High Performing Teams (MGMT412)

Final Team Project

An analysis submitted in partial fulfillment of the High Performing Teams module

By:
Member SID

Zeina Serag el Din 202001110

Merna Abou el Dahab 202001117

Sherouk Abdelmoneim 202001125

Leila El Taweel 202001260

Nada Shatat 202001114

Under the supervision of Dr. Mohamed Khalifa

Teacher Assistant: Ms. Nour Kamal
Semester 1
Fall 2023-2024
Table of Contents
1. Introduction.......................................................................................................................... 3
2. Hofstede's Cultural Dimensions Framework.....................................................................3
3. China & India....................................................................................................................... 4
4. Dimensions of the cultural framework................................................................................4
4.1. Power distance:................................................................................................................... 4
4.2. Individualism:..................................................................................................................... 5
4.3. Uncertainty avoidance:....................................................................................................... 6
4.4. Long Term Orientation:...................................................................................................... 7
4.5. Indulgence:......................................................................................................................... 7
4.6. Masculinity Versus Femininity:..........................................................................................8
5. Team Work Related Practices.............................................................................................9
5.1. Team Communication:........................................................................................................9
5.2. Rewarding Teams:.............................................................................................................. 9
5.3. Mentor Programs:............................................................................................................... 9
5.4. Conflict Resolution:..........................................................................................................10
6. Conclusion...........................................................................................................................11
7. References & Appendix......................................................................................................11
7.1. References.........................................................................................................................11
7.2. Appendix.......................................................................................................................... 14
1. Introduction
In the current global business landscape, where diversity in the workplace is increasing,
managers need to be aware of the ways that cultural values impact employee conduct,
companies, and communities at large. In this report, "overarching cultural patterns or
dimensions" that impact people's behavior are identified in accordance with Hofstede's
framework for cultural dimensions (Arasaratnam, 2011). It's regarded as one of the most well-
known frameworks for comprehending conduct across country cultures. The focus of this paper
is to identify the six aspects and highlight the differences in teamwork practices between China
and India. It delves into the distinctive cultural distinctions between the two nations, examining
the societal customs and values that influence teamwork within the teams.

2. Hofstede's Cultural Dimensions Framework

Hofstede's framework of cultural dimensions is a well-known instrument for examining and
contrasting cultural variations among nations. The six aspects are as follows: Power Distance;
Masculinity vs. Femininity; Individualism vs. Collectivism; Uncertainty Avoidance; Long-term
vs. Short-term Orientation; and Indulgence vs. Restraint. First off, according to Mulder, the
power distance is the degree of power disparity that exists between a more powerful and a less
powerful person inside a single social system (Khatri, 2009). Mulder's concept was expanded
upon by Hofstede in 1997, who stated that it is the extent to which a country's less powerful
members of an organization grow accustomed to and tolerate the unequal allocation of power
(Khatri, 2009). Furthermore, the degree to which people have created institutions and ideologies
that aim to avoid confusing situations because they perceive them as risky is known as
uncertainty avoidance (Manrai et al., 2011). The conflict between individualism and collectivism
is yet another aspect of culture. Under individualism, people should only focus on taking care of
themselves and their immediate family (Manrai et al., 2011). Conversely, collectivism is a
setting where participants in groups or collectivities are expected to watch out for one another in
exchange for their allegiance (Manrai et al,2011). The conflict between feminism and
masculinity, which refers to the different emotional roles that men and women play, is another
component (Hofstede, 2011). In relation to the decision of where to direct one's efforts—the
present and past or the future—Long-term vs. Short-term Orientation is a cultural feature
(Hofstede, 2011). Lastly, "restraint" refers to the presence of rigid standards, whereas
"indulgence" refers to the cultural factor that describes how much people attempt to control their
urges and desires based on how they were raised (Enkh-Amgalan, 2016). We can learn more
about how cultural values affect collaborative practices between China and India by looking at
these dimensions.

3. China & India

In a number of areas and aspects, China and India are similar nations. Both nations historically
headed great civilizations and were the most scientifically and technologically developed in the
world. Economic reform was also initiated relatively recently in China and India, in 1978 and
1991, respectively. However, they are viewed as culturally distinct in a number of ways, such as
thought processes, communication styles, emotional expression in public, and more. As a result,
we have chosen to highlight the distinctions and similarities between these two nations in our
analysis through a comparison.

