Category: Definition

What is Definition:

Firstly, The Synonym of definition is explanation, interpretation, rationale, solution, translation, analog annotation, characterization. Secondly, The definition means clarification, clue, comment, commentary cue, delimitation, delineation, demarcation, denotation. Furthermore, it implies determination, diagnosis, drift, elucidation, exemplification, explication, exposition.  Finally, it represents the same meaning of expounding, fixing, formalization, gloss, individuation, key, rendering, rendition, representation, settling, signification, terminology, outlining, statement of meaning.

Principles of Total Quality Management & Eight Principles of TQM

Principles of Total Quality Management & Eight Principles of TQM.

Quality Definition in Business

Quality in business means satisfying the customers by providing excellent products and services. Researchers defined quality in many ways, but the essence of the definition is almost similar. Edward described that “quality is the ability to exceed the customer’s satisfaction by providing service and product.” In addition, Crosby defined “quality as conformance to customers’ requirements.” Moreover, Juran defined quality as being ‘fitness for use. So, quality is the standard or degree of the products or services that can differentiate them from others by measurement.

Total Quality Management (TQM)

Total Quality Management (TQM) refers to the management process that includes the commitment and dedication of every employee in the organization to maintain a high level of quality in every sector for customer gratification. The employees have to be informed about the strategy before implementing it. In the mid-1980s, total quality management (TQM) was introduced based on the Company-Wide Quality Control (CWQC) and benchmarking process.

Later, many scholars, such as Juran, Deming, and Ishikawa, contributed to the practices and improved the content of Total Quality Management. The most important contributions of Total Quality Management are the Deming Cycle, Juran quality trilogy, Ishikawa’s Fishbone diagram, and CWQC (Yang, 2012). For example, Netflix practices Total Quality Management, and Netflix organization changes confirm that the authority focuses on maintaining the TQM tools.

What are the Principles of Total Quality Management?

Principles of Total Quality Management

The 8 Principles of TQM are:
  1. Customer Focus
  2. Leadership
  3. Involvement of People
  4. Processes Approach
  5. System Approach
  6. Continual Improvement
  7. Factual Approach to Decision-Making
  8. Mutual Beneficial Supplier Relationship.
Principles of Total Quality Management (TQM)- 8 Principles of TQM
Principles of Total Quality Management (TQM)- 8 Principles of TQM

In the mid-1990s, the eight basic principles or elements of total quality management (TQM) were proposed by some well-known philosophers (Evans, 2013). These eight principles of TQM work entirely together to develop the process and yield customer satisfaction. The 8 Pillars of TQM are key components to achieve competitiveness. Many organizations adopt these TQM pillars to gain top positions in the market.

1. Customer Focus

The first and prime principle of total quality management (TQM) focuses on the existing and potential customers buying the products and services. Customers are the people who justify the quality of the products and services. So, the company needs to ensure that the customers will feel they have spent their money on a quality product if it can last long enough to fulfill demands. You can exceed customer satisfaction only when you know their needs. So, successful companies align their objectives with the client’s needs. According to the gap model of service quality, organizations can lose clients if they misunderstand the service quality. 

2. Leadership

Leadership is the process by which leaders influence other people to work effectively to achieve organizational goals. They enhance relationship engagement in the organization.  Leadership is essential in maintaining unity among employees to achieve interdependent goals (Evans, 2013). Although there are mainly three types of leadership in the industry, the democratic leadership style is the best for performing well. Leaders can form a convenient environment to work effectively within the organization, where all employees work to achieve the organization’s goal. So, leadership seems to be an essential principle of total quality management.

The primary advantages of Leadership are:

The primary motive of the leaders is to motivate the employees to achieve targets and improve job performance.
Leaders inspire, motivate, and create a strategic plan congruent with the business goal.
They develop a precise vision for the future of the organization.

3. Involvement of People or Employees

People’s involvement refers to involving all employees from top to bottom to take responsibility for the products and services, and fostering continuous improvement.

People at every level give their all-out efforts and dedication to the organization’s profits. The total employee commitment enables the industry to develop products and grow sales. So, all the employees in the organization have to be well-trained, committed, and dedicated to achieving an interdependent goal on time.

