Indulgence Versus Restraint In 10 Minutesgeert Hofstedejanuary 2015ori ✓ Solved

Indulgence versus Restraint in 10 minutes Geert Hofstede January 2015 Origin of the terms “Indulgence†versus “Restraint†Coined by Michael Minkov for covering certain societal differences revealed by the World Values Survey (WVS), and unexplained by Hofstede’s other five dimensions Mainly related to national levels of subjective happiness and life control Based on WVS data for representative samples of the population in 93 societies Indulgence versus Restraint as a societal culture dimension Indulgent societies allow relatively free gratification of basic and natural human desires leading to enjoying life and having fun Restrained societies suppress gratification of needs and regulate it by means of strict social norms Indulgent societies People feel healthier and happier A perception of personal life control Leisure ethic Optimism, positive attitude More extraverted personalities Having friends very important Active participation in sports Less moral discipline Looser sexual mores Restrained societies People feel less happy and less healthy What happens to me is not my doing Work ethic Pessimism, cynicism More introverted personalities Having friends less important Less sports participation Stricter moral discipline Stricter sexual mores 4 How is a society’s degree of indulgence vs. restraint measured?

There is no absolute standard for the degree of Indulgence versus Restraint What we can measure is differences between societies The position of societies relative to each other is expressed in an Indulgence versus Restraint Index score (IVR) IVR values have been plotted on a scale from 0 to 100; scores close to 0 stand for a more restrained, scores close to 100 for a more indulgent society Some Indulgence versus Restraint (IVR) scores, out of 93 Indulgent 97 Mexico 84 Nigeria 78 Sweden 71 Australia 69 Britain 68 Netherlands 68 U.S.A. 59 Brazil Restrained 48 France 42 Japan 40 Germany 30 Italy 26 India 24 China 20 Russia 04 Egypt Indulgent societies Freedom of speech for all is rated as very important Higher crime rates, smaller police force In countries with educated population, higher birthrates In wealthy countries, more obesitas Higher approval of foreign music and films Restrained societies Maintaining order in the nation is rated as very important Lower crime rates, larger police force In countries with educated population, lower birthrates In wealthy countries, less obesitas Lower approval of foreign music and films Some examples of what these IVR scores correlate with 7 INDULGENT, SHORT-TERM INDULGENT, LONG TERM RESTRAINED, SHORT-TERM RESTRAINED, LONG-TERM NIGERIA, SOUTH AFRICA SOUTH AMERICA USA, CANADA, AUSTRALIA SWEDEN, NETHERLANDS AUSTRIA, SWITZERLAND BRITAIN, BELGIUM POLAND, PORTUGAL ZIMBABWE, BURKINA FASO ISLAMIC COUNTRIES Long/Short Term Orientation x Indulgence/Restraint ITALY, GERMANY EASTERN EUROPE JAPAN, INDIA, CHINA 8 Don’t the IVR scores change over time ?

The scores reflect values transferred from parents to children, that rarely change in later life Research by Sjoerd Beugelsdijk comparing answers to the same questions by two successive generations 30 years apart shows a modest worldwide shift towards more indulgence However, the position of countries relative to each other remained the same; and this is what the scores are based on So, the scores can be assumed to be stable over time RESPONSE 1 Geert Hofstede returns us to the dimensions by introducing the idea of long-term vs. short-term orientation in the resource video (2015). Short-term orientation is focused on what is right in front of us and long term focuses on the future. I would argue that virtuous leaders are long-term oriented.

Humble and willing to lift up the people, they see their role as one of providing service rather than promoting their own self-interest. My workplace feels like a virtuous organization. We have moved far in the that direction as our administration has changed in the last couple of years. Public schools are rooted in the idea of educating and caring for children. Keeping this goal first in our minds lends us to follow a path that focuses on what is best for kids.

This is a phrase that we use as a shorthand to stop focusing on what will be easiest or most comfortable. Our current principal is very much a virtuous leader. He spends time studying other leaders in the same area. He is willing to change direction if the interests of the staff, students, and families are at risk. I have witnessed him get out of the way of a developing issue when it was clear that the initial decision was not right.

Compare this to a previous principal who left people in tears regularly and refused to shift position for fear of looking weak or losing status. According to the video by Prof. Havard, (StrathmoreBusiness, n.d.), we overuse the term leader. Position is not leadership. Leadership must be earned.