4. Dimensions of the cultural framework

4.1. Power distance:

With an 80/100 score, China is among the nations with the highest power distance index scores,
indicating that their society accepts social inequality. Hofstede's observations indicate that there
is no safeguard against superiors abusing their power and that the subordinate-superior
relationship is typically polarized. People are generally positive about the capability of others to
lead and take initiative, but they are also influenced by formal authority and punishments.

India receives a score of 77/100, which is quite similar to China's and shows that people their
value hierarchy and top-down organizational structures. Instead of being forced upon the
citizens, this condition is embraced by them as a cultural standard. In this kind of culture,
managers rely on their team members' compliance, and workers anticipate clear instructions
about their roles and expectations. India's Caste System, which separates the country's people
into five groups with each group having a higher rank than the one below it, is a prime example
of a high-power distance society. An Indian citizen's power is determined by these castes from
birth, and they are forbidden of aspiring to join another caste. Furthermore, despite appearances,
true power is centralized. Workers anticipate clear instructions about their roles and expectations.
Even if people know each other well, they have a formal attitude toward managers and feel
comfortable and secure under their control. Communication is directive and top-down in nature,
and frequently, negative feedback is never provided higher up the ladder.

4.2. Individualism:
People that are individualistic tend to prioritize taking care of oneself and their close family
members. On the other hand, collectivism is the impulse of individuals to form groups or
collectives and to provide for one another in return for commitment (Hofstede, 1980). In nations
with high collectivism scores, citizens are expected to operate in the best interests of the group,
whereas citizens in individualistic nations gain respect through their own achievements. This
indicates that organizations with highly individualistic cultures exhibit greater autonomy,
initiative, and accountability for individual outcomes. Conversely, organizations with strong
collectivistic cultures typically place less emphasis on individual initiative and team-based
accountability for outcomes (Newman & Nollen, 1996; Luthans & Doh, 2008). Fear of
confrontation, fear of looking foolish, and fear of preserving connections are common traits of
collectivism. Individualism, on the other hand, entails being truthful, handling current issues, and
not being afraid of confrontation (Trompenaars, 1993).
According to Hofstede (2010), the individualistic dimension scores 43 out of 100, while
collectivism scores 57 out of 100. China is a typical collectivist/individualist society that strikes
a careful balance between individualism and collectivism. People are encouraged to follow their
own objectives in such a nation, where independence and personal freedom are greatly
cherished. Nonetheless, these principles coexist with an understanding of the essence of social
harmony, community, and cooperation. While individualism places a strong emphasis on one's
own achievements and independence, understanding the advantages of teamwork motivates
people to collaborate well in groups.

Individuals don't always act in their own best interests; sometimes they act in the group's. Closer
in-groups (like family) are given preference in hiring and promotions due to in-group
considerations. Employee loyalty to the company is minimal. Colleague relationships are
friendly for members of the ingroup, but cold or even resentful against members of the outgroup.
Relationships with others take importance over work and business.
However, India receives 76 out of 100 for this dimension, indicating that their society is
collectivistic. This suggests that there is a strong desire to be a part of a wider social structure.
People are supposed to behave in a way that advances their respective specified in-groups. A lot
of people in Indian society have their destiny predetermined by their family, the government, or
a referent. In such circumstances, a person's actions are impacted by a variety of ideas, including
the views of their family, neighbors, coworkers, and other members of their wider social
networks. Expectations define the connection between an employer and employee: the employer
promises familiar protection, and the employee promises loyalty. Decisions about who gets hired
and promoted in the workplace are frequently influenced by relationships. The secret to
everything in a collectivist society is relationships.

4.3. Uncertainty avoidance:

China is a country with low uncertainty avoidance, scoring 30 out of 100. Compared to their
high-avoidance counterparts, managers tend to be less controlling, more personable, and more
inclined to assign tasks to subordinates. People that live in highly open societies are more likely
to tolerate uncertainty and ambiguity in the job, which is reflected in low uncertainty avoidance
countries. This is a result of the strong cultural acceptance of conformity; as a result, even though
disobeying the law might not result in jail time, people are more likely to abide by the law
because they fear "losing face." This shows itself in the workplace when workers require firm
direction instead than making snap decisions.
India has a fairly low preference for avoiding uncertainty with a score of 40 out of 100. Nothing
has to be flawless or go according to plan; imperfections are accepted in India. India has always
been a patient nation with a high threshold for the unexpected. Individuals typically don't feel
motivated or obligated to take initiative and they easily accepted roles or routines. Individuals
from cultures that avoid uncertainty to a medium to low degree typically embrace change,
embrace risk-taking, and show a high degree of tolerance for variation and inaccuracy. All of
these characteristics make India an attractive place for foreigners to start business connections.
Regulations are frequently put in place just to be broken, thus people turn to creative ways to
"get around the system." This mindset is the nation's greatest source of empowerment as well as
its main source of suffering. In India, it is said that "nothing is impossible" if one understands
how to "adjust."