Additionally, the industry needs to create a responsive environment where every employee will be motivated to complete the task correctly. The employees’ activeness, motivation, and retention can yield customer gratification. The involvement of people can produce effective teamwork. According to Evans (2013), three types of cooperation are vertical, horizontal, and inter-organizational.

The primary benefits of People Involvement are:

It influences employees who are dedicated to the workplace.

The involvement of people is an intrinsic motivation that charms employees to contribute to the organization’s growth. The process theories of motivation explain how people’s involvement and affiliation motivate employees to keep working in the workplace.

It enhances employees’ creativity and innovation in the organization.

4. Processes Approach

The company needs to improve the process consistently to yield sound output. A good result from the processes approach can bring customer satisfaction. The process approach enhances continuous improvement that is innately connected with the Deming PDCA cycle. Continuous progress can ensure product and service quality. It is an essential principle of Total Quality Management (TQM). Hence, TQM focuses on the process approach to assure product or service quality.

5. System Approach to Management

The System Approach to Management is a vital element for Total Quality Management (TQM) because it highlights a holistic view of executing the strategy successfully. It includes an open system, subsystem, holism, input, output, and feedback. The leader focuses on the company’s common goals rather than individual goals. They consider the overall effectiveness and achievement of the entire organization to be congruent with the company vision and mission.

The industry makes a proper implementation plan and collects data while applying those processes. The International Organization for Standardization (ISO) describes this principle: “Identifying, understanding, and managing interrelated processes as a system contributes to the organization’s effectiveness and efficiency in achieving its objectives.”

6. Continual Improvement

Continual improvement of the process is an essential step for every industry to satisfy its customers. Therefore, TQM assists the company in keeping an eye on the constant improvement of the system to improve the service quality and products of the industry. Above all, continual improvement assists the company in achieving competitive advantages, and it is the most critical principle among the eight principles of TQM. It is a cyclical process that continuously identifies and resolves problems to achieve operational success.

Continual Improvement Model

The most common models of continual improvement are: the Deming PDCA Cycle, the Six Sigma, and Kaizen.

Deming PDCA Cycle

The Deming PDCA model includes four key elements —Plan, Do, Check, and Act —to ensure continuous improvement in an organization. The PDCA cycle highlights research, learning, team empowerment, data collection, data analysis, evidence-based decision-making, implementation, rapid progress, and continuous improvement for the products and services in the organization.

Six Sigma

Six Sigma is a methodology used by companies like General Electric and Motorola to reduce defects and variation in processes. By applying statistical tools and rigorous analysis, organizations identify the root causes of problems and implement solutions to achieve near-perfect quality levels. Six Sigma emphasizes data-driven decision-making and continuous improvement to drive business success.

Kaizen

Kaizen, meaning “continuous improvement” in Japanese, is a fundamental aspect of TQM. Companies such as Honda and Canon embrace Kaizen as a core philosophy, encouraging employees at all levels to suggest improvements and participate in problem-solving activities. Through small, incremental changes to processes and systems, organizations achieve significant improvements in quality and efficiency over time.

7. Factual Approach to Decision-Making

A factual approach to decision-making is an objective approach to the decision-making process, rather than depending on assumptions. In this step, leaders focus on data collection and analysis, and making decisions.

It eases making decisions based on the information collected from data. Making a decision based on facts is an effective way to achieve customer satisfaction. This principle uses the actual method to collect and analyze data to make decisions for the company’s progress.

The key benefits of a factual approach are getting outcomes, improving performance, efficiency, and enhancing confidence.

8. Mutual Beneficial Supplier Relationship

A mutually beneficial supplier relationship is the final principle of total quality management for building rapport with suppliers. It is also called reciprocity or mutual benefits for both the company and stakeholders. Usually, a business is conducted by multiple combined departments, and each department is assigned individual tasks, although these departments’ functions are interconnected.

In this stage, the organization and supplier share a common goal, and they depend on each other. The trust and value creation improve between the company and the supplier.

Mutually beneficial supplier relationships improve the quality of the products and services, and  create long-term agreements

Conclusion

The Eight Core Principles of TQM are Customer Focus, Leadership, Involvement of People, Processes Approach, System Approach to Management, Continual Improvement, Factual Approach to Decision-Making, and mutually beneficial Supplier Relationship. These are examples of total quality management principles, also known as the eight pillars of comprehensive quality management. However, the eight principles of TQM are fundamental elements in driving a business successfully.

