Question No.
1:-
a) Discuss the concept of quality and quality management.
Basic Quality Concepts
A History of Quality
An overview of how the concepts and processes of quality have evolved from the craft guilds
of medieval Europe to the workplaces of today.
Continuous Improvement
How to take your products, services and processes to the next level through an ongoing cycle
of activities that capitalize on improvement opportunities.
Cost of Quality
Quality doesn't cost money. It's poor-quality products and services that pile up extra costs for
your organization. Here's how to get started eliminating these expensive shortcomings.
Customer Satisfaction
Tips and resources for helping you identify your customers and what it will take to satisfy
them.
Glossary
A handy guide to the unique terminology of quality.
Problem Solving
Using four basic steps to implement solutions by accurately defining problems and
identifying alternatives.
Process View of Work
Analyze how work gets done so that you can increase efficiency, effectiveness, and
adaptability.
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Quality Assurance and Quality Control
What's the difference? In the world of quality, these terms have very different meanings.
Root Cause Analysis
Use a wide range of approaches, tools, and techniques to uncover causes of problems.
Supplier Quality
The quality of what goes into a product or service determines the quality of what comes out.
Here's how to keep costs low and quality high.
Variation
Variation represents the difference between an ideal and an actual situation.
b) Described two methods of quality control with examples.
The terms quality assurance, quality control and quality management are usually used
interchangeably.
As a test manager or project manager, it is important to understand the differences between
these terminologies so that you know what exactly are you talking about with your client and
team members.
Quality Assurance
The set of activities that determine the procedures and standards to develop a product.
Quality Control
Refers to the activities and techniques to verify that the developed product is in conformance
with the requirements. The ultimate output of both processes is to deliver a quality product.
Are you also confused with quality assurance vs quality control in software testing? No
problem! Keep reading to know the difference.
Understanding Quality Management
Quality Management
is a much broader field that ensures the required level of quality is achieved in software
product. You can create a standard quality management approach for your organization. It
Has four main sub processes: quality assurance, quality planning, quality control and quality
improvement.
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Quality Assurance
Software Quality Assurance, QA, is a planned and systematic way of creating an
environment to assure that the software product being developed meets the quality
requirements.
QA refers to the implementation of well-defined standard practices and methods. It is a pro-
active quality process. This process is controlled and determined at managerial level. Quality
assurance focuses on the process checklists, process standards, project audits, methodology
and procedures for development.
It is a preventive process that aims at establishing the correct methodology and standards to
provide a quality conducive environment to the product being developed.
Quality Planning
In this sub process, quality assurance plan is created for a particular project. In the quality
assurance plan, organizational standards are selected which are applicable to a project. It
should also involve the plan for quality control.
Quality assurance planning details out what QC activities are performed, when the QC
activities are performed and who will perform those. It also contains details of resource
required, tools and techniques to be used for performing quality control.
Quality Control
Quality Control, QC, is the set of activities that control the quality of product being
developed by identifying any bugs that might be present.
Quality control process is a subset that falls under the quality assurance. It is a corrective
process. The task of actual testing is performed to find out and identify the bugs present in
the product. The bugs are raised to the developers, who then try to fix them.
After fixes, the product is verified again such that the functionalities and features are working
as required. QC process assures that that the product being developed is of the required
quality. Examples of quality control activities include inspection, deliverable peer reviews
and the software testing process.
Quality Improvement
Quality improvement is a formal approach to analyses the feedback received from the quality
control team. In this process efforts are put systematically to identify any room of
improvements in the existing standards and procedures. The target is to improve the process
that establishes the standards of quality in the organization.
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Question No. 2:-
Discuss various top and middle level leadership styles to create strategic
alliance between function of organization and execution of quality
programs. Explain with suitable examples.
Introduction
According to Chen (1997), recognizing quality as an effective strategy in an increasingly
competitive market has forced companies to implement programs to improve their products
and services. For Fotopoulos & Psomas (2009), in recent years, quality management and
improvement systems have evolved fast, and, in the last decades, inspections of activities has
been more and more replaced and supplemented with quality control and quality assurance
standards.
