Essay: Trompenaars’s model of national culture differences

Trompenaars’s Cultural Dimensions model is the most important cultural model that provides seven dimensions of culture that can help the Indians and Japanese people to work more efficiently with the people of other cultures such as Europeans and Americans. The business community is becoming more globalized with diverse cultures and backgrounds working together in global organizations; most of the time, Japanese and Indians find it difficult to understand the cultural aspects of foreign companies that can create misunderstandings. The seven dimensions of culture model are based on the following (Sogra,2014).
Cultures are dependent on universalism even if they involve loved ones or friends. The focus of universalism is on rules than on relationships; European and American cultures are Universalist cultures. However, cultures that favour relationships more important than rules are following particularise. Therefore, in countries such as India, people often ignore the rules for favouring family members and friends. Indians and Japanese must learn that they should work with the Universalist cultures with care by keeping their promises and being consistent. They should explain their motive behind any decision rather than emotions or personal reasons; they should also invest in building professional relationships with the Americans and Europeans (Sogra,2014).
Individualism Vs Communitarians cultural dimension helps to learn about whether people work as a team or individuals in organizations? Individualist cultures are based on concept that all the life outcomes are the results of one’s choices. Decision makers therefore feel no need to consult others and make quick decisions for their happiness. Such cultures include China, the UK, the US. These cultures believe that the quality of life can improve if they work together, which is why team work is more important than working alone. Within a team or group, a strong sense of loyalty exists, which is why job turnovers are lower in these countries as compared to other countries such as India, Philippines, and Pakistan. To work well with individualistic cultures, Indians and Japanese must reward the people with brilliant performance and encourage them to take initiatives. They should promote the need to align personal goals with the organizational goals; groups should be rewarded for high performance and whole team should be included in the process of decision making (Sogra,2014).
In a neutral culture, People often refrain from sharing their inner emotions and such cultures often include people from Germany, the UK, and Netherlands. People like to share their emotions in various countries at the workplace because it seems normal for human beings to act like that; alternative cultures are Italy, Spain, and Latin America. For working efficiently with the neutral cultures, people of India and Japan must keep their emotions checked and controlled and only reflect what they mean. Reading between the lines is a good way to understand what people are saying without revealing their emotions; in the meetings, sticking to the topic would derive better results. To work better with effective cultures, Indians and Japanese can use their emotions to better achieve their goals and needs.
Specific Vs Diffuse Culture is understood by asking about the difference between the personal and professional lives of people. In the specific cultures, employees often like to keep their professional life separate from personal life. Such cultures are more focused on productivity and prefer direct to the point communication. They focus more on achieving goals than forming personal relationships. Specific cultures exist in countries such as the US, Germany, Netherlands, and the UK. On the other hand, diffusive cultures tend to mix their personal and professional lives by believing in the power of relationships. Therefore, in work environments, working partners and colleagues act like family members and prefer socializing outside the workplace. These cultures respect friendship and courtesy, examples of such cultures are India, China, Spain, and Argentina (Mead, 2007). Indians and Japanese can improve their performance in specific cultures by organizing agendas for meetings and sticking to their work plans. They can focus on developing relationships later and focus more on achieving objectives of the company. To work better with diffusive cultures, people can build more relationships prior to starting work (Mead, 2007).
Achievement Vs Ascription dimension of culture determines whether an employee should prove himself to get the status or will it be given to them? In achievement-oriented cultures, people can gain new skills and enhance knowledge to get a status or role they deserve or desire. Examples of such cultures are the US, Scandinavia, and Germany. However, in an ascription culture, people get the status based on what they are. This could include a person’s age, social status, or education. Such obdurate cultures exist in Japan, Italy, and France (Mead, 2007). In order to work well with achievement cultures, Indians and Japanese can offer praise to individuals and give them respect in front of their peers. They can avoid using titles and focus on rewarding performance.
Sequential Time Vs Synchronous Time cultural dimension determines whether things get done one at a time or many things get done at once. In sequential time culture, time is extremely important factor that is equivalent to money. Sequential time cultures are Germany, the UK, and the US. In synchronous time cultures, deadlines and plans are more flexible. Punctuality is not much important in cultures such as Mexico, Japan, and India. To work well with sequential time cultures, keeping in mind the commitments and deadlines can improve the quality of work of Indians and Japanese.
Internal Direction Vs External Direction dimension explores whether environment controls people or people control the environment. In internal dimension, people often control their environment to achieve big objectives. Such cultures exist in the UK, the US, and Australia. In external direction cultures, willing is not very important and people work in relaxed environment. Russia, China, and India are the examples of such environments. To work well with internal direction cultures, Indians and Japans can allow a degree of constructive criticism and set clear goals (Gifford, 2004).
Indians and Japanese managers can learn from European and American managers to make a difference in the long run. Indians can learn a general approach of European countries without any prejudices; for example, welcoming new ideas with open heart is a tradition of Germany and Sweden to arrive at creative solutions. Engagement of all employees in innovation is crucial to learn. Almost all people respect each other irrespective of their wealth in Europe that is not evident in India. Therefore, most Indians and Japanese should grasp the idea of individualism common in the US and Europe to make better business relations.
It is also important to note that for successful business operations, there should be a two way relationship between both the countries. It is equally important for the Americans and Europeans to know and respect the Indian and Japanese cultures, their history and traditions. For mutual success, the managers should identify both the countries cultural differences and build a relationship that caters to their individual needs.
30.4.2019