Everybody in the company has to be conscious of the plan, method, and strategy to achieve a goal. The risk of failure can increase due to not maintaining the principles of total quality management. So, the authority should ensure that every employee is aware of them. It will motivate the employees, letting them know they contribute to the industry. Effective communication also reduces the risk of failure and increases coordination and cooperation.

The total quality management process helps all sections work combined to achieve an interdependent objective. The company uses visual aids and flowcharts to understand how employees perform perfectly. Executing total quality management (TQM) is not easy; TQM represents a significant cultural shift, so the company needs to implement it slowly and accurately (Evans, 2013).

 Examples of Total Quality Management (TQM) in Practice:
Toyota Production System (TPS)

Toyota’s renowned production system is a prime example of TQM in action. TPS focuses on eliminating waste, improving efficiency, and empowering employees to identify and solve quality issues on the production line. By implementing TQM principles, Toyota has consistently delivered high-quality vehicles while minimizing costs and lead times.

ISO 9000 Quality Management System

Many organizations adopt the ISO 9000 series of standards to implement TQM principles and ensure consistent quality in products and services. By establishing formal quality management systems that focus on customer satisfaction, process improvement, and compliance with regulatory requirements, companies demonstrate their commitment to delivering high-quality products and services.

These examples demonstrate how TQM principles can be applied across various industries to drive continuous improvement, enhance customer satisfaction, and achieve sustainable business success, all while ensuring the originality and authenticity of the content.

Practices of Total quality management (TQM)
Total quality management (TQM)
The Advantages of Total Quality Management Principles

Although Japan identified total quality management (TQM) advantages in the mid-1950s, the benefits of TQM have been disclosed worldwide. The most important benefits of the TQM are:

The TQM principles develop the quality of products and services to satisfy customers; they motivate employees naturally and boost their productivity.

Additionally, the principles of TQM reduce production costs and faults and make processes more efficient and reliable.

Moreover, it improves the condition of the work environment and the communication process.

Finally, the core principles of TQM raise the profit margin.

Total Quality Management Tools

The researchers introduced many tools of the TQM that help the industry operate smoothly with profit. These tools can help the industry in many ways. For example, the fundamental strategies are: identifying difficulties with quality, analyzing data, collecting information, identifying the leading causes of the problems, and assessing the results.

Quality Strategy to Profitability in the Organization

Since the 1980s, researchers have represented diverse quality management systems to maintain the quality of the products and services in the organization, such as the total quality management system (TQM), Six Sigma, reengineering, skeletal system, and so on. The company has executed the most quality improvement strategies worldwide to yield good results by solving problems or faults.

The History and Evolution of Quality Management Strategies
  • Inspection quality control (IQC), since 1910
  • Statistical process control (SPC), since 1930
  • Total quality control (TQC), since 1950
  • Company-wide quality control (CWQC), since 1970
  • Total Quality Management (TQM), since 1985
  • Six-Sigma (6σ), since 1986
  • Business Excellence Model, since 2000
  • The development and implementation system of the DMAIC Six Sigma program
References

Evans, J. R. (2013). Quality & performance excellence. Cengage Learning.
Yang, C. C. (2012). The integration of TQM and Six Sigma. Total Quality Management and Six Sigma, 219.

Citation for this Article (APA 7th Edition)
Kobiruzzaman, M. M. (2025). Principles of Total Quality Management & 8 Principles of TQM. Newsmoor- Best Online Learning Platform. https://newsmoor.com/total-quality-management-tqm-eight-principles-and-practices-of-tqm/

Hofstede’s 6 Cultural Dimensions Examples

Hofstede’s Cultural Dimensions Theory. Also, Definition and Examples of Geert Hofstede’s Six Cultural Dimensions.

Hofstede’s Cultural Dimensions

Hofstede’s cultural dimension was developed in 1980 by Dutch management scholar Geert Hofstede. It is also known as Hofstede’s model and theory. Geert Hofstede’s cultural dimensions are a conceptual framework for identifying cultural differences worldwide. It systematically compares the nations based on beliefs, values, behaviors, and attitudes. Hence, Hofstede’s cultural dimensions theory explains how a society’s culture shapes its members’ values. It also uses a factor-analytic structure to show how these values relate to behavior.

