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Business Administration QUESTION #9585
Question 1
Hofstede's cultural dimensions framework identified 'Power Distance' as a key variable in cross-cultural management. A multinational entering Pakistan encounters resistance when it implements its headquarters' participative decision-making culture. Which specific cultural dimension conflict explains this, and what practical adaptation is required?
  • High uncertainty avoidance in Pakistan conflicts with the multinational's low-structure participative model — solution is to formalize the participation process through written procedures
  • High power distance in Pakistan means employees expect hierarchical authority and directive leadership — the multinational must adapt its management style toward more directive leadership while gradually building participative capacity through structural changes✔️
  • High masculinity index in Pakistan conflicts with the collaborative, consensus-oriented style of the participative model — solution is to gender-sensitize the participation framework
  • Low individualism (collectivism) in Pakistan means individual participation is culturally inappropriate — the model must shift to group-based collective consultation
Correct Answer Explanation
Pakistan scores high on power distance (Hofstede) — employees are socialized to expect clear hierarchical authority and may interpret participative management as managerial weakness or abdication. Directly importing a low-power-distance participative model creates confusion, not empowerment. The practical solution is to adapt leadership style toward more directive clarity while using participation selectively, explaining its purpose and building trust incrementally.