Belkis Abdoul

Ringuet Matthias LP MIB

Intercultural Management

The Latin Model in Colombia

2020/2021
Table of contents
1. The notion of Culture .................................................................................................................... 2
2. Dimensional models: G. Hofstede & F. Trompenaars ............................................................... 3
2.1 G. Hofstede’s cultural dimensions ............................................................................................. 3
POWER DISTANCE ........................................................................................................................ 3
INDIVIDUALISM ............................................................................................................................. 3
MASCULINITY ................................................................................................................................ 3
UNCERTAINTY AVOIDANCE ...................................................................................................... 4
LONG TERM ORIENTATION ...................................................................................................... 4
INDULGENCE .................................................................................................................................. 4
2.2 F. Trompenaars’s cultural dimensions ...................................................................................... 4
UNIVERSALISM VS PARTICULARISM ..................................................................................... 4
INDIVIDUALISM VS COMMUNITARISM ................................................................................. 5
SPECIFIC VS DIFFUSE .................................................................................................................. 5
NEUTRAL VS AFFECTIVE ........................................................................................................... 5
ACHIEVEMENT VS ASCRIPTION .............................................................................................. 5
SEQUENTIAL TIME VS SYNCHRONOUS TIME ..................................................................... 6
INTERNAL DIRECTION VS EXTERNAL DIRECTION........................................................... 6
3. The Latin Model with Colombia ...................................................................................................... 6
LINKOGRAPHY ................................................................................................................................ 10
ANNEX ................................................................................................................................................. 11
Annex 1 : Colombia’s cultural dimensions INDEX.......................................................................... 11

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 The culture can be a difficult process to integrate, to understand and to assimilate. Every
country on this planet have more or less a different story, a different history. Having a different
history means being influenced by a lot of processes (colonization, war, migration…). While
someone deal with a foreign culture to his own one, it can be difficult to understand all the
codes. It can be during an interpersonal relation or within a company. The following paper will
help to understand how a culture work and how can be use dimensional aspect to understand a
specific one called “The Latin model”. To do so, we will use the studies of G. Hofstede and F.
Trompenaars as one of the most realistic approach. We also used the GLOBE STUDY
dimension in order to bring an overall analysis. The “Latin model” we be illustrated through
Colombia as a Latin American country.

1. The notion of Culture

The word "culture" derives from a French term, which in turn derives from the Latin
"colere," which means to tend to the earth and grow, or cultivation and nurture. "It shares its
etymology with a number of other words related to actively fostering growth," says De Rossi

It exists various types of cultures: Western culture, Eastern culture, Latin culture,
Middle Eastern Culture, African Culture. No matter what culture people are part of one thing
is for certain, it will change. "Culture appears to have become key in our interconnected world,
which is made up of so many ethnically diverse societies, but also riddled by conflicts
associated with religion, ethnicity, ethical beliefs, and, essentially, the elements which make up
culture," De Rossi said. "But culture is no longer fixed, if it ever was. It is essentially fluid and
constantly in motion." This makes it so that it is difficult to define any culture in only one way.
We can also observe that culture can also be manifested with a different sort of Symbols, like
words, gestures, pictures, or objects that carry a special meaning in the mind of people, which
is only recognized by those who share a particular culture, those who share a same culture. It is
also important to understand how new symbols can easily being developed and how the old
ones disappear. The symbols from one group are often and regularly copied and pasted by
others. Therefore, symbols also represent the outermost layer of a culture. Every culture have a
different history, this is why a lot of country are capable to identify those proper Heroes, those
Heroes are persons, past or present, real, or fictitious, who possess characteristics that are highly
prized in a culture, they are seen as experience of the past, experience of the old ancestors, old
humans beings of their proper culture which they are part of. They also serve as models for
behaviour. Some cultures have had the need to practices, to train and put in practice behaviours

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or beliefs called Rituals, they are collective activities, they part of routine, sometimes they can
be unessential in reaching desired objectives, but are considered as socially essential, for the
mental health or self-confidence. They are therefore carried out most of the times for their own
sake (ways of greetings, paying respect to others, religious and social ceremonies, etc.). The
core of a culture is formed by values. They are broad tendencies for preferences of certain
situation to others they help people to define what is “good-evil”, “right-wrong”, “natural-
unnatural”. Many values can appear as instinctive to those who carry them. So, they often
cannot be discussed, but they can be clearly observed by others. Values can only be inferred
from the way people act under different circumstances. Symbols, heroes, and rituals are the
tangible or visual aspects of the practices of a culture. The true cultural meaning of the practices
is intangible; this is revealed only when the practices are interpreted by the insiders

2. Dimensional models: G. Hofstede & F. Trompenaars

2.1 G. Hofstede’s cultural dimensions
POWER DISTANCE
This dimension deals with the fact that all individuals in societies are not equal. Power
Distance is identified as the degree when the less powerful members of institutions and
organisations, inside a nation, believe and accept that power is distributed.