Initially, Hofstede’s cultural dimensions theory had only four dimensions: power distance index, individualism vs. collectivism, masculine vs. feminine, and uncertainty avoidance index. In 1988, Michael Harris Bond added the 5th dimension, “Long-Term versus Short-Term Orientation,” to Hofstede’s model. Similarly, in 2010, Michael Minkov described and added the 6th dimension- indulgence vs. restraint — to Geert Hofstede’s theory. Therefore, it is also known as Hofstede’s dimensions of national culture that evaluate and represent cultural differences globally.

This model generates a rank for each country through contained scores on a specific dimension. Each dimension of the Hofstede model differs from the others in its unique factor analysis. Hence, it is one of the critical theories to understand the cultural differences prevalent across the country. Cultural differences create cultural conflict, also known as cultural noise in communication.

Hofstede’s Six Cultural Dimensions

Geert Hofstede’s 6 Cultural Dimensions are Power Distance Index (PDI), Individualism Vs. Collectivism, Masculinity Vs. Femininity, Uncertainty Avoidance Index (UAI), Long Vs. Short-Term Orientation and Indulgence Vs. Restraint. This cultural dimensions theory is beneficial for understanding and changing the work attitudes of organizations, groups, team members, and so on. This model enables group members to negotiate with one another during group communication. It also helps negotiators understand the other party during international negotiations. Hofstede’s cultural dimensions are a significant model of communication that contributes to global and cross-cultural communication.

Hofstede’s 6 Cultural Dimensions are:

  1. Power Distance Index (PDI)
  2. Individualism Vs. Collectivism
  3. Masculinity Vs. Femininity
  4. Uncertainty Avoidance Index (UAI)
  5. Long Vs. Short Term Orientation
  6. Indulgence Vs. Restraint
Hofstede’s 6 Cultural Dimensions- Geert Hofstede’s Six Cultural Dimensions Theory
Geert Hofstede’s Six Cultural Dimensions

1. Power Distance Index(PDI)

(Extent of Inequality and Power Distributed in Society)

The power distance index refers to the degree to which members of a society accept hierarchical distance between power and authority. It is a crucial element of Hofstede’s six cultural dimensions that assesses the inequality (more versus less) among group members of society. Additionally, it has a significant impact on international business negotiations. The power distance index falls into high and low power distance.

High Power Distance

High power distance refers to a society in which less powerful people readily accept an unequal power distribution within the community. It means accepting the inequity between high- and low-status members of society. People with High PDI expect power to be distributed unequally, so they do not complain about inequality. It has become a tradition that is passed down from generation to generation. They value traditional norms and social rules. Therefore, people in high-power-distance countries accept inequity in organizations.

Examples of High Power Distance Countries

Bangladesh, China, India, Singapore, Malaysia, and Arab countries have very high power distance scores; therefore, these countries are examples of high PDI in 2023. For example, Bangladesh and China ranked as high-power-distance countries, with scores of 80. Additionally, India scores 77, and Singapore scores 74 in the power distance dimension. People from the following countries are more likely to accept inequalities between people with high and low power status. People in these countries do not complain; they admit it as a social order.

Hofstede country comparison website: www.hofstede-insights.com. Anyone can compare the country’s culture through the following link.

Example of High Power Distance Countries- High Power Distance Countries- Hofstede’s Cultural Dimensions
Low Power Distance

Low power distance refers to a culture in which less powerful people do not readily accept unequal power distribution in society. It means accepting equity and equality between high- and low-status members of society. Members of the community practice fairness and interdependence in society. People in a low PDI society are pragmatic; hence, they are less oriented to traditional values. They also complain about the subsisting inequity between high- and low-status members in communities and organizations.

Examples of Low Power Distance Countries

Austria, Israel, Denmark, New Zealand, Norway, Germany, and the United Kingdom are examples of low-power-distance countries in 2023. According to Hofstede’s cultural dimensions theory, Austria has the lowest PDI score at 11, followed by Israel at 13, Denmark at 18, New Zealand at 22, Norway at 31, Germany at 35, and the United Kingdom at 35. People from these countries do not accept the inequity between high- and low-influence people in society, communities, and organizations. They also raise their voices against injustice and discrimination in society.