Quality management
For Flynn et al. (1994), quality management can be defined as an integrated approach to
achieve and maintain quality results, focusing on continuous improvement and defect
prevention at all levels and in all functions of an organization, aiming to reach or exceed
consumer expectations. For Dean & Bowen (1994), quality management is “a management
philosophy or approach”, comprised of a “set of mutually supporting principles, each based
on a group of practices and techniques”. Sousa & Voss (2002) exemplify this relation, saying
the “continuous improvement” principle can be supported by the “process management”
practice, which, in turn, uses several techniques, such as “statistical process control” and
“Pareto”.
Leadership
Definition of leadership
For Puffer & McCarthy (1996), the literature on leadership has produced many definitions,
each of them emphasizing different aspects. Traditionally, leadership has been defined
considering characteristics of personality, behaviors, influence on other people, standards of
interactions with people, roles performed and authority of an administrative and formal
position (Yukl, 1999).
According to Clemmer & McNeil (1989), leadership means managing people and
accomplishing organizational goals through the direction of human labor.
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Transformational-transactional leadership
Based on concepts of Burns (1978) and Bass (1985), Bass & Riggio (2006) developed the
transformational-transactional leadership concepts. This theory was developed in the context
of new perspectives in leadership that appeared after the 20th century, and that were contrary
to traditional theories, emphasizing emotions and values and recognizing the importance of
symbolic behaviors and the role of the leader in making events meaning for followers (Yukl,
1999).
Competing values framework
In the last two decades of the 20th century, Quinn developed and adapted the Competing
Values Framework (CVF) model to explain the various roles required for personal
effectiveness in complex organizational environments (Quinn, 1988; Quinn & Mcgrath,
1982; Quinn & Rohrbaugh, 1983).
The Competing Values Framework model essentially involves two dimensions for an
effective management:
(1) A dimension of flexibility versus stability;
(2) A dimension of external versus internal focus.
The vertical and horizontal dimensions produce four quadrants, each representing one of the
four main organization theory models: human relations model, open systems model, rational
goal model and internal process model (Quinn, 1988). The human relations model in the
upper left quadrant is based on values like cohesion and morale, as well as development of
human resources.
Quality management and transformational-transactional leadership
Many theoretical studies have suggested transformational leadership would be the ‘visionary
leadership’, according to Deming and other quality management experts, required for an
effective quality management program implementation (Dean & Bowen, 1994; Waldman,
1994; Laohavichien et al., 2001).
Transformational leadership has been described in the literature as a mechanism to develop
an organizational culture and, consequently, associated with the creation of quality
management policies and related procedures. This is because this leadership model promotes
changes and its probable results help team members deal with the discomfort that inevitably
comes with the change process (Bass, 1985; Tichy & Devanna, 1986) and encourages them
to continuously improve their own skills and quality capability (Brown, 1991; Deming,
1986). Lastly, the transformational leader would also encourage people to accept the change
(Bass, 1985; Conger & Kanungo, 1987).
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Quality management and competing values framework
This literature review did not find any study establishing a relation between the quality
management concept and a leadership model; it only identified studies with a relation to
culture, according to the Competing Values Framework model, and quality management.
For example, Cameron et al. (2006) presented correlations among the different cultures of the
Competing Values Framework and groups of quality management factors, showing that,
when all factors are integrated in a quality management project, the success rate is
significantly higher.
Study design
This study has a descriptive and correlational design, as its purpose was to describe the
correlation between two groups of variables: leadership styles of quality managers and
quality management principles. The study had a non-probability and convenience sample of
respondents. The participants were contacted by email and a message on LinkedIn (a virtual
platform) through a presentation letter that explained the study objectives. The answers were
collected through a survey, applied between December 2014 and March 2015.
Sample characterization
This study had 47 participants (quality managers), from total 194 questionnaires answered.
This number of participants was obtained after excluding incomplete questionnaires and
respondents not specifically working in the quality area or with a management position.
Of 47 participants, 36 (76%) were male and 11 (24%) were female. Most participants were
from the Southeast region in Brazil (74%), mainly from São Paulo (53%); followed by the
Central West region (9%), Norte and Northeast (6% each) and South (4%). Regarding the
company size of respondents, most were large (57%), followed by midsize (30%) and small
(13%). Participants of 18 to 25 years old corresponded to 6% of total respondents; 17% were
26 to 30; 32% were 31 to 35; 6% were 36 to 40; 30% were 41 to 45; 2% were 46 to 50 and
6% were 56 to 60 years old.