INDIVIDUALISM
The major problem observed in this dimension is the degree of interdependence a society
maintains among his members. It has to do with whether people´s opinion of themselves is
defined by how they use the allocution: “I” or “We”. In Individualist societies people are
supposed to look after themselves and their family. In Collectivist societies people belong in
groups that take care of them in exchange of devotion.

MASCULINITY
A high score means that the society tend to be more “Masculine”. Its significate that the
society will be driven by competition, achievement and success, with success being defined by
a winner value system.

A low score means that we deal with a “Feminine” society. On this dimension, the
dominant values are to take care for others and to be preoccupated with quality of life. A

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Feminine society is one where quality of life is the sign of success and standing out from the
crowd is not worthy. The fundamental issue here is what motivates people, wanting to be the
best (Masculine) or liking what you do (Feminine).

UNCERTAINTY AVOIDANCE
The dimension Uncertainty Avoidance help us to understand how a society deals with the
fact that the future can never be known: should we try to control our destiny or just to let it
come as it is ? This doubt brings anxiety and different cultures have acquired the capacity to
deal with it in several aspects.

LONG TERM ORIENTATION

This Long-Term Orientation describes how every society must preserve some links with its
own past while dealing with the challenges of the present and future. Some societies would
prioritise these two existential aspirations from different angles. Normative societies, which
score are low, prefer to maintain time-honoured 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 to prepare for the
future.

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 which people try to control their desires and impulses, based on the way
they were raised. Relatively weak control is called “Indulgence” and relatively strong control
is called “Restraint”.

2.2 F. Trompenaars’s cultural dimensions

UNIVERSALISM VS PARTICULARISM
This dimension can be summarized by asking what matters more, laws or relationships?
Cultures based on universalism try to treat all cases the same, even if they include friends or
loved ones. The focus is more on the rules than the relationship. Cultures based on particularism
will find relationships more important than rules. You can bend the rules for family members,
close friends, or essential people. Each case must be examined considering its special merits.

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INDIVIDUALISM VS COMMUNITARISM
This dimension can be summarized by asking do we work as a team or as individuals?
Do people desire to be recognized or their individual achievements, or do they want to be part
of a group? Individualistic cultures believe that your outcomes in life are the result of your
choices. Those cultures are also known as decision makers, and they don’t need to consult to
do so. Thus, decision makers can make decisions at speed. It is your responsibility to look after
your happiness and fulfilment. Cultures based on communitarianism believe your quality of life
is better when use collaboration between each other. As a result, these cultures organize
themselves around groups. There is a strong sense of loyalty inside the group. As a result of
this group tendency, decision making is slower as everyone gives input. Job turnover will be
lower due to high group loyalty. The group gets rewarded for high performance, not for induvial
achievements.

SPECIFIC VS DIFFUSE
This dimension can be resumed by asking how separate is our personal and professional
life? In a specific culture, people tend to keep their personal and work life separate. These
cultures don’t see an overlap between the two spheres. These cultures tend to be schedule
focussed and explicit in their communications. They focus more on the goal than the
relationship. In a diffusive culture, people tend to see their personal and work life as
interconnected. These cultures believe that objectives can be better achieved when relationships
are strong. As such, in these cultures work colleagues socialize with each other outside of work.
These cultures are courteous and respect the age, status, and background of everyone.

NEUTRAL VS AFFECTIVE
This dimension can be summarized by asking do we show our emotions. In a neutral
culture, people tend not to share their emotions. Emotions are of course felt by the individual,
but they are kept in check and controlled. Observing these people, you would consider them
cool and rational. In an affective culture, people tend to share their emotions, even in the
workplace. In an affective culture, it considered normal that people share their emotions.

ACHIEVEMENT VS ASCRIPTION
This dimension can be summarized by asking do we prove ourselves to get status or is it
given to us? In an achievement culture, you earn status through knowledge or skill. Job titles

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are earned and reflect this knowledge and skill. Anyone can challenge a decision if they have a
logical argument. In an ascription culture, you are given status based on who you are. This
could be because of your social status, your education, or your age. You earn respect in these
cultures because of your commitment to the organization, not your abilities. A decision will
only be challenged by someone with higher authority.

