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 Hofsted e¶s Power Distance Map

Power Distance Index

1-20 21-40 41-60 61-80 81-100 101-120
2
 
   2 that
is the extent to which the less
powerful members of organizations
and institutions (like the family)
accept and expect that power is
distributed unequally. This
represents inequality (more versus
less), but defined from below, not
from above. It suggests that a
society's level of inequality is
endorsed by the followers as much
as by the leaders. Power and
inequality, of course, are extremely
fundamental facts of any society
and anybody with some
international experience will be
aware that 'all societies are
unequal, but some are more
unequal than others'.
 Ô
 

   

The present study investigates power distance in a number of countries which

have seen dramatic changes in their political systems in the past and developed
an orientation towards the West (Turkey, Belarus, and Uzbekistan). The present
paper is mainly based on Hofstede's framework (1980a, 1980b, 1991, 1994 and
1997) where dichotomies such as ³high/low power distance´ or ³high/low
uncertainty avoidance´ are used to describe national business cultures. The
factor power distance is chosen because power is closely related to politeness
strategies (e. g., Brown and Levinson 1987(1978), Spencer-Oatey 2000 and
Holmes and Stubbe 2003). In total 236 questionnaires were distributed to
business students in the countries under investigation.
 Ô
 

   

The main question is whether political and social change in a country leads to a
change in power distance relationships at work or whether underlying values
such as power distance prevail over time. The present study shows that, despite
the fact that the countries involved have made enormous efforts to adapt to the
Western market economy, local cultural values still play an important role. This is
equally true for countries that changed their political orientation relatively recently
(within the past two decades: Belarus and Uzbekistan), and for a country that
had already changed its political system more than 80 years ago (Turkey).
Despite all these political and socio-economic changes local cultural values
prevail over time, and cross-cultural research in human behaviour (including
politeness) is only possible if these cultural differences are taken into account.
!rab Countries 80 Singapore 74
!rgentina 49 South ! rica 49
!ustralia 36 South Korea 60
2


!ustria 11 Spain 57
Belgium 65 Sweden 31


Brazil 69 Switzerland 34
Canada 39 Taiwan 58
Chile 63 Thailand 64
Colombia 67 Turkey 66
Costa Rica 35 Uruguay 61
Denmark 18 US! 40
Finland 33 Japan 54
France 68 Malaysia 104
Germany FR 35 Mexico 81
Great Britain 35 Russia 93
Greece 60 Israel 13
Guatemala 95 Italy 50
Jamaica 45
4igh Power Distance Vs. Low Power
Distance
È
   
   È deals with a
society's tolerance for uncertainty and ambiguity; it
ultimately refers to man's search for Truth. It indicates to
what extent a culture programs its members to feel
either uncomfortable or comfortable in unstructured
situations. Unstructured situations are novel, unknown,
surprising, different from usual. Uncertainty avoiding
cultures try to minimize the possibility of such situations
by strict laws and rules, safety and security measures,
and on the philosophical and religious level by a belief
in absolute Truth; 'there can only be one Truth and we
have it'. People in uncertainty avoiding countries are
also more emotional, and motivated by inner nervous
energy. The opposite type, uncertainty accepting
cultures, are more tolerant of opinions different from
what they are used to; they try to have as few rules as
possible, and on the philosophical and religious level
they are relativist and allow many currents to flow side
by side. People within these cultures are more
phlegmatic and contemplative, and not expected by
their environment to express emotions.
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4igh Uncertainty !
oidance Vs. Low
Uncertainty !
oidance
 "
Ô 2 

From the ashes of the geopolitical USSR, the Russian Federation has
emerged in the past decade
X rea 17,074,933 sq. Km ( spans 11 time zones)
XPopulation 143,524,000
X
apital Moscow, 8,316,000
XLanguage Russian
XLiteracy 98%
XLife expectancy 67 years
XDP per capita $7,700
Xovernment Federated Republic
 "
 



X Businessmen in Russia usually wear suits that are dark and well
tailored along with good dress shoes. businessman¶s wardrobe demonstrates
the individual¶s image as a professional.
X Men often do not take off their jackets in negotiations.
X Do not stand with your hands in your pockets. This is considered rude.
X Women dress rather conservatively, avoiding overly flashy or gaudy outfits.
X Women should always cover their heads when entering into any Russian
Orthodox
hurches.
X Skirts should be worn rather than pants.
X When attending dinner in a citizen¶s home, casual dress of slacks and a nice
shirt without a tie are appropriate.
 "
 
á :

