Cultural Compass Report of EHIMEN OJEMOLON

Cultural Compass Report ofEHIMEN OJEMOLON

Countries of interest: China, Ghana, South Korea

Roles: Colleague, person transfering know-how, long-term visitor

Home country: Nigeria

© Hofstede Insights 2020Cu

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CONTENT

THE 6-D MODEL 4

HOW TO 5

CHINA 6

GHANA 19

SOUTH KOREA 32

CONTACT 45

Country of interestChinaGhanaSouth Korea

Home countryNigeria

100

80

60

40

20

Power Distance

Individualism

Masculinity

Uncertainty Avoidance

Long-Term Orientation

Indulgence

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THE 6 DIMENSIONS OF NATIONAL CULTUREAn analytical tool providing key insights into the consequences of culture

All societies around the globe face the challenge of how to distribute the limited resources that are available. Societies come up with dierent ways of organizingthemselves as a response to this basic challenge, depending on the context they live in. The 6 dimensions of national culture allow a simplified comparison betweensocieties’ responses to this basic challenge. They allow to make predictions on how people from those societies are likely to behave in certain situations. Countries are themost suitable unit to measure these dierences.

1 POWER DISTANCE (PDI)High PDI indicates a high acceptance of power beingdistributed unequally within a society; hierarchy isneeded rather than just a convenience.Low PDI societies put emphasis on the importance ofequal rights, as opposed to the importance of privilegesof the more powerful.

low PDI high PDI

4 UNCERTAINTY AVOIDANCE (UAI)High UAI indicates a need for predictability andstructure, often in the form of written and unwrittenrules.In low UAI societies, uncertainty is considered normaland each day is taken as it comes.

low UAI high UAI

2 INDIVIDUALISM (IDV)In individualist societies (high IDV), there is a strongsense of "I", meaning that one’s personal identity isdistinct from others’.In collectivist societies (low IDV), there is a strong senseof "we", illustrating a mutual practical and psychologicaldependency between the person and the in-group.

collectivism individualism

5 LONG-TERM ORIENTATION (LTO)Long-term oriented societies focus on perseveranceand thrift.Short-term oriented (low LTO) emphasizes respect fortradition and the fulfilling of social obligations. In highLTO societies, the only non-changing rule is that theworld is always changing.

short-termorientation

long-termorientation

3 MASCULINITY (MAS)In masculine societies (high MAS) people tend to focuson personal achievement, material success and theimportance of status.In feminine societies (low MAS) people are moreconcerned with quality of life, taking care of those lessfortunate, ensuring leisure time, and finding consensus.

femininity masculinity

6 INDULGENCE (IVR)Indulgent societies (high IVR) reflect a positive attitudeand the view that one can act as one pleases.In contrast, in restraint societies (low IVR) gratificationof needs are regulated by strict social norms and leisureis of lesser importance.

restraint indulgence

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HOW TO READ THIS REPORT

For each dimension, two comparisons are shown on two pages: the country tocountry comparison and your personal preferences compared to a country.

Country comparisonA score on a cultural dimension represents a society’s preference forone state of aairs over another, as compared to other societies.In other words, a dimension score can be only used meaningfullyby comparing one country’s score to another. It is important tounderstand that the dimension scores are an average for eachcountry. They can only be applied to countries, not to individuals.

At least 10 for a notable cultural dierence in daily life

Score of country A Score of country B

Two overlapping bell curves

The country score is an average of answers from those surveyed inHofstede’s research. Cultural dierences between countries becomeapparent in the behaviour of people if there is a score dierence ofat least 10.

Personal preferenciesCompares your personal preferences to another country. Wecompare the individual answers you have given in the online surveyto the score of a country. For each role you have selected feedbackis given on the three answers that dier the most from the countryscore.

Country score

low high0 100

The circles denoteyour responses to theitems belonging toone dimension.

Feedback will be provided for the threeanswers that dier the most from thecountry score.

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China

Country of interestChina

Home countryNigeria

100

80

60

40

20

Power Distance

Individualism

Masculinity



Indulgence

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CHINA COMPARED TO NIGERIA ON POWER DISTANCECountry to country comparison

With a very high score of China, 80 is a nation where power holders are very distant in society. People in this society accept a hierarchical order in which everybody hasa place, and which needs no further justification. Hierarchy is seen as reflecting inherent inequalities, and the dierent distribution of power justifies the fact that powerholders have more benefits than the less powerful in society. The discrepancy between the less and the more powerful people leads to a great importance of statussymbols.

Dierence China and Nigeria: 0

Low PDI High PDI0 20 40 60 80 100

Based on the country scores, there is no significant dierence between the selected countries on this dimension. People are likely to behave dierently anyway. Dimensionscores can be reflected in many ways which dier per country even if they have the same score.

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YOUR PERSONAL FEEDBACK ONPOWER DISTANCE

Based on your answers, we have generated personal feedback for you.

In comparison to other respondents, your score on power distance is 99. This means that 99% of respondents have lower or the same score as you, and 1% ofrespondents have higher score. Your personal preferences that dier most from the dimension score of China are presented below.

Your responseDimension score of China low high

1 If my teamleader controls me a lot, s/he probably distrusts me. If my teamleader controls me a lot, it is because s/he gave me animportant task.

2 A CEO should not bypass middle management by giving orders torank-and-file employees.

An organisational structure in which one person has two managersshould be avoided.

3 The biggest challenge for a manager is to motivate his people.0 20 40 60 80 100

The biggest challenge for a top manager is to find out what really goeson in the organisation.

low high

When working with people from China as a:

Colleague

1 You may either get the feeling that yourcolleagues do whatever the superior wants themto do to an extent that you wonder whethertheir personal life still matters to them andyou therefore may get worried that this is alsobeing expected from you or you observe silentresistance.

2 You may confuse and/or irritate your colleaguesby the ease with which you approach superiors.

3 You have to make sure that your colleagues don'tget the feeling that you spy on them on behalf ofyour superiors.

Person transfering know-how

1 You may get the feeling that your students aretoo dependent on you by indirectly soliciting a lotof control from your side by checking whetherthey understood you well.