SEQUENTIAL TIME VS SYNCHRONOUS TIME

In this dimension, we can easily ask to ourselves: do things get done one at a time or do
many things get done at once? In a sequential time culture, time is very important. People like
projects to be completed in stages. Time is money, and so it is important that each stage is
finished on time. It is rude to be late for meetings in these cultures. In a synchronous time
culture, people see the past, present, and future as interwoven. Because of this people do several
things at once, as time is interchangeable. This results in plans and deadlines being flexible. It
also explains why punctuality is less important.

INTERNAL DIRECTION VS EXTERNAL DIRECTION

This dimension of Trompenaars Cultural Dimensions Model can be summarized by asking
do we control our environment or are we controlled by it? In an internal direction culture, people
believe that they can control their environment to achieve their goals. The focus is selfish (one’s
self, one’s team, and one’s organization). Winning is important in these cultures and aggressive
personalities are thus prevalent. In an external direction culture, people believe that they must
work with their environment to achieve their goals. In these cultures, winning isn’t as important
as maintaining a strong relationship. They focus on environmental factors e.g. relationships to
achieve their goals.

3. The Latin Model with Colombia

First, if we use Colombia as an example for the Latin Model, it’s easier to have an idea
of how the Latin Cultures in Eastern Europe and Latin America works.

If we look at the Power Distance Index, we can see that Colombia scores a 67 on the scale. It
means that it’s a society where peoples believe in the fact that inequalities are just a fact of life,
they accept inequalities in every layers of the society. In the management, a Leader will have a
lot of power concentrated around him. At a score of 13 Colombia is amongst the lowest

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Individualist society, it is one of the most collectivistic cultures in the world. Groups frequently
have their strong identities attached to a class distinction. The fact to bring Loyalty to such
groups is vital, and often, it is beyond “corporative” groups that people acquire rights and
benefits, which are not to be found in other cultures. At the same time, conflict is avoided, in
order to maintain group harmony and to save face. Relationships are more important than
attending to the task at hand, and when a group of people holds an opinion on an issue, they
will be joined by all who feel part of that group. Colombians will often go out of their way to
support you if they feel there is an adequate amount of consideration given to developing a
relationship, but also if they detect an “in-group” connection, however thin. However, those
perceived as “outsiders” can easily be kicked or identified as “enemies” or “opponents”. The
most chosen communication style is context-rich, so public speeches and written documents
are usually extensive and elaborate. The Colombians are an extremely collectivistic people,
belonging to an in-group and the will to associate by yourself inside the group’s opinion seems
to be crucial. Ubicated at the rank of 64th Colombia is a Masculine society, what means that
Colombians are extremely competitive and status-oriented, but more collectivistic instead of
Individualist. This indicates that competition is directed towards members of other groups.
People are looking for membership in groups which give them status and rewards linked to
performance, but they often sacrifice freedom against work, if this is supported by group
membership and by power holders. At 80 Colombia has a high score on Uncertainty Avoidance
which means that as a nation they are looking for mechanisms to dodge ambiguity. Emotions
are openly expressed. There are rules for everything. This is also shown in religion, which is
respected, followed by a lot of religious people and conservative. Rules are not necessarily
followed, but it depends on the in-group’s opinion, it depends on the decision of power holders,
who make their own rules. In work terms this results in detailed planning that may not
necessarily be followed in practice. The combination of high Uncertainty Avoidance with the
scores on the previous dimensions means that it is very hard to change the status-quo, unless a
figure of authority can accumulate a huge amount of people and lead them towards change.
With a low score of 13, Colombian culture is normative. People living in those societies have
a solid interest with establishing the absolute “Truth”. They are normative in their way of
thinking. They have a great respect for traditions. They are focused on achieving quick results.
Scoring a very high 83 in this dimension, Colombia is known as an Indulgent country. People
in societies classified by a high score of indulgence generally exhibit a disposition to realise
their impulses and desires regarding enjoying life and having fun. They possess a positive

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attitude and have a predisposition for optimism. Likewise, they place a higher degree of
importance on leisure time, act as they please and spend money as they wish.

