What

?is

Culture

What?is

Culture

The collective programming of the human mind which distinguishes the members of

one group from another.

Prof. Dr. Geert Hofstede

“ “

Organizational Culture is about differences in practices between

organizations and/or parts within the same organization (sub-cultures). 

National Culture is about the value differences between groups of nations and/or regions. We provide research

backed tools and training to audit both.

Why is ?

Culture so Important in doing

International Business

65% of managers say that cultural differences are the biggest challenge in

operating effectively across borders.

Overcome the challenges and use cultural knowledge as your key competitive

advantage to mitigate against this risk.

Source The Economist 2012

Culture eats Strategy for Breakfast

Peter Drucker

“ “

Focus on driving engagement through the right corporate culture, Our services improve execution, retention, and financial performance.

The Glassdoor Era: A Company’s employment brand is now public information, if you’re not a great place to work, people will find out fast. This shifts power into the

hands of job-seekers.

Source: GHCT Deloitte 2015

Culture, engagement, and employee retention are now the top talent challenges facing business leaders. More than half business leaders rate this

issue as “urgent” “ “

89% of Leaders believe that if cross-border communications were to improve at their

company, then profit, revenue, market share and staff retention rates would all improve.

“ “

Worldwide network of expert practitioners

Consulting

Liam as it is normal in Ireland pointed out Qin’s impressive accomplishments during a weekly team meeting.

Embarrassed Qin, felt mortified for being praised in front of the group. Liam was confused by Qin’s reaction to his accomplishments.

Liam, 35 years old manager from Ireland was promoted to China earlier this year.

Comparison between Ireland and China

Confronted with conflict managers often have little idea that the underlying issue

could be cultural.

Recognise situations, understand them and use our tools to mitigate against

them effectively.

“ “

It is important for a manager to have at hand

precise answers to most of the questions that his

subordinates may raise about their work.

Do you Agree?

30 40 50 6010 70 80 % Percentage in agreement20

Manager's roles vary across cultures; Fact!

Great Britain

SwedenNetherlandsUSADenmark

SwitzerlandBelgiumGermanyFranceItalyIndonesiaJapan

6673

78

101718

2327

384446

5366

7378

Source: André Laurent

It is important for a manager to have at hand precise answers to most of the questions that his subordinates

may raise about their work.

If diversity is not handled correctly,then cultural risk can and does create

uncertain outcomes and increased costs.

“ “

Co-founded by the pioneer of intercultural

management Prof. Dr.

Geert Hofstede.

All of our tools have solid scientific foundations.

We are the only one offering a combination of Organizational Culture

and Intercultural Management.

Unique expertise in converting scientific

knowledge into applicable business

solutions.

A worldwide network of expert

practitioners.

Choose itim InternationalEnable your Global Effectiveness

Online Solutions

Visualise your team’s culture in a few clicks.

Get cultural recommendations based on your own cultural profile.

Worldwide network of expert practitioners

Become aware of how culture influences

you and your organization.

OCS LightTeam effectiveness

E-LearningMinimum time investment

maximum knowledge

Culture Compass

Find your way across cultures

Practical solutions for individuals and organizationsRequest a

code.Try it today

Face to Face Solutions

Meet our expert practitioners in

exclusives workshops

organised around the world.

Align your culture with your strategy.

Create HR solutions that are adapted to optimize

the way different cultures work.

Worldwide network of expert practitioners

Train your employees on recognising the impact that culture

has on daily operations and capitalize on

diversity to create your own hard to

replicate and unique team.

TrainingConsulting Over 86 practitioners in 37

countries Workshop

From basics to advanced

Get to know the experts of our network

A worldwide network of experts

Worldwide network of expert practitioners

In Organizational Culture and Intercultural Management

86 Consultants in 37 countries

A research centre

Worldwide network of expert practitioners

To promote continuous research and exchange between practitioners

and researchers

Is your Culture optimized

to Perform at the highest level

?

Practical tools to map, measure, change and align culture and strategy

The path towards the best culture to perform

Are you Capitalizing

on diversity to strengthen your innovation space

?

Build culturally appropriate systems that work The path towards the best culture to perform

Organisational practices and locally acceptable practices meet

The Best Culture to Perform

Some of our clients

We provide services to over 5000 organisations

6 dimensions for intercultural management

• Power distance • Individualism versus Collectivism • Masculinity versus Femininity • Uncertainty avoidance • Long term Pragmatic versus short term

Normative• Indulgence versus Restraint

For more information on the theory behind our tools Google our research website:

The Hofstede centre

8 Dimensions of Organisational Culture

Six autonomous dimensions D1: Means versus goal orientedEffectivenessD2: Internally versus externally driven Customer orientationD3: Easy-going versus tight work control ControlD4: Local versus professional Focus/Social controlD5: Open versus closed systems ApproachabilityD6: Employee versus work orientedManagement philosophy

Two semi-autonomous dimensionsD7: Degree of leadership acceptanceD8: Degree to which people identify with their organization

Power distance

• being independent • hierarchy for convenience• equal rights • superiors accessible

• being dependent • hierarchy is existential• privileges• superiors inaccessible

High Power Distance

Low Power Distance

Ireland28

Individualism vs. Collectivism

• the group: “We”• opinion of the group • strong teams possible • implicit communication• loss of ‘face’, shame

• the individual: “Self”• individual opinions• team-work difficult• explicit communication• loss of self-respect, guilt

IndividualismIDV+

"I" cultures

CollectivismIDV-

"We" culturesIreland

70

Masculinity vs. femininity

• “tender” cultures• trying to be better than others is neither

socially nor materially rewarded• leveling• consensus• “independent” cooperation • sympathy for the underdog• moving objectives and targets

• “tough” cultures• rewards in the form of wealth or status for the successful achiever• status• confrontation• competition• admiration for achievers• clear objectives and targets

MasculinityFemininity Ireland68

Implications

Femininity• dialogue vs. debate

• reward systems

• supporting vs. selling bosses

• decision making

• reward systems

Uncertainty avoidance

• low need for structure and rules• taking risks to have success• emotions are not shown• relaxed • generalists are preferred• Informal• Low stress and low anxiety

• strong need for structure and rules• security needed - risks taken only to avoid failure• emotions are shown openly• Stressful• Need for structure and rules• Experts are needed• Formal• Emotions shown

High UAILow UAI Ireland35

Implications

• importance of expertise

• risk acceptance / ownership

• different planning approaches

• decision making

• language and communication

Long term Oriented vs. Short term Oriented

• absolute truth• normative• short term orientation• concern for stability• quick results expected• spending for today

• many truths (time, context)• pragmatic• long term orientation• acceptance of change• perseverance• saving for tomorrow

PragmaticNormativeIreland

24

Indulgence vs restraint

• All work, no play• Obligation are important • More pessimism • Perception of helplessness • Caution spending habits • More neurotic personalities

• Work Hard play hard • Leisure is important • Higher optimism • Perception of control over life • Higher levels of Spending • More extraverted personalities

RestraintIndulgence Ireland65