2 You may belittle yourself in the eyes of yourstudents by playing down your status by whichyou may lose credibility.

3 You may feel at a loss when you have found outthat students in your host country are motivatedquite dierently to learn from the way studentsare motivated to learn in your home country.

Long-term visitor

1 You may become upset when your host checkswith you too often to your liking whethereverything is okay with you or not.

2 You may be perceived as arrogant by not takingthe hierarchical order into account.

3 You may believe that you are seen as ignorantby asking questions about do's and don'ts, but inreality this is normally welcomed everywhere andcertainly in your host country.

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CHINA COMPARED TO NIGERIA ON INDIVIDUALISM

Country to country comparison

China’s very low score of 20, indicates that it is a highly collectivistic society. This is evident in the early integration and close, long-term commitment to a strong, cohesive‘in-group’. Society fosters strong relationships where everyone takes responsibility for and protects fellow members of their group. Loyalty is paramount and overridesmost other societal rules. In these societies, oence leads to shame and loss of face.


Collectivism Individualism0 20 40 60 80 100

When working in a country that is more collectivistic (lower IDV) than you're used to:

Colleague

• Focus on relationship over task: Investing inrelationships to build trust may be important

• Criticising individuals in public may not beappreciated; do it privately in an indirect way sothey don't feel they lose face

• In-group members may be fully trusted, there maybe mistrust towards people outside the group. Ifteams members are from dierent "in-groups", trustand relationships may need to be developed

• People may tell you what you want to hear in orderto perpetuate harmony and face; double-checkinformation by asking questions that the otherparty is not able to answer with yes/no

• When making mistakes people may lose face,having damaged the group's standing


• Students may tell you what you want to hear toperpetuate harmony and face; you may have toinvest a lot of energy in finding out if they disagreewith you or are unhappy

• People may not express their personal opinion;opinions may be predetermined by the in-group

• Communication may be implicit and indirect• Motivation may be achieved through group success;

reward and praise the team• Building relationships may be important to establish

trust• Favouring close relations and friends over others

may be an accepted practice; thus parents may tryto give you favors so that you will give their son ordaughter preferential treatment

Long-term visitor

• People may put the interest of the in-group overthat of the individual

• Status and maturity may be valued• Opinions may be established by the in-group• Value standards may dier for in- and out-groups• High-context, indirect communication may be the

norm• Personal contacts and strong, long-term

relationships may be important• Policies and practices in organizations may be

based on reciprocal loyalty and sense of duty• Favouring close relations and friends over others

may be an accepted practice• In-group members may be fully trusted, while all

others may have to overcome mistrust• Focus on relationship over task

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YOUR PERSONAL FEEDBACK ONINDIVIDUALISM


In comparison to other respondents, your score on individualism is 94. This means that 94% of respondents have lower or the same score as you, and 6% of respondentshave higher score. Your personal preferences that dier most from the dimension score of China are presented below.


1 A nice work environment (good ventilation, lighting, enough workspace, etc). Enough time for my private life and family after work.

2 Loyalty towards the boss should be rewarded. Doing a good job should be rewarded.

3 It is logical that the boss favours his/her family and friends at work.0 20 40 60 80 100

It is not fair when the boss favours his/her family and friends at work.

low high


Colleague

1 You are getting surprised if not annoyed by thefact that so little distinction is made between worklife and private life.

2 You may get the impression that your colleaguesare more easily promoted than you, althoughyou are more knowledgeable and you are doingtherefore a much better job.

3 You may get upset by the fact that so muchnepotism is taking place.


1 You may be surprised if you find out that studentswill normally only ask you questions if you staybehind during breaks; you will demotivate them ifyou don't make time available to do so.

2 You may be pleasantly surprised by the fact thatstudents try to please you all the time, but aftersome time you may get bothered.

3 You may get annoyed by the fact that parents tryto give you favours so that you will give their sonor daughter preferential treatment.

Long-term visitor

1 You may suer hardship either because nobodyleaves you alone so that you have no privacywhatsoever or because you become lonely asnobody wants to deal with you.

2 You may be confronted by people who firstbehaved very kindly and who then suddenlybehave as if a curtain has been closed or a glasswall has been erected between them and you.

3 You may misread the hospitable way you arebeing treated in the beginning as a sign offriendship. Instead it is done to check whether youare trustworthy so that a permanent relationshipcan be established.

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CHINA COMPARED TO NIGERIA ON MASCULINITY


At 66, China is a masculine society – success-oriented and driven. Behaviour in school, work, and play are based on the shared values that people should “strive to be thebest they can be” and that “the winner takes all”. The emphasis is on equity, competition, and performance. Conflicts are resolved at the individual level by fighting themout, and the goal is to win.


Femininity Masculinity0 20 40 60 80 100


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YOUR PERSONAL FEEDBACK ONMASCULINITY


In comparison to other respondents, your score on masculinity is 77. This means that 77% of respondents have lower or the same score as you, and 23% of respondentshave higher score. Your personal preferences that dier most from the dimension score of China are presented below.


1 A pleasant, cosy place to work, with friendly and cordial colleagues. Clear targets and accountability so that I can show I did a good job.

2 Conflict and confrontation between colleagues is harmful. It is OK if colleagues have a conflict at times, it brings out the best inpeople.

3 If we disagree, we try to reach consensus.0 20 40 60 80 100

If we disagree, management will act decisively.

low high


Colleague

1 You may get surprised if and when yourcolleagues seem to enjoy the challenge ofmeeting very precise targets, instead of just beingtold that they have to do their utmost best.

2 You may get frightened that you may be drawninto conflicts between colleagues. Some amongthem appear to enjoy conflicting situations.

3 You may get very annoyed by the fact thatconflicting situations are not tackled right away.Instead people try to please all parties concernedirrespective who according to you is right orwrong.


1 You may demotivate your students by trying tocome across as kind instead of knowledgeable.

2 You may wonder why many of those around youare, in case of a conflict, not prepared to solve itbut instead seek the confrontation.

3 You may get demotivated by receiving so rarelypositive feedback about who you are and whatyou have done.

Long-term visitor

1 You may find it dicult to make real friends sinceeverybody is so busy.

2 You may be surprised that people who disagreeamong each other so easily tend to escalate theirdisagreement into a conflict.