Example of Low Power Distance Index Countries in 2022- Hofstede’s Cultural Dimensions

Differences Between High and Low Power Distance Cultures
High Power Distance Culture
Low Power Distance Culture
People certainly accept unequal power distribution in society. In contrast, people complain about unequal power distribution.
Juniors respect older people in society. Senior and junior people respect each other equally.
Discrimination is prevalent across every sector of the country, including social, government, and non-governmental organizations. On the other hand, people raise their voices against discrimination.
The political leader and organizational Boss are autocratic people. The political leader and organizational Boss are democratic people.
For example, high power distance cultures exist in Bangladesh, China, India, Singapore, Malaysia, and Arab countries. For example, low power distance cultures exist in Austria, Israel, Denmark, New Zealand, Norway, Germany, and the United Kingdom.

2. Individualism Vs. Collectivism

(Prefer To Work Independently or Interdependently)

Individualism and collectivism are the most significant cultural dimensions that separate societies in which people prefer to work individually or interdependently. According to Hofstede’s model, a high score in a country indicates an individualistic culture. On the other hand, the low score suggests a collectivistic culture. Hofstede’s cultural dimensions theory emphasizes collectivism, so members of an individualistic society should understand that they are part of a larger group. Therefore, they should make all-out efforts to achieve a shared goal. Tuckman’s communication model discusses how to work together in a group to reach common goals.

Individualism

Individualism refers to a culture in which people prefer to work independently and seek freedom in the workplace. Individualistic members prefer working alone and seek credit for their work. In this culture, task prevails over relationships in the workplace. People in individualistic cultures do not want to work in groups, so they set independent goals and appreciate freedom. Thus, they are assertive, self-reliant, competitive, and value individual achievement.

Individualistic Countries Examples

Usually, individualist cultures are prevalent in Western countries. For example, the United States, Australia, the United Kingdom, Canada, the Netherlands, New Zealand, and Ireland are individualistic countries. According to Hofstede’s Dimensions of National Culture, the United States scores 91, followed by Australia with 90, the United Kingdom with 89, Canada with 80, the Netherlands with 80, New Zealand with 79, and Ireland with 70. Therefore, people from these countries prefer working alone and value independent achievement.

Individualistic Countries Examples

Collectivism

Collectivism refers to a culture in which people prefer to work together and foster interdependent achievement. Collectivist members like working in groups and helping each other. They like working in groups rather than alone. In this culture, relationship prevails over tasks in the business setting. They also enhance group identity and group success. Hence, they are cooperative, obedient, and self-sacrificing. In collectivist cultures, family members maintain strong relationships with other members. On the other hand, family members do not focus on maintaining strong relationships in an individualistic society.

Collectivistic Countries Examples

Collectivist cultures are common in Asian and Latin American countries. Guatemala, Ecuador,  Venezuela, Indonesia, Pakistan, Taiwan, South Korea, China, Bangladesh, and Malaysia are considered the most collectivistic nations globally. According to Hofstede’s cultural dimensions model, a low score in this dimension indicates a collectivistic society. For example, Guatemala has ranked as the most collectivistic country in the world, with a score of 06, followed by Ecuador with 08, Venezuela with 12, Indonesia with 14, Pakistan with 14, Taiwan with 17, South Korea with 18, China with 20, Bangladesh with 20, and Malaysia with 26. So, people from these countries prefer to work in groups and intend to achieve shared goals.

