Trompenaar’s Onion Model and its seven cultural dimensions
1.By the “Onion model” Trompenaar meant that just like an onion so is culture. It comprises of various different layers. Among the cultural layers that he mentions are; expression norms and beliefs of people. He mentions that norms are shared orientations of what we should do and expression is the outside of something for instance, the food we eat, the houses we build, among others (Hurn, 2012). This model is made up of seven various dimensions. He argues that they way different people react and behave is totally predictable, he terms it to be special in some way might be coming from totally different background and do not know each other. A research that was conducted in different countries a conclusion was made and it was found out that there is a reason why these people from these various and distinct backgrounds actually prefer doing certain things over others (Presbitero, 2016).
2.My culture is quite different and I believe it is unique in a way, the below is an application of the model in my own culture;
Trompenaar mentioned seven dimensions of culture, I am going to look at each and every dimension that he mentioned and relate it to my culture.
a). Universalism versus particularism- Universalism tends to go for rules and do not like exceptions that much, there are some certain set standards that need to be adhered to. Particularism on the other hand acknowledges the rules but can even go an extra mile into breaking the rules and going round the rule so as to achieve something. Well, my culture is more of universalism than it is of particularism. We actually believe in the rules and it is the set rules and regulations that guide our every step and the decisions we make.
b). Individualism versus Communitarianism-In individualism culture, there is a notion and a deep feeling that one’s individuals accomplishments and achievements are important. Communitarianism on the other hand there is always a deep feeling of belief that a group of a certain societal setting and the way they achieve their goals is important. Group achievements are considered to be supreme My culture is more of individualism, in very many occasions we see people being honored for various achievements and exceptional performances, moreover, people are commonly being referred with their titles such Professor, Doctor, among others (Smits, 2013).
c). Specific versus diffuse-In specific type of culture there is always a line and some kind of separation that puts aside personal relationships and work. This are usually considered to be two different aspects that should not be mixed under any circumstances whatsoever. Diffuse culture on the other hand, there is no line that separates between personal relationships and work. As a matter of fact, the two are considered to be one and the same thing and should complement one another. My culture is a specific one. We set apart personal relationships and work; personal relationships are considered to be toxic and can harm work (Steers & Sánchez?Runde, 2017).
Application of the Trompenaar’s Onion Model in my culture
d). Neutral versus Emotional-Neutral cultures are those that emotions and feelings do not come into play when making decisions or doing some other serious staff. It is very rare though but not completely impossible. Emotional cultures on the other hand refer to a culture where people make some major decisions regarding their lives by the use and control of emotions and also feelings. My culture is more of neutral than emotional, people tend not to allow their emotions and feelings drive them into something that they would live to regret. A caution is taken when making decisions (Ott & Michailova, 2018).
e).Achievement versus Ascription- Achievement is a culture where people are defined by exactly what they do and what they become. Ascription on the other hand is a culture that believes that a person should not be judged or defined by what they do, but what they are as individual. In my culture people are defined by what they do and what they have accomplished in life, that why we have different titles for people, it is an achievement culture.
f).Sequential time versus Synchronous time-A sequential culture is one that people are so much concerned with the order with which certain things are happening, they should follow some kind of pattern or sequence that is designed and proposed. A synchronous culture on other hand refers to a culture where order and sequence is not mandatory, as long as things are done. My culture is actually a sequential one; we do believe that there should be some kind of order in which we do our things (Neal, 2016).
g). Internal direction and outer direction-Internal direction is a kind of culture where people do believe that they have the ability to manipulate both nature and environment to help them accomplish certain goals. Outer direction on other hand is a type of culture where the environment and nature has some kind of control over them. Well, my culture is of internal direction, we do believe that it is in our hands to control and manipulate the environment for our advantage (Ramsey & Lorenz, 2016).
3.Statistics and date on populations demographics obtained from different sources is very important for decision making. It provides international managers with the information they need so as to make various crucial decisions. It actually acts as a guide since with this kind of data at their disposal, and then they can be in a position to understand the various variables in it and hence come up with a meaningful conclusion.
The importance of population demographics in decision making
4.According to theory, cultural intelligence is often defined as the capability that lies deep down an individual of crossing borders and also boundaries between different cultures and being in a position to comfortably survive in the process of doing so (Charoensukmongkol, 2016).
5.Personally, I can define cultural intelligence as that ability or that spark within an individual that makes one not only relates well, but also work associate with others from different diverse cultures. Cultural intelligence is something that can be natured and developed over time. Well, my level cultural intelligence is not well developed; as a matter of fact I am not quite sure if it even exists. I am not quite sure if I can manage to tolerate and work with people who are from a different culture. I am determined to change this situation though, since I do believe that cultural intelligence is something very crucial in the modern world (Kreps, 2013).
6.Focusing on customers and their needs
Strictly observing the relevant laws and regulations
Operating in an ethically upright manner and honestly.
Treating suppliers with respect
Businesses should be in a position to positively contribute to the societies they operate in.
7.Reflect on how you could make yourself indispensable at work
The person being indispensable at work means that one is an important, vital, and key. It is a requirement for person of that particular job that they are doing. This can be made possible by mastering the art of cultural intelligence. Through cultural intelligence then one would be able to relate to different persons from different backgrounds under any circumstances whatsoever.
References
Charoensukmongkol, P. (2016). Cultural intelligence and export performance of small and medium enterprises in Thailand: Mediating roles of organizational capabilities. International Small Business Journal, 34(1), 105-122.
Hurn, S. (2012). Humans and Other Animals: Cross-cultural Perspectives on Human-animal Interactions (Anthropology, Culture, and Society). Pluto Press.
Kreps, C. (2013). Liberating culture: Cross-cultural perspectives on museums, curation and heritage preservation. Routledge.
Neal, M. (2016). The culture factor: Cross-national management and the foreign venture. Springer.
Ott, D. L., & Michailova, S. (2018). Cultural intelligence: A review and new research avenues. International Journal of Management Reviews, 20(1), 99-119.
Presbitero, A. (2016). Culture shock and reverse culture shock: The moderating role of cultural intelligence in international students’ adaptation. International Journal of Intercultural Relations, 53, 28-38.
Ramsey, J. R., & Lorenz, M. P. (2016). Exploring the impact of cross-cultural management education on cultural intelligence, student satisfaction, and commitment. Academy of Management Learning & Education, 15(1), 79-99.
Schwarz, M. (2012). Soilless culture management (Vol. 24). Springer Science & Business Media.
Smits, K. C. M. (2013). Cross Culture Work:: Practices of Collaboration in the Panama Canal Expansion Program.
Steers, R. M., & Sánchez?Runde, C. J. (2017). Culture, motivation, and work behavior. The Blackwell Handbook of Cross?Cultural Management, 190-216.
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