Trompenaars Cultural Model Dr.

Trompenaars described culture as the manner in which dilemmas are reconciled as he states, every nation seeks a different and winding path to its own ideals of integrity and argues, Businesses will succeed to the extent that this reconciliation occurs. (Trompenaars, F.; 1996:51) As stated by Rugman and Collinson (2011) that Trompenaars model is used in a variety of ways to gain an understanding of problems that may arise face-to-face, company-tocompany and company to customer. Generally, organizational characteristics of firms, which are based in particular countries or dominated by a particular nationality, are best suited for an analysis by the Trompenaars seven cultural dimensions as they are beneficial in measuring changes in behavioral and cultural pattern over a period of time. (Rugman, A. M; & Collinson, S.; 2009:139) The Trompernarss dimensions of culture have complex structure. Although the first assumptions might be that these seven dimensions are straightforward to apply, in reality it is quite difficult. The dimension can score high in exhaustiveness and very low on exclusivity. Two concepts have been identified as having similar features, more precisely environment and individualism. However, Trompenaars dimensions can be readily applied to different levels of analysis. The stability of the application has not been researched yet and poses a good ground for a study.( Chanchani , S. & Theivanathampillai,P; 1997:10) When it comes to relevance of the research methods, the aspects of it are difficult to be measured. As criteria to study the relevance the readership satisfaction has been considered. How these dimensions can be applied to various scientific researches is not yet know and thought to be subjective. Therefore, the dimensions are rated low. .( Chanchani , S. & Theivanathampillai,P; 1997:10) Another aspect of Trompenaars dimensions that is under discussions if their ability to locate the key themes. Individuals and their psychology would perceive the dimensions differently. According to this criterion, the dimensions have scored low.Finally, the dimensions fail to explain cultural change, which cannot be measured. A low rate has again

been assigned to Trompenaars dimensions. .( Chanchani , S. & Theivanathampillai,P; 1997:10) Strengths: Trompenaars had added some essential cultural dimensions including few of hofstede's. Trompenaars described his framework as problem solving, specifically linked with time, connections and surrounding environment. (Trompenaars, 1993). Weakness: Trompenaars cultural dimensions were not created by statistical analysis. Indeed he developed his own collection framework only on the data he assumed to be reasonable. 5 This collection of information is mostly based on theoretical than derived from scientific experiments. The data collected from questionnaires is relevant to few questions through which its importance had been exhibited.

Hofstede cultural model The studies of Hofstede (2005) are a major landmark in the advancement of cross-cultural social science readings. There is a mention of Hosftedes work in all the major publications of sociology, anthropology, history, law, economics and business administration. (Orr., L., & Hauser,W., 2008:2) The cultural model boasts of a sample study of 116,000 respondents, which however has been one of the largest surveys conducted despite being in the 1970s. It can be observed that information population of IBM employees is scattered across many countries that enables comparison among them. This can be regarded as the strength of the model despite facing complications of generalizing occupational groups within the nation. (Hollensen, S., 2007:230) It can be referred that Hofstedes five dimensions can draw significant comparisons amongst diverse national cultures. The questions asked by Hofstede are deemed to be of great value to the international managers. Therefore, there is relevance of connotations of each dimension. Subsequently, this model is considered to be the most detailed study of different national cultures. (Hollensen, S., 2007:230) It is observed by, Orr and Hauser (2008) that the analysis conducted by Hofstede was

involving the IBM employees only and hence the overall impact of corporate culture wasnt spotted. Accordingly, it can be inferred that the cultural model minimizes the corporate-wide socialization effects which emphasis on the conduct within the corporate culture. (Orr, L., & Hauser,W., 2008:16) Orr and Hauser (2008) findings also highlight the shortcomings around the lack of mutual exclusivity of the dimensions as the findings show that there are significant overlap within and across Hofstedes dimensions and there were no evidently recognizable factors supporting the models methodology in its present state. (Orr, L., & Hauser,W., 2008:16) Orr and Hauser (2008) also questions the relevance of Hofstedes original dimensions and their significance in the 21st century. () Importance of the dimensions across different cultures, sub-cultures, regions, religions, individuals and their effect in the current times is a matter of concern. For instance, strong religious practices, legal, economic, and educational system will dramatically influence how anyone responds to Hofstedes model. (Orr, L., & Hauser,W., 2008:16) Hofstedes cross-cultural model, according to Orr and Hauser (2008) need to adapt to the current centurys global environment. There is a need to re-examine each dimension according to the modern day business environments both operationally and theoretically. Hofstedes contribution towards foundations of cross-cultural analysis and understanding is significant. However, for the survival of any good model a need arises for it to be constantly re-defined, re-examined and adapted to the current business environment. Similarly, the Hofstedes cross-cultural model needs strengthened and adapted to the current environment situation of new millennium where a variety different cross-cultural values, attitudes and behaviors lasts. (Orr, L., & Hauser,W., 2008:16)