3 You may demotivate many people aroundyou if you are praising them and their countrycontinuously.

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CHINA COMPARED TO NIGERIA ON UNCERTAINTY AVOIDANCE


With a low score of 30, Chinese society is very comfortable with ambiguity. Low UAI societies maintain a more relaxed attitude in which deviance from the norm is moreeasily tolerated. Plans can be altered at short notice and improvisations made. Open to risk-taking, there is a larger degree of acceptance for new ideas, innovativeproducts and a willingness to try something new or dierent.


Low UAI High UAI0 20 40 60 80 100

When working in a country that is less uncertainty avoiding (lower UAI) than you're used to:

Colleague

• Try to be flexible or open in your approach to newideas

• People will cope with problems as they arise• Generalists that are able to cope under all

circumstances are preferred• Communication is "receiver-oriented" - the expert

should try to "translate" ideas to the mindset of thereceiver and try to persuade the receiver to see it inhis/her way

• There is less need to plan and structure• Control your emotions; emotional breakouts as

stress valve are not accepted


• Control your emotions; emotional breakoutsas stress valve are not accepted and may beperceived as a loss of control

• There is less need to plan and structure - leaveroom for people to innovate and initiate

• Adaptable generalists are preferred over experts• Be flexible or open in your approach to new ideas• People tend to focus on practice and not on

theories or philosophies, resulting in esteem forpractitioners over experts

• There is a tendency to be flexible and cope withproblems as they arise

Long-term visitor

• Expect people not to feel threatened by uncertaintyand ambiguity

• People tend to focus on practice, not on theories orphilosophies, resulting in esteem for practitionersover experts

• People focus on empiricism - they relativize andprefer an empiric approach

• People think inductively; they focus on a result/outcome and can be flexible on how to get there

• Expect action to be preferred over reflection• Anticipate people to focus on being "persuasive" in

communication• There is a tendency to be flexible and cope with

problems as they arise• Expect people to be willing to take unfamiliar risks

to achieve success• Frustrations/emotions are not shown

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YOUR PERSONAL FEEDBACK ONUNCERTAINTY AVOIDANCE


In comparison to other respondents, your score on uncertainty avoidance is 39. This means that 39% of respondents have lower or the same score as you, and 61% ofrespondents have higher score. Your personal preferences that dier most from the dimension score of China are presented below.


1 People who live a totally dierent life than I do, are interesting. Strangers have to earn trust before they are accepted.

2 Showing emotions at work or in public is childish and a sign that youcannot control yourself.

Expressing positive emotions at work shows your commitment andinvolvement.

3 It is better to have few laws and regulations in society, as long as youdo comply with these. 0 20 40 60 80 100

It is good to have many laws and regulations in society, it helps us toknow what is expected from us.

low high


Colleague

1 You may get worried that your colleagues are notall that reliable as they may assume too easilythat outsiders are trustworthy.

2 You may come across as way too emotionalwhich may cause your colleagues to doubtwhether you are really qualified for the job.

3 You may start feeling at a loss by the lack ofstructure, procedures and rules which should giveyou proper guidance in doing a good job.


1 You may demotivate your students by not invitingeverybody to contribute to clever solutions byassuming that they cannot add anything usefulsince you are the one who knows.

2 You may come across as way too emotionalwhich may cause your students to doubt whetheryou are in control of yourself.

3 You may demotivate your students by structuringassignments that much that nothing is left overfor their own imagination.

Long-term visitor

1 You may be surprised how easily strangers inyour host country put trust in you.

2 You may wrongly assume that most peoplearound you live a shallow emotional life as theyshow so little emotion.

3 You may be surprised by the low number oflaws, directives, rules and regulations in your hostcountry, whereas one is very much supposed tocomply with those that apply.

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CHINA COMPARED TO NIGERIA ON LONG-TERM ORIENTATION


With a very high score of 87, Chinese culture is shown to be highly pragmatic. In societies with a pragmatic orientation, people believe that truth depends very much onsituation, context, and time. They show an ability to adapt traditions easily to changed conditions, a strong propensity to save and invest, thriftiness, and perseverance inachieving results.


Short-term orientation Long-term orientation0 20 40 60 80 100

When working in a country that is much more long-term oriented (higher LTO) than you're used to:

Colleague

• Don't ask 'why' too often, the focus is on what andhow

• New information will be synthesized and checkedfor utility

• Focus will be put on long-term results• Perseverance toward results which cannot be

readily achieved• Expect people to invest in lifetime, personalized

networks of influence and social relationships(Guanxi)

• Meet the need for long-term successes even if it's atthe expense of immediate results

• Expect people to be pragmatic; they tend to focuson the question if information is useful

• People are more willing to compromise if they feelrespected; it is not about right or wrong, but about agood relationship


• New information should and will be synthesized andchecked for utility rather than its absolute truth -the concept of consistency does not hold as muchimportance


• People tend to strive for sustained and slow results;giving students a grand picture without substance interms of detailed information will be demotivating

• Expect most people to be motivated by long-termcommitments

• People are open to change, relativity andinterrelations

Long-term visitor

• Expect the main work values to be future-oriented, including learning, adaptiveness, thrift,accountability, perseverance and self-discipline


• People tend to strive for sustained and slow results• Expect the truth (good and evil) to be dependent on

time and context; there can be many truths• Expect companies to focus on their market

positions (if required at the expense of immediateresults)

• Expect people to invest in lifetime, personalizednetworks of influence and social relationships(Guanxi)

• There is a large savings quote, funds are madeavailable for long-term investment

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YOUR PERSONAL FEEDBACK ONLONG-TERM ORIENTATION


In comparison to other respondents, your score on long-term orientation is 32. This means that 32% of respondents have lower or the same score as you, and 68% ofrespondents have higher score. Your personal preferences that dier most from the dimension score of China are presented below.


1 If religion would not teach us about Good and Evil, everybody wouldjust do what suits him or her best. Living my life properly is better than believing in the only true God.