Procedure and instruments
In order to evaluate transformational and transactional leadership characteristics of leaders
interviewed in our study, it was used the test developed by Fonseca & Porto (2013), as it has
been translated to Portuguese and validated in the Brazilian context. To reduce the time
required to answer the questionnaire, a reduced version of this instrument was used,
developed by the same authors, but not published, with 22 items from total 45 items of the
original instrument. The answers were obtained using a 6-point Likert scale, as follows:
always, almost always, very often, not often, rarely and never.
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Data analysis
Pearson’s correlation coefficient was used to generate the results. The level of significance
considered in this study was p≤0.05. Data were analyzed with SPSS 17.0. The classification
proposed by Cohen (1988) was used to interpret the results: 0.10 to 0.29 indicate small
scores; 0.30 to 0.49 are medium scores and 0.50 to 1 are high scores.
Discussion
Summarizing, results shows a relation between the leadership styles and quality management
principles analyzed in this study, with a small advantage of the transformational profile in
relation to the transactional profile, since this profile showed higher correlation coefficients.
Results also indicate higher correlation coefficients of the Competing Values Framework
leadership profiles of external focus and short-term with the quality management principles,
while lower coefficients were obtained with the leadership profiles of internal focus, group-
oriented and cooperation.
Conclusions
The results of this study indicate that both transformational and transactional leadership are
positively correlated to the principles of quality management, although data indicate a
tendency to get higher correlation levels with transformational leadership style. Data also
indicate that there is a difference in the correlation of different Competing Values
Framework leadership styles and principles of quality management, with some profiles
presenting a tendency to show higher correlations than others. However, the relationship
between organizational culture and quality management, this correlation seems to be
uniform, so when the profile has a tendency to get higher correlations, presents it to all the
principles of quality management.
Question No. 3:-
a) Define and Interpret concepts of customers Relationship Marketing.
Definition of Customer Relationship Marketing
Customer relationship marketing (CRM) is a technique based on client relationships and
customer loyalty. Using customer data and feedback, companies utilizing this marketing
strategy develop long-term relationships with customers and develop laser-focused brand
awareness. Customer relationship marketing varies greatly from the traditional transactional
marketing approach that focuses on increasing individual sale numbers.
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Companies that prioritize customer relationships, on the other hand, strive to create strong
customer connections, which may be emotional, to their brand to promote customer loyalty
and increase customer lifetime value. They benefit from word-of-mouth promotion and
develop brand ambassadors.
Customer Relationship Marketing Strategies
Customer relationship marketing builds upon customer experience management and puts
improving customer interactions to foster brand loyalty at the core of marketing activities and
efforts. There are several ways that companies go about customer relationship marketing,
including providing excellent customer service at all times, getting to know individual
customers to anticipate their needs, and offering loyalty program perks and rewards for
repeat customers. Companies typically turn to the internet and social media to pursue
customer relationship marketing initiatives, which means that small businesses also can
benefit from it by inviting customers to visit their websites, read and comment on blog posts,
and communicate via social media platforms like Twitter and Instagram.
The goal of customer relationship marketing is to build trust with and engage customers to
build brand loyalty and reduce customer churn. One of the best strategies for building
relationships with customers is focusing on emotion. Brands who excel in CRM use nostalgia
in their campaigns because it is one of the most powerful connections consumers can have to
a brand, according to BDA CEO Jay Deutsch. That’s why branded merchandising is
becoming part of some of the most successful marketing campaigns.
Other strategies in customer relationship marketing include:
Show customers you value them with every interaction – Consider spontaneously
recognizing them and delighting them in unexpected ways
Listen to customers and respond – Use social media monitoring tools to reply to
comments and complaints and address customers’ concerns
Give customers free information – Identify topics and interests customers have and then
create content to address them and give customers free access to it, such as informational
videos on products they recently purchased or newsletters that highlight individual
customers and share their stories
Expanded loyalty rewards – Any company can offer perks and rewards, but you need to
expand beyond the typical reward program and give people stuff they love or recognize
them in unexpected ways
Communicate frequently – A relationship is nothing without communication, so make
sure you communicate with customers often via social media, email, messages, etc. (just
be sure the communication provides value to customers and does not become intrusive or
too frequent)
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Benefits of Customer Relationship Marketing
When companies implement customer relationship marketing, they make good use of their
customer data and identify customers that will be of more value to the company itself. With
customer relationship marketing campaigns, companies save time and money by focusing on
customers that will not be as costly in terms of maintaining relationships with them; they also
make better decisions about which customers have underdeveloped potential.