4.4. Long Term Orientation:

The concentration of a society on customs and incentives for the future is measured by
Hofstede's long-term vs. short-term orientation dimension. China has a fairly pragmatic culture,
as indicated by its score of 77/100 in this area. People who live in pragmatic society tend to think
that circumstances, context, and timing all play a significant role in determining the truth. They
exhibit a great tendency to save and invest, thrift, and persistence in getting things done. They
can also readily adjust traditions to changing circumstances. Chinese culture, which has its roots
in Confucianism, emphasizes patience, long-term planning, and adherence to customs. The
Chinese place a strong emphasis on upholding harmonious relationships and hierarchy.
However, with a score of 51 out of 100, India tends to be more focused on the near term. In
Indian civilization, satisfying current demands and getting instant fulfillment are highly valued.
This is explained by a rich cultural legacy that honors a variety of customs, holidays, and rituals.
Indians place a high priority on interpersonal relationships and frequently put family and
community responsibilities ahead of long-term objectives. Since time is not linear, it is not as
significant to Western societies, which typically have low scores on this dimension and view
time as monochronic. Nations such as India exhibit remarkable tolerance towards many religious
beliefs. It is accepted in India that there are multiple truths and that the one being sought often
depends on the seeker. Because of India's high long-term orientation score, its people are
generally tolerant of lateness, flexible scheduling in response to evolving circumstances, and a
general sense of ease with forging one's own destiny rather than sticking to a strict schedule.

4.5. Indulgence:
China's low score of 24/100 in this dimension indicates that it is a Restrained society. Societies
that score poorly on this dimension are more likely to be pessimistic and cynical. Since explicit
acts of hostility are not encouraged in Chinese culture, the Chinese can be considered to be more
restrained or less aggressive. Chinese culture favors duty, harmony, and persistence over
personal pleasure, which results in a more restrained way of living. Furthermore, Restrained
societies restrict the fulfillment of their desires and place less value on leisure time than
Indulgent civilizations do. Individuals who identify with this viewpoint believe that social rules
limit their behavior and that it is somehow improper to indulge themselves.

India, with a score of 74 out of 100, is likewise a restricted country. This suggests that leisure,
happiness, and individual freedom are not highly valued in this society. Individuals who identify
with this viewpoint believe that social rules limit their behavior and that it is somehow improper
to indulge themselves.

4.6. Masculinity Versus Femininity:

With a score of 56 out of 100, India is regarded as a masculine country. India ranks slightly over
the middle, but when it comes to obvious displays of power and achievement, it is very
masculine. Work is the center of one's life, accomplishments are valued highly, and visible
indications of success at work are significant in traditionally masculine nations like India.
Ambition, competition, and assertiveness are highly valued in Indian culture.
This dimension is concerned with the ways in which traditionalism-associated masculine labor
models are supported by society or not. This aspect is a little more difficult to assess in the case
of China as, despite its paternalistic tendencies, the country's society does not strictly adhere to
the conventional ways of working and living.
On the contrary, a number of women work in industry and commerce, which is one area where it
can be claimed that Western culture, where women and men are treated equally, is closely
connected. One may argue that many gender stereotypes and biases are absent from Chinese
culture because of the focus placed on the balancing characteristics of the masculine and
feminine. China therefore compares favorably to the West in this area.
India and China are similar in this dimension, with a tendency toward greater masculinity in
China. Societies dominated by men typically place an emphasis on aggressiveness, rivalry, and
financial achievement. Both nations have cultural norms that value ambition, success, and
aggressiveness highly. It is important to remember, too, that China and India both place a high
priority on feminine traits. Particularly in India, feminine qualities like caring, compassion, and
devotion are honored. In Indian culture, the contributions that mothers, sisters, and wives play in
forming society are highly valued. Social values in China have historically placed a strong
emphasis on filial piety, obligation, and responsibility—all of which are traits associated with
men.