Collectivistic Countries Examples

Hofstede Cultural Dimensions: Masculinity vs. Femininity

Differences Between Individualistic and Collectivistic Cultures

Individualistic Culture
Collectivistic Culture
Firstly, People are intended to work alone. In contrast, people are intended to work in groups or teams.
Additionally, people foster personal achievement. People foster group achievement.
In this culture, the member takes responsibility only for the immediate family, including the wife and children. On the other hand, in a collectivistic society, members take responsibility for the extended family, including parents and grandparents.
In the workplace, employees are supposed to focus on their personal tasks and compete for positions. In contrast, employees are supposed to share the workload.
Tasks control the relationship However, relationship prevails over functions. The government
plays a small role in society. The government certainly plays the most critical role in society.
Above all, people are assertive, self-reliant, self-interested, competitive, and independent. Whereas People are obedient, self-sacrificing, cooperative, and interdependent.
I- Consciousness We- Consciousness
For example, individualistic cultures are prevalent in the United States, Australia, the United Kingdom, Canada, the Netherlands, New Zealand, and Ireland. For example, collectivistic cultures are prevalent in Guatemala, Ecuador,  Venezuela, Indonesia, Pakistan, Taiwan, South Korea, China, Bangladesh, and Malaysia.

3. Masculinity Vs. Femininity

(Assertiveness and Nurture Society)

Masculinity versus femininity is another dimension of Hofstede’s theory that distinguishes societies by gender roles and traits. The dimension’s high score refers to a masculine culture driven by competition and material success. On the other hand, the low score indicates a feminine society driven by the quality of life.

In business circumstances, masculinity versus femininity refers to “tough versus tender” cultures.

Masculinity

Masculinity pertains to traits associated with an assertiveness culture in society. According to Geert Hofstede’s cultural dimensions, men in a masculine culture focus on personal tasks and material success. The roles of males and females overlap less than in a feminine society. The men are more assertive, decisive, dominant, and focused on success. On the other hand, women are more humble, loving, and focused on the quality of life. In this society, men concentrate on assertiveness, heroism, and performance. The men of these societies are more competitive than the women of these societies. In China, children learn the importance of personal achievement from a young age. So, they compete with each other for self-success.

In business settings, masculinity refers to the rough culture in the organization. The Boss does less discussion with employees to make decisions.

Examples of Masculine Countries

Slovakia, Japan, Hungary, Austria, Venezuela, Italy, Mexico, and China are considered masculine countries for their high score in this dimension. For example, Slovakia scores 100, following Japan(95), Hungary(88), Austria (79), Venezuela (73), Italy 70, Mexico (69), and China (66). So, the gender roles of these countries are specific and overlap very little.

Examples of Masculine Countries and Culture in 2022- Hofstede’s Cultural Dimensions
Examples of Masculine Countries in the World (High Score)
Feminine

Femininity denotes traits associated with a nurturing culture. The members of feminine society focus on relationships and quality of life. They are nurtured, cooperative, modest, and caring toward others in society. They also maintain modest behavior in the community and organization.

In the business context, femininity refers to the organization’s tender culture. The Boss does great discussion and intuitive analysis to make decisions.

Examples of Feminine Countries

Sweden, Norway, the Netherlands, Denmark, Costa Rica, and Finland are considered the most feminine countries globally, as indicated by their low MAS scores in this dimension. According to Hofstede’s cultural dimensions theory, Sweden ranked the most feminine country in the world with a score of 5, followed by Norway (8), the Netherlands (14), Denmark (16), Costa Rica (21), and Finland (26). So, the gender roles of these countries are fluid and overlap significantly.

Examples of Most Feminine Countries in the world
Examples of Most Feminine Countries (Low Score)

4. Uncertainty Avoidance Index (UAI)

(Extent of Comfort in Uncertain Situations)

The uncertainty avoidance index describes how people across countries handle ambiguous situations. It also identifies the people who are comfortable in uncertain moments and who are scared to encounter unwanted difficulties. According to Geert Hofstede’s cultural dimensions, the uncertainty avoidance index is divided into two categories: high uncertainty avoidance and low uncertainty avoidance.

High Uncertainty Avoidance

People in high-uncertainty-avoidance societies closely follow rules and regulations to avoid undesirable situations. They prefer to follow routines and make plans to prevent unpredictable moments. They also believe proper planning is essential for achievement; hence, parents control their children’s lives excessively. People in high UAI-scoring countries are more traditionalistic, stiff, and structured. The structured person tends to do the right things and avoid unwanted consequences.

Examples of High Uncertainty Avoidance Countries

Greece, Guatemala, Russia, Portugal, Belgium, and Japan are the highly uncertain avoidance countries. According to Hofstede’s cultural dimensions theory, Greece ranks highest in uncertainty avoidance, with a score of 100, followed by Guatemala (98), Russia (95), Portugal (95), Belgium (94), and Japan (92). So, people in these countries prefer a planned life to avoid unwanted risks.

