Therefore opposite (95). (Hofstede,1991,.1) ‘Culture’ is a structure of

Therefore Certainly, culture sets
the foundation for organisation strategy, any successful implementation of
change strategy must align with the existing organisational culture and its
different dimensions. Cultural awareness and assessment provides the way
organizational members are willing to accept change, and the way they perceive
any change within an organization.

          

The five Hofstede’s dimension of
national culture is based on cross cultural communication, effect of society’s
culture on the value of its members and how these values relate the individual
behaviour. Hofstede proposed talked of five dimensions, namely power distance,
individualism vs. collectivism, Masculinity vs. femininity, uncertainty
avoidance, short vs long term orientation. Hofstede analysis shows
international comparison and correlation of values with other countries, (See Appendix 1) for example power
distance is very high in Latin and Asian countries. However, in the example of Germany
we can see that it has low power distance, masculinity is subordinate in Nordic
countries (Norway 8) where as in Japan it is just the opposite (95). (Hofstede,1991,.1)

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‘Culture’ is a structure of the
society which is very complex. It includes knowledge, belief, art, morals, law,
custom and any other capabilities, habits acquired by man as a member of
society and which can be distinguished on many different levels such as
national, regional, tribal, historical, organizational, industry, professional
and functional. Culture shape the behavioural action of personnel and dictates
the way things happen in an organisation. According to Hofstede (1991,.1), the
individual behaviour is influenced by three cultures: national, occupational,
and organizational. Occupational and organisational culture is learned during
school and professional life. It is easy to bring about changes depending on
the circumstances where as in national culture it is difficult to do so.