2 If things do not work out as planned, it is best to start something new. You should never give up.

3 We have to check first whether new information is true.0 20 40 60 80 100

New information should be combined with what we know already tomake the best use of it.

low high


Colleague

1 You may be surprised that religion doesn't playsuch an important role in life compared to yourown country.

2 You may get upset about the tenacity with whichyour colleagues try to realize their goals insteadof changing their goals if they cannot be realizedquickly .

3 You may get upset about how easily yourcolleagues are taking new information on boardwithout checking whether the new informationoered to them is true.


1 You may demotivate your students by tryingto give them a grand picture without a lot ofsubstance in terms of detailed information.

2 You may demotivate your students by notimposing a lot of demands on them, which maymake them believe that you don't treat themseriously.

3 You may not be aware that your students don'tso much ask themselves whether the informationoered by you is true but whether it is useful.

Long-term visitor

1 You may be surprised that religion doesn't playsuch an important role in life compared to yourown.

2 You may be perceived as not being all thatserious by playing around too much.

3 You may wrongly believe that everything you tellyour counterparts has to be true.

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CHINA COMPARED TO NIGERIA ON INDULGENCE


The low score of 24 in this dimension shows that China has a culture of restraint. Restrained societies have a tendency toward cynicism and pessimism. Also, they do notput much emphasis on leisure time and control the gratification of their desires. People have the perception that their actions are restrained by social norms and feel thatindulging themselves is somewhat wrong.


Restraint Indulgence0 20 40 60 80 100

When working in a country that is more restrained (lower IVR) than you're used to:

Colleague

• Colleauges may be less eager to go out for afterwork drinks

• Communication can be restricted to the minimumnecessary

• Your local colleagues may not be very open toforeigners in general

• Gender roles are more strictly prescribed


• Students take things more seriously. Be careful notto ask too much from them - they will get anxious ifthey cannot complete your requests

• Your students may be more pessimistic about whatthey have learned and give worse feedback thanwhat you are used to

• Have a structured teaching approach or studentswill feel lost and find you unorganised

Long-term visitor

• People are more concerned with 'maintaining order'than what you are used to

• Smiling at someone (esp. a stranger) is seen assuspect

• Enjoying life and having fun (doing what you want)is of lower importance

• Being thrifty is of higher importance• People, on average, feel less comfortable in social

settings, are less willing to participate in networkingevents, and are harder to make contact with

• Pessimism is more widespread

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YOUR PERSONAL FEEDBACK ONINDULGENCE


In comparison to other respondents, your score on indulgence is 4. This means that 4% of respondents have lower or the same score as you, and 96% of respondentshave higher score. Your personal preferences that dier most from the dimension score of China are presented below.


1 Optimism will easily backfire. A pessimistic attitude will make life less enjoyable.

2 Wealth and a solid economy is better than freedom of speech. Everybody should be able to express their opinion.

3 If you look stern it means you are serious.0 20 40 60 80 100

If you smile, it means you are happy.

low high

For this latest dimension we cannot yet provide personal feedback.

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Ghana

Country of interestGhana

Home countryNigeria

100

80

60

40

20

Power Distance

Individualism

Masculinity



Indulgence

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GHANA COMPARED TO NIGERIA ON POWER DISTANCECountry to country comparison

With a very high score of Ghana, 80 is a nation where power holders are very distant in society. People in this society accept a hierarchical order in which everybody hasa place, and which needs no further justification. Hierarchy is seen as reflecting inherent inequalities, and the dierent distribution of power justifies the fact that powerholders have more benefits than the less powerful in society. The discrepancy between the less and the more powerful people leads to a great importance of statussymbols.

Dierence Ghana and Nigeria: 0

Low PDI High PDI0 20 40 60 80 100


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In comparison to other respondents, your score on power distance is 99. This means that 99% of respondents have lower or the same score as you, and 1% ofrespondents have higher score. Your personal preferences that dier most from the dimension score of Ghana are presented below.

Your responseDimension score of Ghana low high

1 If my teamleader controls me a lot, s/he probably distrusts me. If my teamleader controls me a lot, it is because s/he gave me animportant task.

2 A CEO should not bypass middle management by giving orders torank-and-file employees.

An organisational structure in which one person has two managersshould be avoided.

3 The biggest challenge for a manager is to motivate his people.0 20 40 60 80 100

The biggest challenge for a top manager is to find out what really goeson in the organisation.

low high

When working with people from Ghana as a:

Colleague

1 You may either get the feeling that yourcolleagues do whatever the superior wants themto do to an extent that you wonder whethertheir personal life still matters to them andyou therefore may get worried that this is alsobeing expected from you or you observe silentresistance.

2 You may confuse and/or irritate your colleaguesby the ease with which you approach superiors.

3 You have to make sure that your colleagues don'tget the feeling that you spy on them on behalf ofyour superiors.


1 You may get the feeling that your students aretoo dependent on you by indirectly soliciting a lotof control from your side by checking whetherthey understood you well.

2 You may belittle yourself in the eyes of yourstudents by playing down your status by whichyou may lose credibility.

3 You may feel at a loss when you have found outthat students in your host country are motivatedquite dierently to learn from the way studentsare motivated to learn in your home country.

Long-term visitor

1 You may become upset when your host checkswith you too often to your liking whethereverything is okay with you or not.

2 You may be perceived as arrogant by not takingthe hierarchical order into account.

3 You may believe that you are seen as ignorantby asking questions about do's and don'ts, but inreality this is normally welcomed everywhere andcertainly in your host country.

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GHANA COMPARED TO NIGERIA ON INDIVIDUALISM


Ghana’s very low score of 15, indicates that it is a highly collectivistic society. This is evident in the early integration and close, long-term commitment to a strong, cohesive‘in-group’. Society fosters strong relationships where everyone takes responsibility for and protects fellow members of their group. Loyalty is paramount and overridesmost other societal rules. In these societies, oence leads to shame and loss of face.




Colleague













Long-term visitor








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In comparison to other respondents, your score on individualism is 94. This means that 94% of respondents have lower or the same score as you, and 6% of respondentshave higher score. Your personal preferences that dier most from the dimension score of Ghana are presented below.






low high


Colleague








Long-term visitor




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GHANA COMPARED TO NIGERIA ON MASCULINITY


At 40, Ghana scores relatively low on this dimension, making it a moderately feminine society. This means that society is driven by a certain amount of modesty andfairness. People in such societies value equality, solidarity and quality in their working lives. Conflicts can be threatening, because they endanger the well-being ofeveryone; they are resolved by compromise and negotiation.



