Therefore opposite (95). (Hofstede,1991,.1) ‘Culture’ is a structure of

Therefore Certainly, culture setsthe foundation for organisation strategy, any successful implementation ofchange strategy must align with the existing organisational culture and itsdifferent dimensions. Cultural awareness and assessment provides the wayorganizational members are willing to accept change, and the way they perceiveany change within an organization.

           The five Hofstede’s dimension ofnational culture is based on cross cultural communication, effect of society’sculture on the value of its members and how these values relate the individualbehaviour. Hofstede proposed talked of five dimensions, namely power distance,individualism vs. collectivism, Masculinity vs. femininity, uncertaintyavoidance, short vs long term orientation. Hofstede analysis showsinternational comparison and correlation of values with other countries, (See Appendix 1) for example powerdistance is very high in Latin and Asian countries. However, in the example of Germanywe can see that it has low power distance, masculinity is subordinate in Nordiccountries (Norway 8) where as in Japan it is just the opposite (95).

(Hofstede,1991,.1) ‘Culture’ is a structure of thesociety which is very complex. It includes knowledge, belief, art, morals, law,custom and any other capabilities, habits acquired by man as a member ofsociety and which can be distinguished on many different levels such asnational, regional, tribal, historical, organizational, industry, professionaland functional. Culture shape the behavioural action of personnel and dictatesthe way things happen in an organisation.

According to Hofstede (1991,.1), theindividual behaviour is influenced by three cultures: national, occupational,and organizational. Occupational and organisational culture is learned duringschool and professional life. It is easy to bring about changes depending onthe circumstances where as in national culture it is difficult to do so.