I like the verse. James 4:10 (NIV) “Humble yourselves before the Lord, and he will lift you up.†Creating a situation where you are leading in a humble way will draw respect from the people you are leading and ultimately inspire them to perform at their highest level. ========================== RESPONSE 2 Introduction This discussion examines Hofstede’s long-term cultural dimension and analyzes its adoption by a virtuous leader. Next, this discussion will highlight a virtuous organization that is long-term oriented. Last, this discussion will share a bible verse that supports virtuous leaders and organizations. Virtuous Leaders: Long-term or Short-term Orientation?

According to Mind Tools (n.d.), “countries with a long-term orientation tend to be pragmatic, modest, and thriftier. In short-term oriented countries, people tend to place more emphasis on principles, consistency, and truth, and are typically religious and nationalisticâ€. I believe virtuous leaders might choose to adopt a long-term orientation, for the simple fact that virtuous leadership isn’t something that can be acquired in a day. Leadership, an especially virtuous leadership, is a day in and day out process that one must focus intently on improving. Virtuous leaders must take to time to develop “virtue†or moral high standards to lead people and organizations.

Ford: Built Ford Tough Ford Motor Company strikes me as an organization that possesses a long-term orientation. Ford has established a culture based on putting people first, doing the right things, creating tomorrow-today, and building an all-inclusive network (Ford Motor Company, 2021). Ford has been around since 1903. It takes a long-term oriented company to withstand the tests of time. Leveraging their company culture and leadership are two of the many ways they have been able to succeed in an ever-changing society.

Virtue and Mindset “Do not let any unwholesome talk come out of your mouths, but only what is helpful for building others up according to their needs, that it may benefit those who listen. And do not grieve the Holy Spirit of God, with whom you were sealed for the day of redemption. Get rid of all bitterness, rage, and anger, brawling and slander, along with every form of malice. Be kind and compassionate to one another, forgiving each other, just as in Christ God forgave you†(Ephesians 4: 29-32, NIV Version). Virtuous leaders use their words and actions to build people up and spread the delights of possessing moral high standards.

Not in a pompous way, but in a way that enlightens and provokes new thinking and behavior. Plants a seed that creates a yearning to do good in others and self. Being kind and compassionate during disputes in a society that expects rage and anger as an appropriate response is an example of a virtuous leader demonstrating their moral high ground Long- versus Short-Term Orientation in 10 minutes Geert Hofstede January 2015 Origin of the term “long- versus short-term orientation†Coined by Hofstede in 1991 for a fifth dimension of differences between national societies Based on answers of student samples from 23 societies around 1985 to the Chinese Value Survey (CVS), developed by Michael H. Bond from suggestions by Chinese scholars Replicated and extended in 2010 by Michael Minkov based on World Values Survey (WVS) data from representative samples of the population in 93 societies Long/Short Term Orientation as a societal culture dimension Long-Term Orientation stands for the fostering in a society of pragmatic virtues oriented to future rewards, in particular perseverance, thrift, and adapting to changing circumstances Its opposite pole, Short-Term Orientation, stands for the fostering in a society of virtues related to the past and the present, such as national pride, respect for tradition, preservation of face, and fulfilling social obligations 3 Long-Term Oriented societies Good and evil are relative Which norms apply depends on the situation The superior person adapts to the circumstances We should be humble about ourselves We want to learn from other countries Traditions can be changed Opposing truths can be integrated Common sense and choosing the middle way Short-Term Oriented societies Good and evil are absolute Fixed norms apply always, whatever the circumstances The superior person is always the same We seek positive information about ourselves We are proud of our own country Traditions are sacrosanct Truth A always excludes its opposite B Religious and ideological fundamentalisms 4 How are long- and short term orientation measured?

There is no absolute standard for L/S orientation What we can measure is differences between societies The position of societies relative to each other is expressed in a Long-Term Orientation Index score (LTO) LTO values have been plotted on a scale from 0 to 100; scores close to 0 stand for a shorter, scores close to 100 for a longer term orientation Some Long Term Orientation (LTO) scores, out of 93 High 88 Japan 87 China 83 Germany 81 Russia 67 Netherlands 63 France 61 Italy 53 Sweden Low 51 Britain 51 India 38 Israel 26 U.S.A. 24 Mexico 21 Australia 13 Nigeria 07 Egypt Some examples of what these LTO scores correlate with Long Term Oriented societies Secondary school students perform well at mathematics Secondary school students underrate own math results Large savings quote, funds available for investment Companies seek market share, long-term profits Investors prefer family business and real estate In poor countries, faster economic growth Short Term Oriented societies Secondary school students perform poorly at mathematics Secondary school students overrate own math results Small savings quote, little money for investment Companies report quarterly results, stress bottom line Investors prefer shares and mutual funds In poor countries, slower economic growth Don’t the LTO scores change over time ?