When working in a country that is more feminine (lower MAS) than you're used to:

Colleague

• People consider a good work-life balanceimportant. They avoid working overtime

• People value an enjoyable working environment• Trying to be better than others is neither socially not

materially rewarded• Decisions are made through reaching consensus;

this takes a lot of meetings and time, but afterconsensus has been reached, the implementationwill take place quickly

• Small talk at social or business functions will focuson an individual's life and interests rather than justbusiness

• Conflicts are avoided• People understate their performance


• People strive for consensus and avoid conflict• Praise is most likely directed to a team rather than

individuals; groups are rewarded, not people• Development and norming is focused towards

making the average more successful• Trying to be better than others and self-promoting

is neither socially nor materially rewarded• People understate their performance• People strive for consensus and avoid conflict• Decision-making is a lengthy process as consensus

needs to be reached between all stakeholders

Long-term visitor

• There's a general need for aliation and leveling• People strive for consensus and avoid conflict• People understate their performance; status is not

important to show success• Quality of life and an enjoyable working

environment are important• Trying to be better than others is neither socially nor

materially rewarded• Objectives and targets are moving and flexible• Decision-making is a lengthy process as consensus

needs to be reached between all stakeholders• Small talk at social (or business) functions will focus

on an individual's life and interests not just business

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In comparison to other respondents, your score on masculinity is 77. This means that 77% of respondents have lower or the same score as you, and 23% of respondentshave higher score. Your personal preferences that dier most from the dimension score of Ghana are presented below.


1 If we disagree, we try to reach consensus. If we disagree, management will act decisively.

2 Good cooperation between colleagues. Good opportunities to make a career.

3 A pleasant, cosy place to work, with friendly and cordial colleagues.0 20 40 60 80 100

Clear targets and accountability so that I can show I did a good job.

low high


Colleague


2 You may get upset by the fact that bossesare rarely decisive. Instead everybody is busyparticipating in meetings to come to a conclusion,which they may change later anyway.




2 You may get upset if and when the systemrewards students' social adaptation instead oftheir performance.


Long-term visitor


2 You may either become impressed and/orannoyed by the fact that most people seem todownplay their successes.


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GHANA COMPARED TO NIGERIA ON UNCERTAINTY AVOIDANCE


With a relatively high score of 65, Ghana shows a preference toward avoiding uncertainty. These societies tend to not readily accept change and are very risk adverse.They maintain rigid codes of belief and behaviour, and are intolerant of unorthodox behaviour and ideas. To minimize the level of uncertainty, there is an emotional needfor strict rules, laws, policies, and regulation.


Low UAI High UAI0 20 40 60 80 100

When working in a country that is more uncertainty avoiding (stronger UAI) than you're used to:

Colleague

• People may expect punctuality• People may have an inner urge to work hard• New ideas, ways or methods may not be readily

appreciated; details may be neccessary to fosterconfidence in them

• Detailed project plans may be made and followed;with potential inflexibility towards new situations

• Subject matter experts may be trusted and well-respected

• Communication may be "sender-oriented", i.e. thereceiver should try to understand what the expert issaying about the subject

• Conflicts and competition may be considered lessdesirable as they lead to unpredictability


• Creating structure and predictability of assignmentsand expectations may be appreciated, as peoplemay look to rules and structure to manageuncertainties and ambiguities

• Experts may be in high regard and may beexpected to be well prepared and have preciseanswers to all questions

• People may be more easily stressed and expressfrustration through showing emotions and expectyou to do so as well

• New ideas, ways or methods (innovativeapproaches) may not be readily appreciated

• Unpredictability from conflicts and competition maybe undesirable

Long-term visitor

• There may be more rules to structure life• People may need more detailed plans• Experts may be given high esteem due to their role

in creating a framework of understanding• People may appreciate detailed planning

procedures and systems more than you are used to• Contingency plans to manage all potential risks

may be appreciated• People may take risks more to avoid failure than for

other reasons• Frustration may be expressed through showing

emotions• People may be more easily stressed and express

frustration through showing emotions

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In comparison to other respondents, your score on uncertainty avoidance is 39. This means that 39% of respondents have lower or the same score as you, and 61% ofrespondents have higher score. Your personal preferences that dier most from the dimension score of Ghana are presented below.


1 A good manager does not need to have precise answers to all thequestions of his/her employees. A good manager is an expert who knows more than his/her employees.

2 I prefer to be independent of authorities, even if they are honest andcompetent. I prefer to depend on authorities if they are honest and competent.

3 To compromise is a sign of strength.0 20 40 60 80 100

If you make a compromise you are weak and others will takeadvantage of you.

low high


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1 You may give your colleagues the idea that youare less knowledgeable than you are, which maymake your colleagues wonder why you weretaken on board.

2 Your colleagues may think you are wastingresources by spending a considerable amount oftime to prepare yourself well before e.g. enteringa meeting or before starting a new task..

3 You may get frustrated that in case ofdisagreement there exists so little willingnesson the side of your colleagues to change theiropinion.


1 You may demotivate your students if you tellthem that you don't have precise answers to alltheir questions.

2 You may demotivate your students by showingup not fully prepared.

3 You may wonder why students don't disagreewith you at all. If they do, however, please be onguard.

Long-term visitor

1 You are surprised by the importance attachedto titles by which people show their level ofeducation and its content.

2 You may be surprised by the respect people inyour host country pay to authorities. Patients, forexample, will not easily question the wisdom ofmedical doctors to such a degree that they mayeven have diculty in asking them any questions.

3 You may wonder why you may witness so muchopposite behaviour; people either try to structuretheir life as much as possible or they are fatalistic.

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GHANA COMPARED TO NIGERIA ON LONG-TERM ORIENTATION


With 4, Ghana scores very low in this dimension. A score this low indicates a strongly normative cultural orientation. People in such societies have a strong concern withestablishing an absolute truth; they are normative in their thinking. They exhibit great respect for traditions, a relatively small propensity to save for the future, and a focuson achieving quick results.




