Trompenaars Cultural Dimensions Model, also known as The 7 Dimensions of Culture, can help you to work more effectively with people from different cultures. Fons trompenaars Cultural Dimensions. 1. Sinem KüçükyılmazGamze Saba Berlin School of Economics and Law Intercultural Communication. TROMPENAARS CULTURAL DIMENSIONS • Trompenaars and Hampden- Turner () classified cultures along a mix of behavioral and.
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Trompenaars Cultural Dimensions Model, also known as The 7 Dimensions of Culture, can help you to work more effectively with people from different cultures.
Business is becoming ever more global, and as a result of this, teams are becoming more diverse. Thus, we are likely to need to work with people from other countries and cultures.
Trompenaars Cultural Dimensions
Most of the time things will go well when you work with people from other cultures. The model was first described in the book, Riding the Waves of Culture: Understanding Diversity in Global Business. To create the model, eimensions surveyed over 40, managers from 40 countries. The real advantage of this book and the model is that it allows you to step outside of your own biases and stereotypes.
In doing so you can see how another culture might approach a problem. This can then prompt you with ideas to resolve any misunderstanding. The 7 Dimensions of Culture Model Trompenaars Cultural Dimensions Model works by differentiating cultures based on their preferences in the following 7 dimensions:.
Cultures based on trompenzars try to treat all cases the same, even if they involve friends or loved ones. The focus is more on the rules than the relationship. Universalist cultures include Canada, the U. Cultures based on particularism will find relationships more important than rules.
You can bend the rules for family members, close friends, or important people. This dimension can be summarized by asking do we work as a team or as individuals? Do people desire recognition for their individual achievements, or do they want to be part of a group? Individualistic cultures believe that your outcomes in dimehsions are the result of your choices. Thus, decision makers can make decisions at speed. It is your responsibility to look after your happiness and fulfillment. Individualistic cultures include Canada, the U.
Cultures based on communitarianism believe your quality of life is better when we help each other. Thus, these cultures organize themselves around groups. There is a strong sense of loyalty within the group.
As a result of this group tendency, decision dkmensions is slower as everyone gives input. Job turnover will be lower due to high group loyalty.
The group gets rewarded for high performance, not the individual. In a neutral culture, people tend not to share fonw emotions. Emotions are trompenasrs course felt by the individual, but they are kept in check and controlled. Observing these people you would consider them cool and rational. Neutral cultures include Germany, Netherlands, and the U. In an affective culture, people tend to share their emotions, even in the workplace. In an affective culture, it considered normal that people share their emotions.
Examples of affective cultures include Italy, Spain, and Latin America. This dimension of Trompenaars Cultural Dimensions Model can be summarized by asking how separate is our personal and professional life? In a specific culture, people tend to keep their personal and work life separate. These cultures tend to be schedule focussed and direct and to the point in their communications.
They focus more on the goal than the relationship. Examples of specific cultures include Germany, the U. In a diffusive culture, people tend to see their personal and work life as interconnected. These cultures believe that objectives can be better achieved when relationships di,ensions strong.
As such, in these cultures work colleagues socialize with each other outside of work more. These cultures are courteous and respect age, status, and background more. Examples of diffusive cultures include China, India, Argentina, and Spain.
This dimension of Trompenaars Cultural Dimensions Model can be summarized by asking do we prove ourselves to get status or is it given to us? In an achievement culture, you earn status through knowledge or skill. Job titles are earned and reflect this knowledge and skill.
Anyone can challenge a decision if they have a logical argument. Examples of achievement cultures include the U. In an ascription culture, you are given status based on who you are. This could be because of your social status, your education, or your age. You earn respect in these cultures because of your commitment to the organization, not your abilities. A decision will only be challenged by someone with higher authority. Examples of ascription cultures include Japan, Italy, and France.
Trompenaars’ model of national culture differences – Wikipedia
This dimension can be summarized by asking, do things get done one at a time or do many things get done at once? In a sequential time culture, time is very important.
People like projects to be completed in stages. Time is money, and so it is important that each stage is finished on time. It is rude to be late for meetings in these cultures. Examples of sequential time cultures include the U.
In a synchronous time culture, people see the past, present, and future as interwoven. Because of this people do several things at once, as time is interchangeable.
Trompenaars Cultural Dimensions – The 7 Dimensions of Culture
This results in plans and deadlines being flexible. It also explains why punctuality is less important. Examples of synchronous time cultures include Japan, India, and Mexico.
This dimension of Trompenaars Cultural Dimensions Model can be summarized by asking do we control our environment or are we controlled by it?
In an internal direction culture, people believe that they can control their environment to achieve their goals. Winning is important in these cultures and aggressive personalities are thus prevalent. Examples of internal direction cultures include the U. In an external direction culture, people believe that they must work with their environment to achieve their goals.
They focus on environmental factors e. Examples of external direction cultures include China, Russia, and Saudi Arabia. Unfortunately, Trompenaars Cultural Dimensions Model has no clear and consistent way use it. But here is a very simple process you can use to start using the model:. Note that there is a reason we score the person and not the country they are from.
This is because within individual countries there are cultural differences from one region to the next. So we score the individual to avoid overgeneralizing. This is another model which can help you to understand cultural differences.
Most rtompenaars the time when working with different cultures things go fine. Share Tweet Share Share Pin. Hofstede’s Cultural Dimensions This is another model which can help you to understand cultural differences.