XSocial events are more relaxed. It is acceptable for foreigners to be 15 to 30

minutes late.
X Patience is an extremely important virtue among Russians; punctuality is not.
Russians are known as great "sitters" during negotiations, this demonstrates
their tremendous patience.
X The U.S.S.R. was officially an atheist nation in the days of communism. Now,
however, participation in religion in increasing, with many citizens practicing
Protestantism, Islam, Russian Orthodoxy, and Judaism.
X Some 'hard-line' Russians still view compromise as a sign of weakness, and
often refuse to back down. To these individuals, compromising is bad business.
X s a foreigner, you should realize that "Final Offers" are often not actually the
end of the negotiations, and that often times the outcome will be more beneficial
and attractive if you can hold out.
X There is a Russian term meaning "connections" or "influences. It is extremely
difficult to do business in Russia without help from a local. To help with this, gifts,
money or other items are often a good idea when doing business in Russia.
 "
 
á :

X If attending dinner at a family residence, it is appropriate to bring a gift, such as

a bottle of wine, dessert, or a bouquet of flowers.
X When shaking hands with someone, be sure to take off your gloves, as it is
considered rude not to.
X When attending any formal engagements such as the theatre, it is appropriate
to check your coat and other belongings at the front door of the establishment.
X Do not show the soles of your shoes, as this is considered impolite. They are
considered dirty, and should never come in contact with any type of seat (like on
a subway or bus).
X Be sure to have plenty of business cards with double sides of information. One
side should be printed in English, the other side in Russian.
X Be alert and open to taking a drink or having a toast, as refusing to do so is a
serious breach of etiquette.
 "
2


X ccording to the eert Hofstede, Russia¶s estimated PDI is 93
XBasically if you are born into a family with power you will have power
but if you¶re born into a family who is poor, you¶re not able to move up
and you will continue to be poor.
Xif something goes wrong, most of the time they will blame it on the
subordinates, which are the poorest people and are at the bottom of the
hierarchy
XThey deadlines are strict and solid
Xusually don¶t have a personal relationship with the boss
Xparents and teachers are much respected
XMost business
EO¶s or people with power are very totalitarian, They
don¶t care what other people say or feel about the situation.
XWorking in these conditions can be very stressful because demands are
very high and they absolutely can¶t miss deadlines
 "
2


X ccording to the eert Hofstede, Russia¶s estimated PDI is 93
XBasically if you are born into a family with power you will have power
but if you¶re born into a family who is poor, you¶re not able to move up
and you will continue to be poor.
Xif something goes wrong, most of the time they will blame it on the
subordinates, which are the poorest people and are at the bottom of the
hierarchy
XThey deadlines are strict and solid
Xusually don¶t have a personal relationship with the boss
Xparents and teachers are much respected
XMost business
EO¶s or people with power are very totalitarian, They
don¶t care what other people say or feel about the situation.
XWorking in these conditions can be very stressful because demands are
very high and they absolutely can¶t miss deadlines
 "
È
 

XThe chain of command should
never be bypassed

XRules should not be broken

XPeople from Russia will typically

expect explicit instructions and
direction for many tasks and will
provide very detailed and formal
responses to requests and
questions, these individuals feel at
their most comfortable and
productive in a world of structure
and rules.

XPeople with high uncertainty

avoidance cultures can appear
fidgety and aggressive
  2

Ô 2 

›urkey is a mixture of modern and medieval, of cosmopolitan and

peasant, of secularism and Islamic fundamentalism
X rea 779,452 sq. Km
XPopulation 67,264,000
X
apital nakara
XReligion Muslim/ mostly sunni
XLanguage Turkish/Kurdish/ rabic/ rm./reek
XLiteracy 85%
XLife expectancy 71years
XDP per capita $6,800
Xovernment Republic
  2


  

Turkey was created in 1923 from the Turkish remnants of the Ottoman
Empire. Soon after the country instituted secular laws to replace traditional
religious fiats. In 1945 Turkey joined the UN and in 1952 it became a
member of N TO.
It is located in southeastern Europe and southwestern sia (that portion of
Turkey west of the Bosporus is geographically part of Europe), bordering the
Black Sea, between Bulgaria and eorgia, and bordering the egean Sea
and the Mediterranean Sea, between reece and Syria
Turkey's dynamic economy is a complex mix of modern industry and
commerce along with a traditional agriculture sector that in 2001 still
accounted for 40% of employment. It has a strong and rapidly growing
private sector, yet the state still plays a major role in basic industry, banking,
transport, and communication. The most important industry - and largest
exporter - is textiles and clothing, which is almost entirely in private hands.
  2

X Turkey occupies a strategic location at the crossroads between Europe and sia
and having access to the Black Sea where many neighboring countries are
dependent on their ports.
X Turkey has a rich cultural and ethnic diversity.
X Its history stretches from ancient civilizations, such as the Hittites, through the
reek and Roman periods (when St Paul introduced
hristianity there) to
Byzantium and the Ottoman Empire.
X The modern Republic of Turkey was founded in 1923 as a western-style secular
State.
X Nearly 99% of the population is Muslim. considerable Kurdish population lives in
the south-eastern part of the country.
X the U.S. Department of
ommerce listed Turkey as one of the world¶s 10 biggest
emerging markets.
      