Another advantage of utilizing customer relationship marketing is that it increases customer
satisfaction and communication levels. Customers who have strong relationships with
companies interact with them more frequently, which makes it easier platforms. These
companies also save money by building relationships with existing customers rather than
spending to attract new customers.
Other benefits of using a customer relationship marketing strategy include:
Delivering a consistent customer experience – By becoming customer-centric and focusing
on customer relationships, companies align their touch points and work across the
organization to meet customer needs, improve satisfaction, and deliver an exceptional
experience
Gathering customer feedback – Building strong relationships with customers requires
communication, and companies put more stock in gathering feedback and analyzing it to
make better business decisions to build stronger relationships
Improving customer profitability – Customers that are loyal to brands spend more with
them; in fact, consumers are now putting customer experience ahead of cost when
making purchasing decisions
Creating customer advocates – The happier your customers are, the better the chances
they will spread the word about you to others; when you build a strong relationship with
them and deliver a consistent experience, they have better reviews to share
b) Describe the roles of suppliers in QM and approaches to managing the
relationship between organization and their suppliers.
A company's relationships with its suppliers have become increasingly important in the total
context of the organization in the early 21st century. Companies have generally reduced the
number of suppliers they buy from in order to develop long-term, mutually beneficial
strategic partnerships with key suppliers.
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Basics
A supplier relationship is one in which a reseller buys from a supplier for the purpose of
reselling and making a profit. Distributors typically buy from manufacturers, which represent
their suppliers. Retailers may buy from manufacturers but traditionally buy from distributors
or vendors. Suppliers may ship products to distribution centers maintained by the buyer, or
they may ship product directly to retail stores for immediate resale.
Supply Chain Management
The supplier relationship has become so integral in effective business management that the
business system supply chain management has evolved in the early 21st century. This is a
formalized approach to supplier relationships in which resellers share close ties and strategic
information with top suppliers to optimize mutual benefits of satisfying the needs of the end
customer. SCM stems from the reality that if the end customer is not satisfied, nobody in the
supply chain wins.
EDI
In the strongest of supplier relationships, resellers even share confidential or closely guarded
inventory systems and data with suppliers. This takes place through a process known as
electronic data integration, or EDI. This means the reseller links its computer systems to
those of suppliers. This enables automatic alerts to go to the supplier, indicating when the
distribution center or certain stores have reached critical levels on inventory. This allows for
optimized and efficient inventory replenishment.
Responsibilities
Resellers often partner with suppliers in meeting corporate social responsibility guidelines of
the early 21st century. This includes a mixture of social and environmental responsibilities
that CSR-compliant organizations must follow. Among them are ethical and honest business
practices and a focus on environmental preservation, including efficient use of natural
resources. Resellers and their suppliers often collaborate on efficient transportation and
routing systems to reduce air pollution and other side effects of frequent transport.
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Question No. 4:-
a) What are the characteristics of quality function deployment as a quality
system?
Introduction
QFD (quality function deployment) is defined as a method for developing a design quality
aiming at satisfying the consumer and then translating the consumer's demand into design
targets and major quality assurance points to be used throughout the production phase. QFD
is a way to assure the design quality while the product is still in the design stage (Akao,
1990) [1]. From this definition, QFD can be seen as a process where the consumer’s voice is
valued to carry through the whole process of production and services.
QFD consists of two components which are deployed into the design process: quality and
function. The " quality deployment" component brings the costumer’s voice into the design
process. The "function deployment" component links different organizational functions and
units into to the design-to-manufacturing transition via the formation of design teams.
(Lockamy & Khurana, 1995) [6]
History of QFD
QFD was invented in Japan by Yoji Akao in 1966, but was first implemented in the
Mitsubishi’s Kobe shipyard in 1972, possibly out of the teaching of Deming. Then later it
was adopted and developed by other Japanese companies, notably Toyota and its suppliers.
