group in reaching its overall goals. 3. Masculinity (vs. Femininity) or Assertiveness (vs. Nurturing)—Hofstede used the terms masculinity versus femininity back in the 1960s. However, for political correctness, these terms have been changed to assertiveness versus nurturing. Masculine or assertive societies value performance/winning, assertiveness, competition, and success. Masculine societies value heroes and material rewards. Feminine or nurturing cultures, on the other hand, value relationships with others, interaction over winning, quality of life, and concern for others. So in a masculine society, you might see a sign saying “He who dies with the most toys wins,” but a feminine option might be “The best things in life are free.” 4. Uncertainty Avoidance (High vs. Low)—Societies, like individuals, differ in their tolerance of risk. The uncertainty avoidance dimension “expresses the degree to which the members of a society feel uncomfortable with uncertainty and ambiguity.” Societies that are high in uncertainty avoidance will make attempts to avoid uncertainty—at least as much as possible. Cultures with low uncertainty avoidance can tolerate significant risk within their society and will not spend as much societal effort to protect their citizens. 5. Long-Term Orientation (vs. Short-Term Orientation)—This dimension was not part of the original Hofstede model, but he added it after it became apparent that different cultures had differing concepts of past, present, and future. Cultures with a long-term orientation value saving, thrift, and persistence in working toward and reaching future goals. In cultures with a short-term orientation, we will see little intent to save for the future and a focus on immediate, or at least relatively quick, results.