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In comparison to other respondents, your score on long-term orientation is 32. This means that 32% of respondents have lower or the same score as you, and 68% ofrespondents have higher score. Your personal preferences that dier most from the dimension score of Ghana are presented below.


1 Humility is typical for women. Both men and women can be humble.

2 Foreigners have to learn how to pronounce my name correctly, I amnot going to change my name to make things easier for them. I should adapt to dierent situations, even with regard to my name.

3 If religion would not teach us about Good and Evil, everybody wouldjust do what suits him or her best. 0 20 40 60 80 100

Living my life properly is better than believing in the only true God.

low high


Colleague

1 You may get upset by the boastful and gloatingmanner colleagues profile themselves and/ortheir own country, without showing any humility.

2 You may wonder how your colleagues havebeen still so successful while lacking a pragmaticattitude to life.

3 You may be surprised by the strong reactionof your colleagues when you tell them that youdon't believe in God, if that happens to be thecase, or even worse if you tell them that youbelieve in more than one belief system. Therefore,better don't do so.


1 You may get upset that students don't pay youthe respect you deserve.

2 You will nullify your credibility in the eyes of yourstudents if and when you give them inconsistentinformation.

3 You may demotivate your students byoverloading them with details without giving themthe overall picture.

Long-term visitor

1 You may get upset by the boastful and gloatingmanner in which many people around youpresent themselves and/or their country insteadof being humble.

2 You may think that having invested a lot of timeand energy in building up relationships withthe locals you have increased your networkconsiderably until the time that you ask them forfavours. Many among them get then very upsetand stop the relationship all together.

3 You may be surprised by the strong reaction ofthe people around you when you tell them thatyou don't necessarily believe that just one Godexists. Therefore, it's better not to do so.

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GHANA COMPARED TO NIGERIA ON INDULGENCE


Ghana’s high score of 72, indicates that its culture is one of indulgence. People in indulgent societies generally exhibit a willingness to realise their impulses and desiresregarding enjoying life and having fun. They have a tendency towards optimism. In addition, they place a higher degree of importance on leisure time and spend moneyas they wish.




Colleague



• Your local colleagues may be less open toforeigners in general

• Gender roles tend to be more strictly prescribed


• Students take things more seriously. Be morecareful about what you ask from them

• Your students may have a more pessimistic viewabout what they have learned and give worsefeedback than what you are used to


Long-term visitor

• People may be concerned with 'maintaining order'• Smiling at someone (esp. a stranger) may be seen

as suspect• Enjoying life and having fun (doing what you want)

may be of lower importance• Being thrifty may be of higher importance• People may feel less comfortable in social settings,

be less willing to participate in networking events,and be harder to make contact with


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In comparison to other respondents, your score on indulgence is 4. This means that 4% of respondents have lower or the same score as you, and 96% of respondentshave higher score. Your personal preferences that dier most from the dimension score of Ghana are presented below.


1 We have to control our basic and natural human desires, or it willresult in total chaos. It is OK if I spend my income the way I want.

2 I like to serve my group and society and do something good, forexample as a volunteer. I like to have lots of leisure time.

3 Work should be organised in a streamlined way.0 20 40 60 80 100

As long as you meet the objectives, you can organise your work anyway you want.

low high


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South Korea

Country of interestSouth Korea

Home countryNigeria

100

80

60

40

20

Power Distance

Individualism

Masculinity



Indulgence

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SOUTH KOREA COMPARED TO NIGERIA ON POWER DISTANCECountry to country comparison

At 60, South Korea demonstrates a slight tendency to the higher side of PDI, and thus, a hierarchical society. This means that members of the society to a large extentaccept a hierarchical order in which everybody has a place, and which needs no further justification. Hierarchy is seen as reflecting inherent inequalities, and the dierentdistribution of power justifies the fact that power holders have more benefits than the less powerful in society.

Dierence South Korea and Nigeria: 20

Low PDI High PDI0 20 40 60 80 100

When working in a country that is more egalitarian (lower PDI) than you're used to:

Colleague

• Your colleagues may want to get to know you in aninformal manner

• Judging people on appearance, privileges or statussymbols may not work

• Taking initiative in meetings to oer opinions, askquestions, and express disagreement may beappreciated

• You may need to take responsibility for assignedtasks and execute these independently

• Information is shared freely and discussions amongteam members are encouraged

• Decision-making may be a slower process, aspeople across the hierarchy need to be consulted


• There may be a freer flow of information and moredirect communication

• A less formal interaction style is possible• Giving your students autonomy and space to

execute tasks on their own may be empowering• People may pay less regard to hierarchy and status• People may challenge others in positions of

authority publicly and openly

Long-term visitor

• People may pay less regard to hierarchy and status• There may be a larger equality of rights with little to

no preferential treatment• Organization and decision-making may be more

decentralized, empowering employees• Respect, power and status may not be related and

may have to be earned• People may challenge others in positions of

authority• Judging people on appearance, privileges or status

symbols may not work; people may attach lessimportance to this for showing power

• There may be a freer flow of information and moredirect communication

• A less formal interaction style is possible

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In comparison to other respondents, your score on power distance is 99. This means that 99% of respondents have lower or the same score as you, and 1% ofrespondents have higher score. Your personal preferences that dier most from the dimension score of South Korea are presented below.

Your responseDimension score of South Korea low high

1 Team members should create their own work and find their ownplace in the organisation.

It is clear who is in charge of what and you should not interfere withsomeone else's responsibilities.

2 My manager should always consult me before taking a decision thataects my work. Have a good working relationship with my manager.

3 Employees should speak their mind, even if they know their managermay not like what they have to say. 0 20 40 60 80 100

Employees should try to avoid conflicts with their managers.

low high

When working with people from South Korea as a:

Colleague

1 You may either come across as too timid bywhich your colleagues assume that you have aweak personality or you may come across asoverbearing by "showing o" your credentials.

2 You come across as insincere by paying somuch respect to those who are older and moreimportant than you are.

3 You may get frightened by the fact that yourcolleagues are giving "honest" feedback to theboss and you wonder when and how it will back-fire.