The scores reflect values transferred from parents to children; these values were already found in 15-year olds; values acquired in childhood rarely change in later life Research by Sjoerd Beugelsdijk comparing answers to the same questions by two successive generations 30 years apart showed no worldwide shift and no changes in the position of countries Global information systems do affect private habits and business practices, but the way they do so varies between societies according to pre-existing and stable societal values RESPONSE 1 Speaking the same language does not always mean people will understand each other. According to the YouTube Video from Geert Hofstede on cultural competence (2015), Global project management requires understanding the cultural accent of team members as well as the language accent.

For this exercise I chose Bangladesh. This is not a country I have any connection with and considered what would happen if suddenly I had to work with people from within the culture and had to complete that work successfully. Bangladesh is a high Power Distance society. They use the structure of the hierarchy to understand where they are connected and how to navigate work and social life. They score low for Individualism - “Bangladesh, with a score of 20 is considered a collectivistic society.†(Country comparison, 2020) A collectivistic society is much more focused on the success of the group rather than the success of the individual.

Thirdly Bangladesh scores low for Indulgence. They do not believe in giving in to temptation and feel good going without. They are considered a Restrained country according to Hofstede-insights (2020). As a society Bangladeshis focus on working hard and connecting to your group. For these reasons and because I am confident it is relatively unique, I chose #bangladeshisfamily.

It symbolizes the elements of the culture and according to the Bizjournal article(2014), follows the principles of a good hashtag. It is brief, easy to ready, and has a #-sign at the beginning. ========================== RESPONSE 2 Harmony in multicultural teams is a crucial component for success (Huang, 2016). To facilitate harmony, project leaders should have expertise, empathy, and cultural competence (Huang, 2016). Leaders should plan and be able to adapt to meet intercultural needs (Huang, 2016). Having the right mindset is the first step.

Leaders serve as representatives and influence their teams’ behaviors (Huang, 2016). Therefore, if the leader is virtuous and has made efforts to be culturally competent, it is likely their team will too. Furthermore, being willfully ignorant is not acceptable; leaders should be aware of the different mentalities and cultural influences within the team (Huang, 2016). Once leaders understand the dynamics within the team, fewer surprises arise (Huang, 2016). Hofstede’s cultural dimensions and Meyer’s cultural map are tools leaders can use in their quest for a harmonious team (Hofstede et al., 2010; Meyer, 2014). #DontBeLonelyBeApartOfNokiaNairobi Kenya is a high-context collectivist society (Hofstede et al., 2010; Meyer, 2014).

Staying connected is important to Kenyans, as they frequently socialize and are relationship-oriented (Hofstede et al., 2010; Meyer, 2014). Many Kenyans rely on their social network, as it is their primary source of information (Hofstede et al., 2010). This hashtag strategically targets Kenyans’ desire to stay connected.

Paper for above instructions

Understanding Indulgence versus Restraint: A Cultural Perspective

Geert Hofstede’s cultural dimensions theory has transformed our understanding of how culture influences behaviors and practices across the globe. Among the six cultural dimensions, the most recent frame introduced by Michael Minkov categorized nations into "Indulgent" versus "Restrained." This paper seeks to delve into the intricacies of this dimension, its measurement, and its societal implications, emphasizing how virtue in leadership and organizational behavior intertwine with cultural considerations.

Indulgence versus Restraint

The concepts of Indulgence and Restraint elucidate distinct societal attitudes towards human desires and gratification. Indulgent societies, exemplified by nations such as Mexico and Nigeria, promote the free gratification of basic human desires. In these cultures, citizens express a focus on enjoying life and pursuing leisure, positively correlating with attitudes of optimism and a higher sense of subjective well-being. Research indicates that individuals in indulgent societies often report feeling healthier and happier, as their cultural norms encourage habits that cater to well-being (Hofstede, 2015).
Conversely, restrained societies—such as China and Egypt—favor strict social norms that suppress desires. Individuals here deal with a cultural backdrop that emphasizes the importance of social order and moral discipline. In these environments, personal happiness is often relegated to lesser importance compared to societal expectations. Pessimism and introversion are more prevalent, with friendships being less prioritized than in indulgent cultures (Hofstede, 2015; Minkov, 2010).

