Vietnamese Culture Evaluation

Assement 1 (1000 words): Discusss the key dimensions of national culture in your domicile (home) country using the frameworks of Hofstede (2001) including: Power Distance; Uncertainty avoidance; Individualism/ Collectivism; Masculinity/ femininity; long term orientation. Introduction In the â€Å"flat† world today, opening a business on abroad will be easier than before (Friedman, 2005). The manager from other countries will need to face with other culture aspect that they never met before.In order to solve this problem, Hofstede’s dimensions (1970) suggested that his model with 5 dimensions: Power Distance, Uncertain Avoidance Individualism/ collectivism, Masculinity/ femininity, Long-term orientation, which refer to any culture on the globe, and Vietnam in this case. For this essay requirement, the Power Distance and Long-term Orientation will be discussed in this essay, how it is effective on this constructed in international business management as well as the disadv antage of Hofstede’s module.Hofstede’s module suggests that national culture can be influence behaviour and management in workplace. His research suggested that differences of behaviour are accounted for nationality and national culture determinants. In addition, understanding the cultural differences could be done by drawing on these dimensions. Hofstede stated that there are many national differences in work-related values, beliefs, norms and self-descriptions and societal variables, could be explained in five key dimensions of national culture. Power DistancePower distance score of Vietnam was given a high value of 70 by Hofstede’s study(2013) as mesuased by the scores in his 1970s IBM internal cultural test system, in which describe power distance as dealing with the need of a society for independence versus interdependence. In other research which is carried out by McCleland suggests that the need for power is to have influences over others and tend to be g ained more privilege than other. Additionally, Individuals with high power distance will tend to achieve target or choose a job which responsibility, feedback and a medium percentage of risk.Hofstede (1984) also suggested that in a high power distance score, Vietnam in this case, he/she is more likely to accept unequal distributions of power. It could be take away power, control mechanism or decision making, but they will easy accept this situation in higher power distance rather than lower one. However, economic system and environment are needed to take in to account as others factors which might have strongly influence power distance. In a research is carried out by Hoang (2008),a researcher from Capabella, USA, within 20 managers who are Vietnamese gave us a differences result.The research was pointed out that the managers get lower score in Power Distance, who tend be cooperate with the lower staff rather than made their decision on their own. Long-term Orientation. In Vietnames e culture, modest is highly evaluated (Te, H. D. , 1987; Cao, X. H. , 1999). In another hand, Hofstede also claimed that Vietnam got a high score on Long-term Orientation, which was influenced by Confucius, who emphasized personal and governmental morality, correctness of social relationships, justice and sincerity.Thus, society shows a pragmatic future-oriented perspective rather than a conventional historical short-term point of view ( Hofstede, 2001). It means that the Longterm Orientation is a result to develop this high score of Power Distance in Vietnam. In Hofstede website, he also claimed that Vietnam score is 80, that making it is long-term orientation. In different words, Vietnam, is a country, who believed in pragmatism, where achieving goal a task and getting virtue is prioritized.As a result, the manager can aware that the employees push their adaption up to limit if it is the requirement of the job and sometimes, working for money mind not top goal for the bread-maker. Respect from employers, peers or colleagues (Tatum, 1997 quoted by Harvery and Allard, 2009) is all so an reward for them. Despite the fact that Hofstede model is most famous theory in human resource in manager, there are some critics on it. According to Mc Sweenry (2002), Hofstede’s module was assumed that national culture is equal with company culture as well as put the Confucian Dynamism on the top of the table in his research.In Vietnamese context, beside the Confucian, Buddhism is needed to be taking in to account as well. Back in 1000 years ago, when Ly Dynasty chooses Hanoi the capital of Van Xuan, old name of Vietnam, Buddhism was become the national religious (Tran, 1997;Phan, 1992 ) until Nguyen Dynasty in 18th century. In additional, Ly Dynasty also introduced the teaching of 3 regilous: Buddhism, Confucian, Taoism at the same times in the past. This philosophy is still now alive and can be known in other name is Cao Dai religious with 3 million fellows. So Vietna m culture and behaviour will depended on religious rather than Confucian only.Conclusion. Vietnam is a developing country where is people are open-minded and easy to cooperate with other people and Money –oriented people mind be the minority, due to the reason that, the long-term goal for respect and job security is their goal of life. Two dimensions linking could be seen in the Hofstede’s module where the score of Power Distance and Long-term Orientation are 70 and 80 receptively. However, the Hofstede’s module may be still lack of evaluation in particular situation like Vietnamese behaviour in foreign countries or the over-evaluation of Hofstede on Confucian must be reviewed.From manager point of view, Hofstede’s module is still an initial step to start with. References: 1. Cao, Xuan Hao, 1999. Contributions of linguistic researches to the understanding of Vietnamese thought and Vietnamese culture 2. Confucius, a bibiography http://www. confucius. org/l unyu/edbio. htm 3. Hofstede,G. , cited in Minkov,M. , The evolution of Hofstede’s doctrine, P. 11 4. Phan, H. C. , 1992. L? ch Tri? u Hi? n Chuong Lo? i Chi (Records on Administrative Systems of Successive Dynasties). Vols. 1-2-3. Trans. by Vi? n S? H? c Vi? t Nam. Ha N? i: Khoa H? c Xa H? i Press. 5.Te, Huynh Dinh, 1987 Introduction to Vietnamese Culture. 6. Tran, Q. V. , 1997 Tim hieu van hoa dan gian Hanoi (Understanding folk culture of Hanoi). 7. Hoang. H. , 2008, Culure and Management: A study of Vietnamese cultural influences on management style. 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