In the USA the first serious exponents of QFD were the 'big three' automotive manufacturers
in the 1980's, and a few leading companies in other sectors such as electronics. However, the
uptake of QFD in the Western world appears to have been fairly slow. There is also some
reluctance among users of QFD to publish and share information - much more so than with
other quality-related methodologies. This may be because the data captured and the decisions
made using QFD usually relate to future product plans, and are therefore sensitive,
proprietary, and valuable to competitors. (Hutton, 1997)
Processes of QFD
According to Lockamy and Khurana (1995), the idea of QFD is timing, performance
evaluation, and resource commitment. And the four phases of QFD are:
1. Product concept planning. It starts with customers and market research with leads to
product plans, ideas, sketches, concept models, and marketing plans.
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2. Product development and specification. It would lead to the development to prototypes
and tests.
3. Manufacturing processes and production tools. They are designed based on the product
and component specifications.
4. Production of product. It starts after the pilot have been resolved
After the products have been marketed, the customer’s voice is taken again.
Benefits of QFD
According to Don Clausing, the author of Total Quality Development book, pointed out that
the QFD has been evolved by product development people in response to the major problems
in the traditional processes, which were:
1. Disregard the voice of customer
2. Disregard the competition
3. Concentration on each specification in isolation
4. Low expectations
5. Little input from design and production people into product planning
6. Divergent interpretation of the specifications
7. Lack of structure
8. Lost information
9. Weak commitment to previous decisions
Tools of QFD
Matrix diagrams, which are very useful to organize the data collected, help to facilitate the
improvement process. They can be used to display information about the degree to which
employee expectations are being met and the resources that exist to meet those expectations.
The structure in which QFD uses to organize information is known as the House of Quality.
In its broadest sense, the QFD House of Quality displays the relationship between dependent
(WHATS) and independent (HOWS) variables (Woods, 1994) [8]. Figure 1 shows the typical
House of Quality.
This House of Quality should be created by a team of people with first-hand knowledge of
both company capabilities and the expectations of the employee. Effective use of QFD
requires team participation and discipline inherent in the practice of QFD, which has proven
to be an excellent team-building experience.
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Example of successful QFD implementation
A successful story of QFD can be seen at the Chrysler Motors Corporation. The QFD at
Chrysler Motor Corporation was formally launched in September 1986, but its first
application was begun in June 1986.
Chrysler implemented the QFD in four-stage process: (1) spreading awareness, (2)
developing successful case study and examples to motivate subsequent teams, (3) company-
wide training and education on QFD techniques and philosophy, and (4) adopting QFD as
business philosophy.
In the beginning, QFD idea was not widely accepted in the company. For many QFD was
perceived as requiring additional time and effort. Such opinions led to organizational and
perceptual barriers regarding the successful implementation of QFD.
Due to various resource constraints, Chrysler management was sometimes unable to
authorize first-hand customer research. In such cases teams were encouraged to document
what they knew concerning the customer requirement, based on their experiences. Often
team members simulated customers by actually evaluating competing vehicles, and
reviewing customer ratings.
The result of using QFD in Chrysler, in the launch of LH platform for mid-size cars was
successful. The total product design cycle took approximately 36 months, versus the
historical cycles ranging from 62 to 54 months. Only 740 people were required in the QFD
program, while 1600 people were required in the historical environment. Also, by focusing
on the customer requirement instead of only cost, Chrysler made innovative design changes
that are gaining acceptance in marketplace. (Lockamy & Khurana, 1995)
Conclusion
QFD is a good system to be implemented in organization or industry, which can be seen from
the examples mentioned above. QFD does not design to replace the existing organization
design process by any means, but rather support the organization’s design process. And it
also helps bring the customer’s voice into the production process to reduce the unnecessary
cost. Cutting production time is also very beneficial to the companies.
However, QFD has not been widely accepted in the USA compared to Japan (42% or more
of Japanese companies have adopted QFD to improve their quality). In the future we hope
QFD can be more adopted and researched in the American manufacturing and service
organizations.
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b) What must an organization do to maintain a customer focus and
explain the benefits of maintaining customer focus?
Customer focused businesses outperform their competition on every metric that matters –
profitability, sales growth, innovation and customer satisfaction.
Most business leaders agree that increasing customer focus will improve business
performance so the question then becomes how?
Here are 7 ways leaders can help improve the level of customer focus across their businesses:
1. Get everyone involved.
Every employee has an impact on customers, sure sales, marketing and customer service
lead the daily interactions, but the non-customer facing staff can have a powerful impact.
Sales and marketing teams make the promises to customers that the organization must deliver
on. If everyone is not on the same page execution falls over and customers bare the brunt.
