Running Heading For My CV

Running Heading My Cv

MY CV 8 Trident University International My Cultural Values Cultural values are defined as the commonly held standards of what is acceptable or unacceptable, important or unimportant, right or wrong, workable or unworkable, etc., in a community or society (Cultural values, n.d.). In this journal installment we are going to cover what how my cultural values rack and stack based off my Individual Cultural Value Scale (CVSCALE) results. We are then going to bump my results up against those of America’s cultural values and see what similarities and differences there are. In order to do the aforementioned though, we have to understand what the CVSCALE is and why it is important, and to do this we have to first dive into Geert Hofstede’s five dimensions of cultural values, which is where we will begin.

Paper For Above instruction

Understanding cultural values is essential in a globalized world where interactions across diverse societies are commonplace. Cultural values shape behaviors, communication styles, management practices, and expectations within societies and organizations. This paper explores my personal cultural values based on the Individual Cultural Value Scale (CVSCALE), compares these results with broader American cultural tendencies, and examines how Hofstede’s five dimensions underpin these values. By doing so, it provides insights into the interplay between individual cultural identities and societal norms, emphasizing the importance of cultural awareness and adaptability in leadership and interpersonal relations.

Hofstede’s Five Dimensions of Cultural Values

Geert Hofstede’s framework remains a seminal tool in understanding national cultural differences. Since its inception in 1980, Hofstede’s five-dimensional model has been widely utilized to measure and compare cultural tendencies across countries. His research was rooted in a comprehensive study conducted with IBM employees worldwide between 1967 and 1973, encompassing 70 countries (Yoo, Donthu, & Lenartowicz, 2011). Hofstede’s approach to cultural measurement focused on macro-level societal attributes rather than individual behaviors, which limits direct applicability to individual differences but provides valuable macro-cultural context.

The model includes five key dimensions: Power Distance, Uncertainty Avoidance, Collectivism versus Individualism, Masculinity versus Femininity, and Long-term versus Short-term Orientation. These dimensions reflect core societal values that influence organizational behavior, leadership styles, and social interactions. For example, Power Distance pertains to how a society manages inequalities; Uncertainty Avoidance concerns its tolerance of ambiguity; Collectivism versus Individualism reflects the degree of emphasis on group cohesion versus personal achievement; Masculinity versus Femininity indicates the value placed on competitiveness versus care; and Long-term versus Short-term Orientation captures attitudes towards future planning versus tradition.

Limitations and Application to Individual Values

While Hofstede’s dimensions provide a broad understanding of national cultures, they have limitations when applied to individuals. The model assumes homogeneity within societies and does not account for personal variation or subcultures. Critics argue that Hofstede’s dimensions might oversimplify complex cultural identities and overlook dynamic social changes. Nevertheless, they serve as a useful foundation for contextualizing individual cultural preferences, especially when complemented by tools like the CVSCALE, which aims to adapt macro cultural constructs to personal assessments (Yoo, Donthu, & Lenartowicz, 2011).

The Individual Cultural Value Scale (CVSCALE)

The CVSCALE complements Hofstede’s macro-level framework by measuring individuals' adherence to cultural dimensions. It captures personal beliefs and preferences related to power distribution, communication, collectivism, gender roles, and future orientation, reflecting the intersection of individual identity with societal norms. My CVSCALE results demonstrated specific tendencies in each dimension, revealing my personal alignment with or divergence from broader American cultural values.

My Cultural Values Based on CVSCALE Results

Power Distance (PO): My score was 5 out of 35, indicating a preference for relatively egalitarian interactions. I believe in transparency and sharing information freely, consistent with low Power Distance, contrasting with higher levels typical in some hierarchical societies (Ramping up your skills for cross-cultural negotiation, 2010). Americans generally favor low Power Distance, promoting autonomy and open communication, and my perspective aligns with this trend.

Uncertainty Avoidance (UN): My score was 35 out of 35, showing a high need for clear guidelines, structured procedures, and effective communication. I value explicit instructions to avoid chaos, errors, or confusion, resonating with Hofstede’s description of societies that dislike uncertainty (Country comparison, n.d). Compared to the American tendency, which generally scores low in Uncertainty Avoidance, my preference for clarity exceeds the typical American approach, which tends to be more tolerant of ambiguity.

