According to the five dimensions of identity, the United States displays a high score on masculinity. This value indicates that there is high competition, success, and achievement from the childhood state all the way to adulthood and is displayed both in the workplace and leisure (Hofstede, 2016). Americans tend to think that they should strive to be the best they can be and that the winner takes all, even in the workplace. Many organizations in the country prioritize displaying their success and successful nature compared to other organizations. The ‘can do’ mentality in organizations creates the mentality that there is always an opportunity to do things better. India is a country that also displays a high score in masculinity. The masculinity in India leads to visual displays of power and success that gain validation from material gains.
India has a high score of collectivism, where individuals prefer a larger social framework. Society expects every person to work following the greater good. This attitude is also that most individuals in the country have their decisions influenced by their families, government, and religion. Organizations rely on relationships to determine whether to hire or promote individuals. The employer has many expectations for their employees. The relationship between the two bases its foundation on loyalty and familiarity (Naghavi & Mubarak, 2018). Managers in India make sure to contact an individual in authority before contacting the employees. The united states tend to have a group mentality. This trait is evident in organizations where hierarchy relies on convenience. Managers and other superiors rely on the employees to provide expertise and make themselves accessible. Information is shared consistently in organizations. Organizations freely interact and do business with other individuals and organizations.
References
Hofstede, G. (2016). Masculinity at the national cultural level. APA handbook of men and masculinities, 173-186. https://doi.org/10.1037/14594-008
Naghavi, N., & Mubarak, M. S. (2018). Negotiating with managers from South Asia: India, Sri Lanka, and Bangladesh. The Palgrave Handbook of Cross-Cultural Business Negotiation, 487-514. https://doi.org/10.1007/978-3-030-00277-0_21
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