Telenor's Dimensions Of Culture Analysis

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When analysing the issue at hand further, use of Geert Hofstede’s “Dimensions of Culture” can be made. These consist of five dimensions identified within a national culture which provide a way of understanding the differences across national cultures, where distinctive cultural idiosyncrasies are existent. Of these five dimensions, the masculine versus feminine dimension is of specific relevance, as Telenor is under scrutiny by a Dagens Næringsliv article, as well as a qualitative report by Telenor’s Research and Development department, which collectively highlight the experience of female leaders in Telenor’s masculine culture. This dimension of culture is “the degree to which people in a country emphasise so-called masculine traits…show more content…
These were outspoken in the report by female employees stating that women leaders in the organisation are attempting to distance themselves from this prevalent ‘masculine culture.’ This resistance is a “set of values that outwardly reject those of the organisation.” (REFERENCE) Therefore, when female employees state that Telenor’s management culture is dominated by possibly stereotypical assumptions of masculine values such as assertiveness, independence and insensitivity to feelings, they criticise an environment they feel lacks equal opportunity to strive for succes, as they focus on achieving results, rather than part-taking in this masculine dominated business culture. However, women leaders found they must use a lot of energy to promote themselves and their boss internally. This fostering of internal competition may present negative consequences as it may carry resentment that drives costly turnover, an aspect they intend to avoid, due to their dislike for power games and internal competition which they are…show more content…
This concept originates from Hofstede’s cultural dimension Masculinity versus Femininity (House et al 2004: 401). An assertive culture is “value dominant, tough behaviour,” (Matthews 54) whilst it also esteems competition and with a belief that success can be bred by anyone willing to work hard enough. This dimension is centred around the belief that dominance is an element of assertiveness in relation to the nature of the relationship of individuals within the organisation and the business world. Meaning, that for individuals to be successful within this culture, they must exude a dominant nature that edges on confrontation and aggression in relationships. In the case presented, the reports states that women feel they “must use a lot of energy to promote themselves and their boss internally,” which contradicts with a female cultures modesty of a less assertive society. The lower gender egalitarianism found in Telenor, with only “14 percent of company leaders” being women has henceforth made it increasingly difficult for them to break the existent ‘glass ceiling,’ which requires internal competition and subsequently, women lose out as they “do not like power games.” This comes as a result of the feminine culture valuing tenderness and cooperation, whilst (males?) individuals fear promoting good colleagues as they themselves fear loosing out on the limelight, and thus do not receive

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