Hofstedes 5 cultural dimensions After many years of studies of more than 100,000 of individuals across the world, Dr.

Hofstede came up with five cultural dimensions that have an impact on the companies management strategies (Hill & Jain, 2009): The power distance dimension explains how a society responds to the physical and intellectual difference among its members (Hill & Jain, 2009; Hofstede, 2009). The individualism versus collectivism dimension focuses on which extent the cultural group members prefer individualism, where individual achievements are highly valued to collectivism with tight relations among collectives and vise versa (Hill & Jain, 2009; Hofstede, 2009). Hofstedes uncertainty avoidance dimension deals with feelings of the social group members towards ambiguity in the workplaces. The social group members with high uncertainty avoidance prefer job security, fringe benefits and career growth (Hill & Jain, 2009; Hofstede, 2009). The masculinity versus femininity is Hofstedes fourth cultural dimension scrutinizing the relationship between work roles and sex in workplaces. As Hofstede (2009) claims, in masculine cultures, the work roles are determined according to gender and males are in dominant positions whereas, in feminine cultures, the gender roles are not so stridently distinguished (Hill & Jain, 2009). The last dimension - long-term orientation (Confucian dynamism) is a set of attitudes towards perception of status, time, respect for traditions, interchangement of gifts and perseverance (Hofstede, 2009). Let us relate some of the dimensions to the company (Tata Motors) and the host country (Uzbekistan). 1. Individualism versus Collectivism The Uzbek culture is considered as collective rather than individual one. This aspect may have two facets for TTM: 1.1. As the Uzbek culture is collective, the company staff may be gathered as a big collaborating group, or even a family in the workplace. Also, if the employees are well treated and cared, they will be very loyal for the company and as a result enhance the productivity. 1.2. Whereas, the second facet represents the purchasing behavior of the nation. The Uzbeks live in joint families and make decisions as a group. Most of the time, a family has one car and the younger generation can not buy a car without a permission of parents. This purchasing behavior may not be suitable for Tata Motors production plans. Besides, most of the automobiles should be designed more family-oriented. 2. Masculinity versus Femininity Uzbekistan has more masculine culture where most of the time the male population dominates in many spheres of social life. This cultural behavior may affect TTM in following ways: 2.1. In Uzbekistan, the males are meant to provide the family financially and women are intended to care of children and household chores. Thus, the business entities like Tata Motors entering the Uzbek market have to consider that most of the staff members are going to be males. 2.2. Another concern is defining the market niches: TTM may concentrate more on marketing and designing the products for the malesegment of the market

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The company may try to change womens cultural attitude towards driving cars slightly and explore new marketing niches.

Hill, C.W.L. & Jain, A.K. (2009) International Business: Competing in the Global Marketplace. 6th edn. New Delhi: Tata McGraw-Hill. pp. 140-141 Hofstede, G. (2009a) Geert Hofstede Cultural Dimensions. Available at: http://www.geerthofstede.com/ [Accessed: 27 November, 2010].