1 Your students may feel demotivated when youdon't give them enough freedom to learn andcome up with answers in a befitting way.

2 You may get frustrated by the fact that yourstudents are interrupting you without havingreceived permission from you to do so.

3 You may get the impression that your studentsare trying to create a conflicting situation withyou.

Long-term visitor

1 You may either come across as too timid bywhich the people around you assume that youhave a weak personality or you may comeacross as overbearing if you assume that you arethe power holder.

2 You come across as insincere by paying somuch respect to those who are older and moreimportant than you are.

3 You may get bewildered by all the potentialconflicts passing by which don't appear toescalate in most instances.

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SOUTH KOREA COMPARED TO NIGERIA ON INDIVIDUALISM


South Korea’s very low score of 18, indicates that it is a highly collectivistic society. This is evident in the early integration and close, long-term commitment to a strong,cohesive ‘in-group’. Society fosters strong relationships where everyone takes responsibility for and protects fellow members of their group. Loyalty is paramount andoverrides most other societal rules. In these societies, oence leads to shame and loss of face.




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Long-term visitor








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In comparison to other respondents, your score on individualism is 94. This means that 94% of respondents have lower or the same score as you, and 6% of respondentshave higher score. Your personal preferences that dier most from the dimension score of South Korea are presented below.






low high


Colleague








Long-term visitor




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SOUTH KOREA COMPARED TO NIGERIA ON MASCULINITY


At 39, South Korea scores relatively low on this dimension, making it a moderately feminine society. This means that society is driven by a certain amount of modestyand fairness. People in such societies value equality, solidarity and quality in their working lives. Conflicts can be threatening, because they endanger the well-being ofeveryone; they are resolved by compromise and negotiation.



When working in a country that is more feminine (lower MAS) than you're used to:

Colleague

• People consider a good work-life balanceimportant. They avoid working overtime

• People value an enjoyable working environment• Trying to be better than others is neither socially not

materially rewarded• Decisions are made through reaching consensus;

this takes a lot of meetings and time, but afterconsensus has been reached, the implementationwill take place quickly

• Small talk at social or business functions will focuson an individual's life and interests rather than justbusiness

• Conflicts are avoided• People understate their performance


• People strive for consensus and avoid conflict• Praise is most likely directed to a team rather than

individuals; groups are rewarded, not people• Development and norming is focused towards

making the average more successful• Trying to be better than others and self-promoting

is neither socially nor materially rewarded• People understate their performance• People strive for consensus and avoid conflict• Decision-making is a lengthy process as consensus

needs to be reached between all stakeholders

Long-term visitor

• There's a general need for aliation and leveling• People strive for consensus and avoid conflict• People understate their performance; status is not

important to show success• Quality of life and an enjoyable working

environment are important• Trying to be better than others is neither socially nor

materially rewarded• Objectives and targets are moving and flexible• Decision-making is a lengthy process as consensus

needs to be reached between all stakeholders• Small talk at social (or business) functions will focus

on an individual's life and interests not just business

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In comparison to other respondents, your score on masculinity is 77. This means that 77% of respondents have lower or the same score as you, and 23% of respondentshave higher score. Your personal preferences that dier most from the dimension score of South Korea are presented below.


1 If we disagree, we try to reach consensus. If we disagree, management will act decisively.

2 Good cooperation between colleagues. Good opportunities to make a career.

3 A pleasant, cosy place to work, with friendly and cordial colleagues.0 20 40 60 80 100

Clear targets and accountability so that I can show I did a good job.

low high


Colleague


2 You may get upset by the fact that bossesare rarely decisive. Instead everybody is busyparticipating in meetings to come to a conclusion,which they may change later anyway.




2 You may get upset if and when the systemrewards students' social adaptation instead oftheir performance.


Long-term visitor


2 You may either become impressed and/orannoyed by the fact that most people seem todownplay their successes.


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SOUTH KOREA COMPARED TO NIGERIA ON UNCERTAINTY AVOIDANCE


At 85, South Korea scores very high on uncertainty avoidance, demonstrating that as a nation they seek mechanisms to avoid ambiguity. People do not readily acceptchange and are very risk adverse. They maintain rigid codes of belief and behaviour and are intolerant of unorthodox behaviour and ideas. To minimize the level ofuncertainty, there is an emotional need for strict rules, laws, policies, and regulations.


Low UAI High UAI0 20 40 60 80 100

When working in a country that is more uncertainty avoiding (stronger UAI) than you're used to:

Colleague

• People may expect punctuality• People may have an inner urge to work hard• New ideas, ways or methods may not be readily

appreciated; details may be neccessary to fosterconfidence in them

• Detailed project plans may be made and followed;with potential inflexibility towards new situations

• Subject matter experts may be trusted and well-respected

• Communication may be "sender-oriented", i.e. thereceiver should try to understand what the expert issaying about the subject

• Conflicts and competition may be considered lessdesirable as they lead to unpredictability


• Creating structure and predictability of assignmentsand expectations may be appreciated, as peoplemay look to rules and structure to manageuncertainties and ambiguities

• Experts may be in high regard and may beexpected to be well prepared and have preciseanswers to all questions

• People may be more easily stressed and expressfrustration through showing emotions and expectyou to do so as well

• New ideas, ways or methods (innovativeapproaches) may not be readily appreciated

• Unpredictability from conflicts and competition maybe undesirable

Long-term visitor

• There may be more rules to structure life• People may need more detailed plans• Experts may be given high esteem due to their role

in creating a framework of understanding• People may appreciate detailed planning

procedures and systems more than you are used to• Contingency plans to manage all potential risks

may be appreciated• People may take risks more to avoid failure than for

other reasons• Frustration may be expressed through showing

emotions• People may be more easily stressed and express

frustration through showing emotions

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In comparison to other respondents, your score on uncertainty avoidance is 39. This means that 39% of respondents have lower or the same score as you, and 61% ofrespondents have higher score. Your personal preferences that dier most from the dimension score of South Korea are presented below.


1 A good manager does not need to have precise answers to all thequestions of his/her employees. A good manager is an expert who knows more than his/her employees.