5. Team Work Related Practices

5.1. Team Communication:

Good communication is essential to productive teamwork. According to Hofstede's framework,
India has a hierarchical society with centralized authority and decision-making, as indicated by a
relatively high-Power Distance Index (PDI). As a result, team members in India may
communicate in a more formal, top-down manner, depending on their superiors for direction and
advice.
Similar hierarchical structure is implied by China's high PDI. But peace and reaching an
agreement are more valued in China's collectivist society. In China, team members may
communicate more implicitly and indirectly by reading between the lines and utilizing subtle
indications. In Chinese teamwork techniques, relationships and face maintenance are very
important.

5.2. Rewarding Teams:

Encouraging team members requires recognizing and praising team accomplishments. A high
Collectivism Index indicates that collectivism is a widely held cultural ideal in India. When a
team succeeds, it's common to celebrate it as a joint accomplishment, highlighting everyone's
contributions through awards and recognition. Since the accomplishments of the group are
highlighted, individual recognition could be overlooked.
Similar to other collectivist cultures, collaboration and harmony are highly prized in China. It's
possible that rewards and praise in China are more focused on the team and place more value on
group work than on individual achievement. But as China's market economy expands, so does
the focus on individual achievement and competitiveness, which has gradually led to a shift in
certain organizations toward acknowledging individual contributions.

5.3. Mentor Programs:

When team members feel connected to each other, they will collaborate more successfully.
Cohesion and improved collaboration are encouraged by setting up a mentor program that
matches recent hires with experienced staff members. Furthermore, a mentorship program serves
more than simply your staff members for deskless workers. The mentor and the mentee are the
two key participants in a mentorship program. People in these kinds of relationships usually
become quite close. They have a long-standing partnership in which they support one another.
They have similar objectives and successes, but they also face similar difficulties.
Conventional mentors are seasoned workers with a track record of success in a particular
industry or business. Their skills and training have equipped them to assist others in developing
within their company or field of specialty. Taking on a new role and picking up new abilities
makes them feel more useful. The implementation of the "Mentoring the Mentors" workshop in
India revealed a number of obstacles to the institutionalization of mentorship, including a
mindset that focuses primarily on a supervisory role driven by institutional and regulatory
standards, as well as ineffective time management on the part of both mentors and mentees.
Similar to this, an urban high school in China created a culturally grounded mentorship program
for young Chinese immigrants. The mean differences between the pre- and post-test scores of
each research variable were compared using paired samples tests. The results of this study
demonstrated the value of a mentoring program for young Chinese immigrants in order to
facilitate a more seamless adaptation into a new society.

5.4. Conflict Resolution:

Resolving issues within a team is essential to preserving a positive work atmosphere. India has a
comparatively high Uncertainty Avoidance Index, indicating a desire to be stable and steer clear
of conflict. Conflicts can be handled subtly in team environments, with a focus on maintaining
harmony and avoiding confrontation. Leaders or mediators may be very important in helping
people resolve conflicts.

China similarly exhibits a high Uncertainty Avoidance Index, suggesting a predilection for peace
and stability. Conflicts can be handled subtly in team settings, with a focus on keeping a straight
face and avoiding direct confrontation. There is an emphasis placed on harmony and reaching
consensus, and efforts are made to find compromises that sustain stability and relationships.
6. Conclusion

In conclusion, because China and India have different cultural settings, there may be noticeable
variations in team communication, resolving conflicts, and rewarding teams. China's
communication style is often more indirect and hierarchical, emphasizing the maintenance of
peace and face in the heat of conflict. India, on the other hand, promotes honest and fruitful
discussion and adopts a more equitable communication approach. In India, rewards based on
achievement and individual recognition are more important than group cohesion and collective
awards in China. Effectively managing teams in these countries and encouraging fruitful cross-
cultural collaboration require an understanding of and ability to adjust to these cultural
differences.