According to Fons Trompenaars, it is important to ask yourself the following question

when working in a multicultural team: what seems most important about the team, the rules or
the relationships? In the Latin model, particularism is strongly anchored. People believe that
every circumstance, and every relationship, dictates the rules by which they live. Their response
to a situation can change, depending on what is happening at the time and who is involved. The
strategies will therefore be as follows is to, give people the autonomy to make their own
decisions., to respect the needs of others when making decisions, to be flexible in the way they
make decisions, and to take the time to build relationships and get to know people in order to
better understand their needs. They highlight important rules and procedures to follow. People
from a Latin culture are convinced that the group comes before the individual. The group
provides help and security in exchange for loyalty. The approaches are to praise and reward the
group performance, not congratulate individuals publicly, allow people to involve others in
decision making and avoid showing favouritism. They believe that good relationships are vital
to achieving company goals and that their relationships with others will be the same whether
they are at work or in a social gathering. People spend time outside of working hours with co-
workers and clients. The strategies of this dimension are to focus on building a good relationship
before focusing on business goals, learn as much as possible about the people they work with
and the organizations. They do business with to be ready to discuss business on social occasions
and have personal discussions at work to try to avoid turning down invitations to social events.
People want to find ways to express their emotions, even spontaneously, at work. In Latin
cultures, it is welcome and accepted to show emotion. The emotional dimension strategies is
to open up to people to build trust and build relationships, use emotion to communicate their
goals, learn to manage conflicts effectively before they become personal, use positive body
language, and adopt a positive attitude. People believe that you should be valued for who you
are. Power, title and position matter in these cultures, and these roles define behaviour. The
Latin’s is more on the acquired model and the strategies is the to use headings, especially when
they clarify the status of people in an organization, to show respect for people in positions of
authority, especially when challenging decisions, don’t put people in positions of authority,
don’t let your authority prevent you from playing your role well. People see the past, present
and future as intertwined periods. They often work on multiple projects at once and view plans
and commitments as flexible. The strategies to follows is to be flexible in your approach to

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work, to allow people to be flexible on tasks and projects, where possible and to emphasize the
importance of punctuality and deadlines if these are essential to achieve their goals. Most people
believe that nature or their environment controls them, and it is why they must work with their
environment to achieve their goals. At work or in relationships, they focus their actions on
others and avoid conflict whenever possible. People often need the reassurance that they are
doing a good job. The strategies are to provide people with the right resources to do their jobs
effectively, to give people direction and regular feedback, so they know how their actions affect
their environment, to reassure people that they are doing a good job, to manage conflicts quickly
and quietly, do whatever you can to build people’s confidence, to balance negative and positive
feedback, to encourage people to take responsibility for their work. If we check the GLOBE
Study dimension, we can also notice that Colombia is a middle to high uncertainty avoidance,
they also complete this dimension with the future orientation, the Latin Model like in Colombia
are Present Oriented, they also keep a high power distance as said in the last viewed dimensions
of Hofstede. Latin Culture is also known for their collectivism attitude. They are human
oriented and are have moderate performance orientation. They also look at their family and the
group they are belonging first. The gender egalitarianism is defined as Low. To conclude they
still have a high level of assertiveness.

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 LINKOGRAPHY

Gabriel R. Nemogá-Soto (2018) Indigenous and Intercultural Education in Latin America:

Assimilation or Transformation of Colonial Relations in Colombia, Journal of Intercultural
Studies, 39:1, 1-19, DOI: 10.1080/07256868.2017.1410115

GEERT HOFSTEDE’S: THE DIMENSION PARADIGM. (2020). Hofstede-insights.

https://hi.hofstede-insights.com/models

Hofstede, G., Hofstede, G. J., & Minkov, M. (2010). Cultures and Organizations: Software of
the Mind, Third Edition (3e ed.). McGraw-Hill Education.

Hofstede’s Model of National Cultures. (2018, 5 mars). [Video]. YouTube.

https://www.youtube.com/watch?v=Fwa1tkH7LEI&t=192s

Management Interculturel : Le Modèle d’Hofstede. (2019, 1 August). [Video]. YouTube.

https://www.youtube.com/watch?v=70AQQmV1rBA

Ogliastri, E. G. (1997). Culture and organizational leadership in Colombia. Culture and

leadership.

Trompenaars’ Cultural Dimensions. (2018, 24 July). [Video]. YouTube.

https://www.youtube.com/watch?v=wf0vNHwtzdw&t=80s

GLOBE Project. (2020). GLOBE 2020. https://globeproject.com/

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 ANNEX

Annex 1 : Colombia’s cultural dimensions INDEX

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