2. Benchmark your current level of customer focus.
There is a lot of talk about customer focus but how do you make such an abstract concept
real? We think part of the answer is to measure and benchmark it. We do that through the
Market Responsiveness Index which measures the level of attention companies place on the
markets and customers they serve. As Peter Drucker once said “If you can’t measure it, you
can’t manage it.” – a customer focused culture is no different.
3. Make it real
Define what “customer focus” means in your business. Customer focus will mean different
things in different businesses, it is important to get clear on what it is and what it means in
terms of expected behaviors in your business. Many companies have this term in their vision
or mission statements but it stays in the “ether” what do those mission and vision statements
mean in terms of actually guiding operations?
One of our clients recently started to change the language they use when talking about
customers. One of their businesses is an online dating service. Rather than only focusing on
new subscriptions they are looking at other metrics for example How many dates have we
created? This type of metric is more meaningful to both customers and employees, it focuses
on one of the outcomes important to customers and recognizes the contributions employees
are making to improving people’s lives.
4. Put customers on the agenda.
This is a simple action leaders can implement today. Are customers discussed in every
meeting? If not why not? What impact will decisions have on customers? Are we making
decisions that create short term gains at the expense of customer relationships?
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5. Hire people with a customer focused mindset.
People make have the technical skills required for a job, but do they have the “customer
focus” skills and/or mindset? In order words are they value creators that recognize their role
is to serve customers or serve those that do.
6. Help employees connect their work with customers.
In many large organizations employees can feel disconnected from customers. Leaders need
to provide the tools and communication to help them connect their work with the bigger
picture.
7. Recognize customer focused behavior.
Individuals demonstrating the right customer focused behaviors need to be highlighted and
recognized in a meaningful way. If employees believe they will be recognized they will be
motivated to do things differently.
Customer focus is really about understanding the customer’s world and what your
organization does to improve it. If your employees don’t understand the customer and what
makes your company different you are missing a significant opportunity to improve
performance.
Benefits of Customer Focus
Build Loyalty
Running a customer-focused business helps organizations build a loyal customer base.
Customers are more willing to purchase from companies that they feel consider their needs
when they create products and services. Customer also is frequent patrons to businesses that
place a high value on training their staffs to emphasize customer service.
Increase Referrals
The more loyal customers are to a business, the more likely they are to refer the products or
services to friends, family and business associates. Referrals are advantageous to businesses
as they cut down on advertising expenses. Customers who come to businesses through
referrals also generally are prequalified, which makes it easier to turn them from prospective
customers to buyers.
Celebrated for Customer Service
Customer service becomes a part of your company's brand when you run a customer-focused
business. When customers hear the name of your business, they automatically associate it
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with knowledgeable and friendly sales professionals and a company dedicated to ensuring
customers' needs are met. Companies such as online retailer Zappos and Trader Joe's are
celebrated for their dedication to being customer-focused businesses and providing superior
customer service.
Question No. 5:-
Explain the two conflicting roles that the human resources department
(HR) has within the organization. Explain the type of national culture that
exists within Pakistan in term of power dominance, uncertainty avoidance,
individualism/ collectivism, and masculinity/femininity.
The human resources department, HR, frequently acts as a mediator between employees and
managers, quickly responding to conflict and ensuring employers do not violate the rights of
employees. Human resources personnel settle workplace disputes through interpreting
company policies and employment and labor laws. The human resources department follows
conflict resolution procedures to successfully reach an acceptable outcome for all parties.
Employee Complaints
Responding to employee complaints, human resources deals with allegations of unfair
treatment, unfavorable working conditions and disputes between coworkers and managers.
HR clearly explains workplace codes of conduct and offers solutions and compromises. The
department determines the appropriate disciplinary action, if necessary, and files details of
the events.
Labor Relations
Acting as a liaison between employers and labor unions, human resources implements labor
relations programs, settles labor disputes that could possibly lead to strikes or litigation, deals
with bargaining agreements and such employee relations matters as contracts, wages and
salaries, benefits and pensions. When disputes arise or union representatives and employers
cannot agree, HR negotiates terms and helps the parties reach a decision.
Allegations
Allegations of discrimination, harassment and unfair treatment also fall within the purview of
human resources. If an employee feels he has been discriminated against or is the victim of
harassment, human resources is the first step in resolving the matter. The department
investigates the claim, establishes its validity and also interprets equal opportunity and anti-
discrimination laws to see if the employer is in compliance. HR offers a remedy to the
situation or assists employees with filing formal charges.