7. References & Appendix

7.1. References

1. Blink. (n.d.). 22 innovative ways to improve teamwork in the workplace |

Blink. https://www.joinblink.com/intelligence/22-innovative-ways-to-improve-teamwork-in-

the-workplace

2. Enkh-Amgalan, R. (2016, May). The Indulgence and Restraint Cultural Dimension: A

Cross-Cultural Study of Mongolia and the United States. East Tennessee State University-

Undergraduate Honors Theses. https://dc.etsu.edu/cgi/viewcontent.cgi?

article=1354&=&context=honors&=&sei-redir=1&referer=https%253A%252F

%252Fscholar.google.com%252Fscholar%253Fhl%253Den%2526as_sdt

%253D0%25252C5%2526q%253Dindulgence%252Bvs%252Brestraint%252Bhofstede

%2526oq%253DIndulgence%252Bvs.%252BRestraint#search=%22indulgence%20vs

%20restraint%20hofstede%22
3. Hofstede, G. (2011). Dimensionalizing Cultures: The Hofstede Model in Context. Online Readings in

Psychology and Culture, 2(1). https://scholarworks.gvsu.edu/cgi/viewcontent.cgi?

article=1014&=&context=orpc&=&sei-redir=1&referer=https%253A%252F

%252Fscholar.google.com%252Fscholar%253Fhl%253Den%2526as_sdt%253D0%25252C5%2526q

%253Dmasculinity%252Band%252Bfemininity%252Bhofstede%2526oq%253Dmasculinity

%252Band%252Bfemininity%252Bh#search=%22masculinity%20femininity%20hofstede%22

4. Hofstede’s insights. (2023). Country comparison tool. Hofstede’s

Insights. https://www.hofstede-insights.com/country-comparison-tool?countries=india

5. Jin, B., Gavin, M., & Ji Hye, K. (2012, October). Similarities and differences in forming

purchase intention toward a US apparel brand: a comparison of Chinese and Indian

consumers. Research

Gate. https://www.researchgate.net/publication/254251208_Similarities_and_differences_in_

forming_purchase_intention_toward_a_US_apparel_brand_a_comparison_of_Chinese_and_I

ndian_consumers#pf2

6. Khatri, N. (2009). Consequences of power distance orientation in

organisations. Vision, 13(1), 1–9. https://doi.org/10.1177/097226290901300101

7. Khatri, N., Budhwar, P., & Templer, K. J. (2003, January). Consequences of power distance

orientation in organizations. Research Gate. https://www.researchgate.net/profile/Naresh-

Khatri/publication/

40498683_Consequences_of_power_distance_orientation_in_organizations/links/

56018be708aeb30ba734fcf5/Consequences-of-power-distance-orientation-in-

organizations.pdf

8. Manrai, L. A., & Manrai, A. K. (2011, December). Hofstede’s cultural Dimensions and

tourist behaviors: A review and conceptual Framework. Journal of Economics, Finance and

Administrative Science, 16(31). https://www.redalyc.org/pdf/3607/360733611002.pdf

9. Noormahomed, E. V., Williams, P. R. D., Lescano, A. G., Raj, T., Bukusi, E. A., Schooley,

R. T., & Cohen, C. R. (2019). The Evolution of Mentorship Capacity Development in Low-
 and Middle-Income Countries: Case Studies from Peru, Kenya, India, and

Mozambique. American Journal of Tropical Medicine and Hygiene, 100(1_Suppl), 29–

35. https://doi.org/10.4269/ajtmh.18-0560

10. Ogbonnaya, C. (2019). Exploring possible trade‐offs between organisational performance

and employee well‐being: The role of teamwork practices. Human Resource Management

Journal, 29(3), 451–468. https://doi.org/10.1111/1748-8583.12238

11. Timotic, M. (2023, April 2). How to start a mentoring program in a few steps.

Trafft. https://trafft.com/how-to-start-a-mentoring-program/

12. Yeh, C. J., Luthar, S. S., Okubo, Y., & Ching, A. M. (2007, February). Development of a

mentoring program for Chinese immigrant adolescents’ cultural adjustment. Research

Gate. https://www.researchgate.net/profile/Christine-Yeh-5/publication/

5621409_Development_of_a_mentoring_program_for_Chinese_immigrant_adolescents'_cul

tural_adjustment/links/02e7e5396a1fd1220f000000/Development-of-a-mentoring-program-

for-Chinese-immigrant-adolescents-cultural-adjustment.pdf?_sg

%5B0%5D=started_experiment_milestone&origin=journalDetail

7.2. Appendix
Figure 2: Direct, indirect, and interactive effects of teamwork practices on organizational
performance and job‐related anxiety