Examples of High Uncertainty Avoidance Countries- Hofstede’s Cultural Dimensions
Examples of High Uncertainty Avoidance Countries
Low Uncertainty Avoidance

People in low-uncertainty-avoidant societies are comfortable with undesirable situations. They act first, then gather enough information. They are not intended to follow all rules and regulations thoroughly, so they work to reduce unnecessary rules in society and organizations. People in low-UAI countries are relaxed and open-minded; therefore, they are not afraid of uncertainty or unpredictability.

Examples of Low Uncertainty Avoidance Countries

Singapore (8), Jamaica (13), Denmark (23), Hong Kong (29), Sweden (29), and Malaysia (36) are examples of low uncertainty avoidance countries. People from these low-UAI countries accept risk easily and are not afraid to encounter unwanted situations.

Examples of Low Uncertainty Avoidance Countries- Hofstede’s Cultural Dimensions
Low Uncertainty Avoidance Countries in the World

5. Long Vs. Short Term Orientation

(Pragmatic Versus Normative)

Long versus short-term orientation is a crucial dimension of the Geert Hofstede theory that categorizes society based on pragmatic and normative actions. Michael Harris Bond added this dimension in 1988. It helps measure the tendency toward long-term or short-term results. It also describes how people deal with the past, present, and future.

Long Term Orientation

People in long-term orientation are focused on the future and consider it more valuable than the past. They tend to spend a lot of time achieving long-term results. Members of a long-term-oriented society are practical, modest, and more careful. They also encourage others to utilize time and money properly to achieve the goal.

Examples of Long-Term Orientation Countries

According to Geert Hofstede’s cultural dimensions theory, South Korea (100), Taiwan (93), Japan (88), China (87), Germany (83), and Singapore (72) are the countries with the highest long-term orientation in the world. So, people from these countries set long-term goals and expect perseverance and satisfaction.

Long Term Orientation Countries Example in 2022- Hofstede’s Cultural Dimensions
Examples of Long-Term Orientation Countries
Short Term Orientation

People with a short-term orientation are focused on the past and present, considering them more valuable than the future. They prefer to enjoy the current situation regardless of their future goal. Members of the short-term-oriented society are spiritual, normative, and nationalistic.

Examples of Short-Term Orientation Countries

According to Hofstede’s cultural dimensions model, Ghana (4), Nigeria (13), Australia (21), the United States (26), the Philippines (27), and Norway (35) are considered short-term-oriented countries worldwide. So, people from these countries set short-term goals and expect immediate satisfaction.

Examples of Long Term Orientation Countries- Hofstede’s Cultural Dimensions- Hofstede’s 6 Cultural Dimensions Examples
Examples of Long-Term Orientation Countries

6. Indulgence Vs. Restraint

Indulgent versus restrained stands for cultures that allow people to enjoy or suppress gratification. In the 21st century, Michael Minkov described the six dimensions and extended the Hofstede theory.

Indulgence

Indulgence refers to a society in which many people acknowledge that they are leading happy lives. People in an indulgent society enjoy life freely; as a result, they have fun and adopt optimistic attitudes. They prioritize having friends, playing games, and spending leisure time appropriately.

Examples of Indulgent Countries

According to Hofstede’s cultural model, the most indulgent countries in the world are Venezuela(100), Mexico(97), Puerto Rico(90), El Salvador(89), Nigeria(84), Colombia(83), Germany(83), Trinidad and Tobago(80), Sweden(78), Australia (71), Canada(68), Australia(68), and also Argentina(62).

Example of Indulgent and Restraint Countries in the world in 2022
Example of Indulgent and Restraint Countries in the World in 2023
Restraint

Restraint refers to a society in which fewer people report leading happy lives. People in a restrained community suppress their gratifications and do not focus on freedom of speech. Additionally, they handle life according to traditional norms and have pessimistic attitudes.

Examples of Restraint Countries

According to Hofstede’s model, the restraint countries in the world are Pakistan(0), Egypt(4), Latvia(13), Ukraine(14), Albania(15), Belarus(15), Estonia(16), Iraq917), Russia(20), and also China(24).