Measurement of the IVR Index

Understanding the differences in societal attitudes regarding indulgence and restraint involves measuring these tendencies through an Indulgence versus Restraint (IVR) Index score. Countries are ranked on a scale from 0 to 100, with lower scores reflecting more restrained societies and higher scores indicating greater indulgence. For example, the IVR scores for Mexico and Nigeria (97 and 84, respectively) correlate with their citizens' reported happiness levels and personal freedoms, while countries like Egypt and China showcase much lower scores (0 and 20 respectively), aligning with their more rigid social structures (Minkov, 2010).

Long-Term and Short-Term Orientation

Integrating the discussions around long-term versus short-term orientation deepens our understanding of the social constructs at play in these cultural dimensions. Long-term orientation, as highlighted by Hofstede (2015), is characterized by pragmatism and a focus on future rewards, while short-term orientation emphasizes tradition and past societal values. Countries with high long-term orientation—such as Japan and China—often demonstrate behaviors that prioritize sustainable development and community prosperity over individual gratification.
In contrast, short-term oriented societies tend to seek immediate results—favoring quick, tangible rewards over persistent, future-focused efforts. This dichotomy plays a crucial role in how organizations define their cultural practices and operational goals, particularly in leadership roles (Mind Tools, n.d.).

Virtuous Leadership and Organizational Behavior

The virtues of leadership are often magnified within the context of cultural dimensions. Virtuous leaders, those who prioritize ethical standards and develop their teams with compassion, align more closely with long-term oriented values. Such leaders, understanding the complexities of indulgence versus restraint, adopt practices that encourage growth and societal contribution over short-lived profits (Huang, 2016).
An exemplary case is Ford Motor Company, which is rooted in long-term strategies that emphasize a commitment to employee well-being and social responsibility. Ford's organizational culture reflects values that foster inclusivity and ethical practices while ensuring sustainability, corresponding with a long-term vision that positively aligns with community and employee expectations (Ford Motor Company, 2021).
Conversely, organizations led by short-sighted leadership may prioritize immediate results, often neglecting the foundational virtues that lead to sustained organizational health. For instance, a principal who prioritizes his status over the well-being of employees and students can foster an environment of fear, contradicting the essence of virtuous leadership (Huang, 2016).

Applying Indulgence and Restraint in Multicultural Teams

In today's globalized workplace, understanding the dimensions of indulgence versus restraint is critical for effective teamwork and project management. Leaders must demonstrate cultural competence, ensuring they adapt their leadership styles to the specific needs of diverse teams. For instance, working with individuals from high Indulgence cultures like Mexico may require a more relaxed approach to social interactions, while individuals from Restraint cultures might necessitate a more formal structure with clear, defined roles (Hofstede, 2015; Huang, 2016).
Leaders who are conscious of these cultural nuances can foster an environment of inclusivity and understanding, thereby enhancing teamwork and productivity. Developing an awareness of cultural backgrounds enables leaders to navigate interpersonal dynamics effectively, minimizing misunderstandings and improving collaboration in multicultural settings (Hofstede et al., 2010; Meyer, 2014).

Conclusion

Understanding the dimensions of indulgence versus restraint provides valuable insights into how different cultures approach happiness, leadership, and organizational behavior. Integrating this understanding with long-term versus short-term orientation reveals the depth of cultural influence on societal behaviors. Virtuous leaders can leverage these insights to create organizations that not only prioritize ethical standards and community well-being but also adapt to the cultural contexts in which they operate. In doing so, they cultivate a culture that celebrates individuality while aligning with overarching goals across diverse workforces.

References

1. Hofstede, G. (2015). Indulgence versus Restraint in 10 Minutes. [Geert Hofstede’s official website](https://www.hofstede-insights.com).
2. Minkov, M. (2010). Cross-Cultural Analysis: The Science and Art of Comparing the World's Modern Societies and Their Cultures. New York: Business Expert Press.
3. Ford Motor Company. (2021). Annual Sustainability Report. Retrieved from https://media.ford.com
4. Huang, H. (2016). Cultural Competence in Project Management. International Journal of Project Management, 34(5), 968-976.
5. Mind Tools. (n.d.). Long-term vs Short-term Orientation: Explanation and Implications. Retrieved from https://www.mindtools.com
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7. Meyer, E. (2014). The Culture Map: Breaking Through the Invisible Boundaries of Global Business. New York: Public Affairs.
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