X Famous Turks include the founder of modern Turkey, Mustafa Kemal tatürk
and Nobel Prizewinning novelist Orhan Pamuk
X fter the Turkish War for Independence in 1923, the reformist military leader,
Mustafa Kemal taturk, founded the Turkish republic as a modern, secular
state with nkara as the capital.
X This leader introduced the Roman alphabet into the Turkish language,
replacing rabic script.
X He also changed age-old social and political patterns, especially with regard
to dressing in a more contemporary manner (e.g., no fez on men, and
discouraging the head scarf on women).
 


X Turkey¶s geographical position offers an excellent base for a

 

 a throughout the region and is emerging as a powerful cultural and
political focal point.
X Turkey¶s economy is a dynamic blend of both modern and traditional
industries, with an increasingly 


a a 

.
X Such an increasingly attractive business environment presents many
advantages and 
a 


a to businesses wishing to expand in
this area of the world.
 —

Ô
 
X   The most essential social unit in
Turkish culture is the family.

X very 
  

, women
outside the cities are usually kept in the
background or in groups, as strict sexual
segregation is maintained.

X   remains a prevalent feature of

Turkish culture &  a a  
  a.
 › 

2


X The Turkish business environment exhibits

much respect for
a 




X a  
 are always made by the most
a

 a a
 a.
X 

a a a 
a

aa
  a &Highly (often
foreign) educated managers, growing skills
base.
X
onsider most a

 a a

 to be
viewed as a father or mother figure the well-
being of their employees¶ family and social
duties.
 › 

2


From 4
 aa

a about ³
a
  a´, Turkey is ³ which is a
 a
aa that creates a situation where leaders have virtually ultimate power
and authority, and less powerful members of organization have to follow the
hierarchy order. Then how it affect in their business? We can divide into 3
perspectives as aa

aa

a 
 , a
aa

a 
 , and a
 a

a
a
a 
 . ccording to research, in Turkish practice, it¶s respectful
to address their professional by his or her occupational title alone; for example,
Doctor or Lawyer. Because they want to feel that they are higher than others in
between peer to peer relations.
 › 

2


X In Turkey, a is a sign of wisdom and consequently
demands respect in all aspects of society.

X When addressing a Turk the most common method is

to call a man first name followed by 'a' & woman's
followed by '' .

X Professional  a such as lawyers ' vukat', engineers

'Muhendis' and managers 'Mudur'.
 › 

2


 › 

2


Turkey as a high power distance country, their business environment reveal much
admire for education, authority, and rank. In Eldem research reviews that usually
senior members of a Turkish company have very little opportunity to talk or meet the
executive officer. Of course the decision makers will be higher ranking business
people so that junior people need to follow the orders; just like everything is flowing
down. It would be a public acknowledgement that issues of corruption and human
right issues are being taken seriously. Last, how the relation with people and
government can affect the business that we as the investors on it. s we know that
Turkey is in strong military influence in government, and it contribute the political
instability and strong bureaucratic problem to business. ccording to the research
presents that their government need to eliminate the administrative barriers to
business and maintain regulations for trade; for example, they should not meddle in
business and should strive avoid large currency fluctuations. lthough Turkey has
wide range of opportunities to offer the foreign investor, we need to really have idea
that how we can be survives on this market. Turkey is the one of the high power
distance countries that we might need to understand how they are working at their
field.
 › 

È
 

ù Business is a

 in Turkey. lthough this is changing with the more
corporate culture in some of the larger companies, many businesses are  
 
a and run.

ù Decision making can be slow & after
  
 and are always made by the
most a

 a a
 a.

ù Turks tend to juggle aa

  a and issues at the same time and
continue multiple conversations simultaneously.
 › 

È
 

X The pace of life is slower here, and promptness is not highly regarded.

X This culture is marked by tenacity, single-mindedness, self-reliance, and

constraint among its citizens.

X The chain of command should never be bypassed.

X Do not use a a or pressure tactics as the Turks will use this to their
advantage and reverse the tactic by threatening to  a 
aaa or
end negotiations.

X People expect more formality in interactions.

 Conclusion

X International minded.
X Family oriented.
X Personal relation focus.
X Professional title is important.
X Individual
ompetitive.
X udio visual more effective.
X Share the decision & avoid pressure.
X Focus on respect & honor benefits.
X
onsider ge & rank.
X Islam influence life despite it is secular
country.
!20