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Workplace Injury
Human resources prevents potential conflict if an employee sustains an on-the-job injury.
Employees must first notify human resources of the incident so HR can promptly open a
worker's compensation claim. If the injury is the result of the employer's negligence, HR can
counteract potential lawsuits by ensuring the worker receives medical attention and
compensation for his injuries and lost wages.
Power Distance
The fact that everybody is unique implies that we are all unequal. One of the most salient
aspects of inequality is the degree of power each person exerts or can exert over other
persons; power being defined as the degree to which a person is able to influence other
people’s ideas and behavior.
This dimension deals with the fact that all individuals in societies are not equal, and it
expresses the attitude of the culture toward these power inequalities amongst us. Power
distance is defined as the extent to which the less powerful members of institutions and
organizations within a country expect and accept that power is distributed unequally.
Individualism
The fundamental issue addressed by this dimension is the degree of interdependence a
society maintains among its members. It has to do with whether people´s self-image is
defined in terms of “I” or “We”. In Individualist societies people are only supposed to look
after themselves and their direct family. In Collectivist societies people belong to “in groups”
that take care of them in exchange for unquestioning loyalty.
The fairly low score on Power Distance(40) in combination with one of the the most
Individualist (91) cultures in the world reflects itself in the following:
Masculinity
A high score (Masculine) on this dimension indicates that the society will be driven by
competition, achievement and success, with success being defined by the “winner” or “best-
in-the-field”. This value system starts in childhood and continues throughout one’s life – both
in work and leisure pursuits.
A low score (Feminine) on the dimension means that the dominant values in society are
caring for others and quality of life. A Feminine society is one where quality of life is the
sign of success and standing out from the crowd is not admirable. The fundamental issue here
is what motivates people, wanting to be the best (Masculine) or liking what you do
(Feminine).
Many white collar workers will move to a fancier neighborhood after each and every
substantial promotion. It is believed that a certain degree of conflict will bring out the best of
people, as it is the goal to be “the winner”. As a consequence, we see a lot of polarization and
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court cases. This mentality nowadays undermines the American premise of “liberty and
justice for all.” Rising inequality is endangering democracy, because a widening gap among
the classes may slowly push Power Distance up and Individualism down.
Uncertainty Avoidance
The dimension Uncertainty Avoidance has to do with the way that a society deals with the
fact that the future can never be known: should we try to control the future or just let it
happen? This ambiguity brings with it anxiety and different cultures have learnt to deal with
this anxiety in different ways. The extent to which the members of a culture feel threatened
by ambiguous or unknown situations and have created beliefs and institutions that try to
avoid these is reflected in the score on Uncertainty Avoidance.
There is a fair degree of acceptance for new ideas, innovative products and a willingness to
try something new or different, whether it pertains to technology, business practices or food.
Americans tend to be more tolerant of ideas or opinions from anyone and allow the freedom
of expression. At the same time, Americans do not require a lot of rules and are less
emotionally expressive than higher-scoring cultures. At the same time, 9/11 has created a lot
of fear in the American society culminating in the efforts of government to monitor
everybody through the NSA and other security organizations
Long Term Orientation
This dimension describes how every society has to maintain some links with its own past
while dealing with the challenges of the present and future, and societies priorities these two
existential goals differently. Normative societies. Which score low on this dimension; for
example, prefer to maintain time-honored traditions and norms while viewing societal change
with suspicion. Those with a culture which scores high, on the other hand, take a more
pragmatic approach: they encourage thrift and efforts in modern education as a way to
prepare for the future.
The United States scores normative on the fifth dimension with a low score of 26. This is
reflected by the following:
Indulgence
One challenge that confronts humanity, now and in the past, is the degree to which small
children are socialized. Without socialization we do not become “human”. This dimension is
defined as the extent to which people try to control their desires and impulses, based on the
way they were raised. A tendency toward a relatively weak control over their impulses is
called “Indulgence”, whereas a relatively strong control over their urges is called “Restraint”.
Cultures can be described as Indulgent or Restrained.
The United States scores as an Indulgent (68) society on the sixth dimension. This, in
combination with a normative score, is reflected by the following contradictory attitudes and
behavior.
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