Differences Between Indulgent and Restrained Societies
Differences between Indulgent and Restrained Societies
Indulgent Versus Restraint

The two additional dimensions of global cultural differences are high context versus low context and monochronic versus polychronic time. In 1976, Edward T. Hall introduced these cultural dimensions that distinguish one nation from another.

High Context Vs. Low Context

High context: Members consider background, interpersonal history, and nonverbal cues when communicating. Messages are implied and context-sensitive, for example, Japan, China, Greece, and Mexico.

Low Context: Low-context members want facts and clear, direct communication. Messages are explicit, factual, and objective—for example, the US, England, and Germany.

 Monochronic Versus Polychronic

Monochronic: Monochronic members focus on one task at a time and work hard to meet deadlines. They also adhere to plans, schedules, and time because time is valuable. For example, people in North America and Northern Europe are mostly monochronic.

Polychronic: Polychronic members are continually late, do many things at once, are easily distracted, and endure interruptions. Additionally, they are not obsessed with schedules because time is not highly valued. For example, people in Kenya, Argentina, African America, and Asia are polychronic. Monochronic versus polychronic time is a chronemic form of nonverbal communication.

Conclusion

In conclusion, Hofstede’s Dimensions of National Culture are the Power Distance Index (PDI), Individualism Vs. Collectivism, Masculinity vs. Femininity, Uncertainty Avoidance Index (UAI), Long Vs. Short-Term Orientation and Indulgence Vs. Restraint. It is an essential tool for a friendly environment in an international organization.

Hofstede’s Cultural Dimensions Theory: Strengths and Weaknesses

Strengths:

Cross-Cultural Understanding: Hofstede’s dimensions provide a systematic framework for understanding cultural differences across nations. By identifying key dimensions such as individualism-collectivism, power distance, and uncertainty avoidance, the theory helps individuals and organizations better understand cultural nuances and adapt their behavior accordingly in cross-cultural interactions.

Practical Applications: The dimensions can be applied across international business, education, healthcare, and diplomacy. For example, understanding cultural differences in communication styles or leadership preferences can help multinational corporations tailor their strategies and operations to be more effective in diverse cultural environments.

Research Validity: Hofstede’s research was based on extensive surveys of IBM employees across different countries, providing a solid empirical foundation for his dimensions. While the data may be somewhat dated, subsequent research in cross-cultural psychology and sociology has validated and extended the theory.

Weaknesses:

Simplification of Cultures: Geert Hofstede’s dimensions reduce complex cultural phenomena to a limited number of dimensions, potentially oversimplifying cultural diversity. Cultural traits are often more nuanced and multifaceted than can be captured by a few dimensions, which can lead to the risk of stereotyping or generalizing about cultural groups.

Limited Contextual Consideration: The dimensions may not fully account for the influence of historical, social, economic, and political factors on cultural differences. Cultural dynamics can vary within countries or regions and change over time, challenging the universality and stability of Hofstede’s dimensions.

Ethnocentrism and Bias: Critics argue that Hofstede’s research was conducted from a Western-centric perspective, potentially biasing the dimensions toward Western cultural values and norms. The dimensions may not fully capture the diversity of non-Western cultures or adequately represent marginalized or minority groups within societies.

  1. Lack of Individual Variation: The dimensions primarily focus on broad cultural tendencies at the national level, potentially overlooking individual variation within cultural groups. People within the same culture may exhibit different behaviors and values due to factors such as age, gender, education, and socioeconomic status.
What is Culture?

Culture is a set of values, beliefs, attitudes, behaviors, symbols, and norms people share in a society or community. The cultures vary from country to country and community to community. For example, Malaysian culture is not similar to Australian culture. Additionally, the culture of African Americans is not identical to that of  White Americans.

Citation for this Article (APA 7th Edition)
Kobiruzzaman, M. M. (2025). Hofstede’s Cultural Dimensions- Hofstede’s 6 Cultural Dimensions Examples. Newsmoor- Best Online Learning Platform. https://newsmoor.com/cultural-dimensions-hofstedes-cultural-dimensions-theory-with-six-dimension/