Collectivism (CO): My score was 25 out of 42, suggesting a balanced view but still favoring group success over individual achievement. I prioritize team cohesion and collective accomplishments, which aligns with my military background and leadership style. In contrast, American culture is highly individualistic, emphasizing personal achievement over group harmony (Country comparison, n.d). This divergence highlights different social values regarding success and community.

Masculinity (MA): My score was 12 out of 28, indicating modest tendencies towards competitive achievement and success. I value human connection, care, and cooperation, which are often associated with feminine traits in Hofstede’s framework. The CVSCALE’s wording, asking directly about beliefs in gender superiority, may differ from Hofstede’s conceptualization of masculinity, which encompasses societal emphasis on success and material achievement (Country comparison, n.d).

Long-term Orientation (LT): My score was 29 out of 42, reflecting a somewhat pragmatic outlook with room for future planning. I tend to focus on immediate needs but recognize the importance of strategic thinking. Hofstede’s dimensions suggest that American culture is more short-term focused, emphasizing tradition and quick results (Country comparison, n.d), highlighting a significant contrast with my personal orientation.

Comparison and Reflection

My CVSCALE results reveal personal preferences that partly align with American values, especially in low Power Distance, yet diverge significantly in Uncertainty Avoidance and Long-term Orientation. These differences can influence leadership effectiveness, team dynamics, and cross-cultural interactions. For military leaders or multinational organizations, understanding these variances is crucial for fostering collaboration, building trust, and achieving objectives (Earley & Gibson, 1998).

Moreover, my emphasis on group success and care complements the individualistic tendencies prevalent in American society. This balance may serve as an asset in leadership and negotiation, helping bridge cultural gaps and facilitate mutual understanding. Recognizing one’s own cultural biases and preferences enables more adaptable and empathetic approaches to diverse contexts (Yoo, Donthu, & Lenartowicz, 2011).

Implications for Leadership and Personal Development

Awareness of personal cultural values and their alignment or divergence from societal norms can enhance leadership effectiveness, especially in diverse environments. For example, my low Power Distance and high Uncertainty Avoidance suggest a leadership style that values openness, clarity, and fairness. However, adapting to cultures with different orientations, such as hierarchical or ambiguous contexts, requires flexibility and cultural intelligence. Developing this versatility can lead to better conflict resolution, team cohesion, and organizational success (Ramping up your skills for cross-cultural negotiation, 2010).

In conclusion, integrating Hofstede’s macro dimensions with personal assessment tools like the CVSCALE offers a comprehensive understanding of cultural influences on behavior. My results indicate a preference for egalitarian communication, clarity, group success, and pragmatic planning—traits that can be leveraged effectively in both military and civilian leadership roles. Continued reflection and learning about cultural dimensions will empower me to navigate the complexities of multicultural settings with confidence and sensitivity (Yoo, Donthu, & Lenartowicz, 2011).

References

  • Country comparison. (n.d.). Hofstede Insights. Retrieved from https://www.hofstede-insights.com/product/compare-countries/
  • Cultural values. (n.d.). Business Dictionary. Retrieved from https://www.businessdictionary.com/definition/cultural-values.html
  • Earley, P., & Gibson, C. (1998). Taking stock in our progress on individualism-collectivism: 100 years of solidarity and community. Journal of Management, 24(3), 265–304.
  • Hofstede Insights. (n.d.). National culture. Retrieved from https://www.hofstede-insights.com/models/national-culture/
  • Ramping up your skills for cross-cultural negotiation. (2010). Leader to Leader, 60–61. doi:10.1002/ltl.417
  • Yoo, B., Donthu, N., & Lenartowicz, T. (2011). Measuring Hofstede’s five dimensions of cultural values at the individual level: Development and validation of CVSCALE. Journal of International Consumer Marketing, 23(3/4), 193–210. doi:10.1080/08961530.2011.578059

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