Strengths

There are some strengths of this model. Hofstedes framework is the most widely used national cultural framework in psychology, sociology, marketing and management. He created five dimensions, assigned indexes on each to all nations, and linked the dimensions with demographic, geographic, economic, and political aspects of a society, a feature that is unmatched by other frameworks. It is the most comprehensive and robust in terms of the number of national cultures samples. Moreover, the framework is useful in formulating hypotheses for comparative cross-cultural studies. Consequently, Hofstedes operationalization of cultures (1984) is the norm used in international marketing studies. Weaknesses: On the other hand, it has some weaknesses as well. The averages of a country do not relate to the individuals of that country. One must be aware that not all individuals or even regions with subcultures fit into the mould. The data has been collected through questionnaires, which have their own limitations. And all the respondents had worked in the single company. Hence, the results of the data may not be accurate. The data has become old at the present and it is not up-to-date (1967-1973). The culture of a country can change over time, by internal or external influences.

A brief description of the GLOBE Model and its comparison with the Hofstedes CrossCultural Model. The main objective of the GLOBE project was to increase the existing prevailing knowledge that is relevant in the subject of cross-cultural interactions. According to Xiumei & Jinying (2011) GLOBE is a longstanding systematic research piece that is designed to explore the interesting and complex effects of leadership, organizational effectiveness, economic competitiveness of the societies and human conditions of the members of the society. This study is an expansion and extension of Hofstedes work on cross-cultural model and is designed to examine various hypotheses developed on leadership subjects. (Xiumei, S, & Jinying, W; 2011:94) The cultural dimensions identified in the GLOBE Model are Uncertainty Avoidance, Power Distance, Institutional Collectivism, In-Group Collectivism,

Gender Egalitarian, Assertiveness, Future Orientation, Performance Orientation and Human Orientation. GLOBE Model examines each dimension in the form of two questionnaires. The former measuring managerial reports of actual practices and what it should be in terms of values in their companies and the later focusing on measuring managerial reports of values and practices in their societies. It is to be noted that 18 scales of measures in terms of practices and values are undertaken in accordance with GLOBE dimensions of culture. (Xiumei, S, & Jinying, W; 2011:95)

Analyses of the cultural difficulties faced by German expatriates while working in the United States German expatriates come to America essentially to broaden their understanding of business and markets of United States, to generate ideas for the affiliate company to the main headquarters, learning the English language to accomplish company assignments. However, there seems to be an absence of cultural blindness or the absenteeism of ethnocentricity in foreign country. Many culture-oriented problems are faced by the German expatriates while meeting the goals and objectives of an organization in America. The major cultural communication problems faced by German expatriates as stated by Hildebrandt (1975) are mentioned below. (Hilderbandt, 1975:15)

Realistic possibilities of demonstrating motivating and leadership qualities can be occurred by expatriates from different cultural backgrounds as argued by Muenjohn and Armstrong (2007) with the development of transformational leadership. This concept according Muenjohn and Armstrong (2007) is a process

in which actions were undertaken by the leaders to increase the awareness of their followers of what is correct and incorrect, which led to motivating the subordinates which in turn results in beyond expectation performance. (Muenjohn, N &Armstrong,A; 2007:268) Many researchers believe qualities of inspiration, motivation, individual consideration and intellectual challenge are core functions of extraordinary world leaders that remains throughout the world and is applicable to expatriates from various cultural backgrounds. (Muenjohn, N &Armstrong,A; 2007:268) Muenjohn and Armstrong (2007) argue that qualities of transformational leadership travel across cultures and accepted worldwide. However, there are concerns associated with specific behaviors with individual leadership factors that may vary from country to country.( Muenjohn, N &Armstrong,A; 2007:269) It is to be noted that expatriates possessing transformational leadership qualities raise the awareness of their subordinates, which encourages them to work from newer perspectives, and develops their overall potential and ability to surpass selfinterest for the benefit of the organization. These behavioral qualities of leaderships are ideal from countries to countries.( Muenjohn, N &Armstrong,A; 2007:275) Studies by Muenjohn and Armstrong (2007) conducted in Asia, North America, Europe and Asia-Pacific suggests that transformational leadership assists to increase the overall satisfaction of the subordinates, enhance their effort and encourage them to be more effective and the worldwide contribution of such kind of leadership was outstanding. The studies were conducted on various sectors like health, military and information technology. Furthermore, the data sampling for the findings were from leaders at different levels like the teachers, middle managers and executive leaders. (Muenjohn, N &Armstrong,A; 2007:275)

Conclusion

It can be concluded that in this assignment the traditional cultural models have been evaluated and there relevance in the current business environment is a matter of concern according to many researchers. There is a need to re-invent them in order to cater to the present scenario of cultural analysis. Furthermore, the GLOBE Model has been discussed and clear similarities are observed from Hofstedes work in this model. However, it is the differences in the two models that reflect the change in perception over time, nevertheless this model also comes with its share of shortcomings and there is a need to work on it. Besides there has been a detailed study of cultural differences faced by the German expatriates in the American business environment and cultural differences in both the countries is discussed in detail. Lastly, it is discussed with transformational leadership qualities expatriates can demonstrate leadership and motivating skills in different cultural backgrounds of the world which is the need of the hour in the current economic situation.