2 I prefer to be independent of authorities, even if they are honest andcompetent. I prefer to depend on authorities if they are honest and competent.

3 To compromise is a sign of strength.0 20 40 60 80 100

If you make a compromise you are weak and others will takeadvantage of you.

low high


Colleague

1 You may give your colleagues the idea that youare less knowledgeable than you are, which maymake your colleagues wonder why you weretaken on board.

2 Your colleagues may think you are wastingresources by spending a considerable amount oftime to prepare yourself well before e.g. enteringa meeting or before starting a new task..

3 You may get frustrated that in case ofdisagreement there exists so little willingnesson the side of your colleagues to change theiropinion.


1 You may demotivate your students if you tellthem that you don't have precise answers to alltheir questions.

2 You may demotivate your students by showingup not fully prepared.

3 You may wonder why students don't disagreewith you at all. If they do, however, please be onguard.

Long-term visitor

1 You are surprised by the importance attachedto titles by which people show their level ofeducation and its content.

2 You may be surprised by the respect people inyour host country pay to authorities. Patients, forexample, will not easily question the wisdom ofmedical doctors to such a degree that they mayeven have diculty in asking them any questions.

3 You may wonder why you may witness so muchopposite behaviour; people either try to structuretheir life as much as possible or they are fatalistic.

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SOUTH KOREA COMPARED TO NIGERIA ON LONG-TERM ORIENTATION


With a very high score of 100, South Korean culture is shown to be highly pragmatic. In societies with a pragmatic orientation, people believe that truth depends verymuch on situation, context, and time. They show an ability to adapt traditions easily to changed conditions, a strong propensity to save and invest, thriftiness, andperseverance in achieving results.



When working in a country that is much more long-term oriented (higher LTO) than you're used to:

Colleague


• New information will be synthesized and checkedfor utility

• Focus will be put on long-term results• Perseverance toward results which cannot be

readily achieved• Expect people to invest in lifetime, personalized

networks of influence and social relationships(Guanxi)

• Meet the need for long-term successes even if it's atthe expense of immediate results

• Expect people to be pragmatic; they tend to focuson the question if information is useful

• People are more willing to compromise if they feelrespected; it is not about right or wrong, but about agood relationship


• New information should and will be synthesized andchecked for utility rather than its absolute truth -the concept of consistency does not hold as muchimportance


• People tend to strive for sustained and slow results;giving students a grand picture without substance interms of detailed information will be demotivating

• Expect most people to be motivated by long-termcommitments


Long-term visitor

• Expect the main work values to be future-oriented, including learning, adaptiveness, thrift,accountability, perseverance and self-discipline


• People tend to strive for sustained and slow results• Expect the truth (good and evil) to be dependent on

time and context; there can be many truths• Expect companies to focus on their market

positions (if required at the expense of immediateresults)

• Expect people to invest in lifetime, personalizednetworks of influence and social relationships(Guanxi)

• There is a large savings quote, funds are madeavailable for long-term investment

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In comparison to other respondents, your score on long-term orientation is 32. This means that 32% of respondents have lower or the same score as you, and 68% ofrespondents have higher score. Your personal preferences that dier most from the dimension score of South Korea are presented below.


1 If religion would not teach us about Good and Evil, everybody wouldjust do what suits him or her best. Living my life properly is better than believing in the only true God.

2 If things do not work out as planned, it is best to start something new. You should never give up.

3 We have to check first whether new information is true.0 20 40 60 80 100

New information should be combined with what we know already tomake the best use of it.

low high


Colleague

1 You may be surprised that religion doesn't playsuch an important role in life compared to yourown country.

2 You may get upset about the tenacity with whichyour colleagues try to realize their goals insteadof changing their goals if they cannot be realizedquickly .

3 You may get upset about how easily yourcolleagues are taking new information on boardwithout checking whether the new informationoered to them is true.


1 You may demotivate your students by tryingto give them a grand picture without a lot ofsubstance in terms of detailed information.

2 You may demotivate your students by notimposing a lot of demands on them, which maymake them believe that you don't treat themseriously.

3 You may not be aware that your students don'tso much ask themselves whether the informationoered by you is true but whether it is useful.

Long-term visitor

1 You may be surprised that religion doesn't playsuch an important role in life compared to yourown.

2 You may be perceived as not being all thatserious by playing around too much.

3 You may wrongly believe that everything you tellyour counterparts has to be true.

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SOUTH KOREA COMPARED TO NIGERIA ON INDULGENCE


The low score of 29 in this dimension shows that South Korea has a culture of restraint. Restrained societies have a tendency toward cynicism and pessimism. Also, theydo not put much emphasis on leisure time and control the gratification of their desires. People have the perception that their actions are restrained by social norms andfeel that indulging themselves is somewhat wrong.




Colleague



• Your local colleagues may not be very open toforeigners in general

• Gender roles are more strictly prescribed


• Students take things more seriously. Be careful notto ask too much from them - they will get anxious ifthey cannot complete your requests

• Your students may be more pessimistic about whatthey have learned and give worse feedback thanwhat you are used to


Long-term visitor

• People are more concerned with 'maintaining order'than what you are used to

• Smiling at someone (esp. a stranger) is seen assuspect

• Enjoying life and having fun (doing what you want)is of lower importance

• Being thrifty is of higher importance• People, on average, feel less comfortable in social

settings, are less willing to participate in networkingevents, and are harder to make contact with


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In comparison to other respondents, your score on indulgence is 4. This means that 4% of respondents have lower or the same score as you, and 96% of respondentshave higher score. Your personal preferences that dier most from the dimension score of South Korea are presented below.


1 Optimism will easily backfire. A pessimistic attitude will make life less enjoyable.

2 Wealth and a solid economy is better than freedom of speech. Everybody should be able to express their opinion.

3 We have to control our basic and natural human desires, or it willresult in total chaos. 0 20 40 60 80 100

It is OK if I spend my income the way I want.

low high


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Hofstede Insights improves the eectiveness of those working amid diverse cultural backgrounds, andprovides companies and organisations with the competence needed to optimise performances worldwide.

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Documents

Cultural Compass Report of EHIMEN OJEMOLON