Middleton case study - Small and large power distance

Hofstede devised of five measures, called dimensions, to describe national culture. They include individualism versus collectivism, power distance, uncertainty avoidance, quantity versus quality of life and time orientation. The "power distance" dim

adverse affects on Middleton’s business dealings. Another example is the fact that referral by titles, such as Mr, and surname occurs often. Authority is very centralized with decision makers holding a lot of power, which makes it easier for subordinates to accept decisions made by superiors. This is supported by the fact that Miri staff, who hold advisory positions, don’t openly express disagreement with Doug as much as Australian staff. Miri staff attempt to give Doug a tour of Miri. This reflects the cultural attitude that a person’s treatment should reflect that of the person’s hierarchal position. A clear example that Malaysia does not attempt to hide power inequality is when staff and Doug have one of their meetings. In this meeting only Doug and Mr Lee are seated on a couch while the other staff are seated on less comfortable chairs. The examples above are examples of a national culture with high power distance. In Malaysia, as in other high power distance nations, differences in power distribution are widely accepted by the majority of the population.

Australia has low power distance, along with other western countries such as Great Brittain and the United States. Such countries attributing low power distance play down inequalities as much as possible. Persons of higher positions are respected, but employees are not fearful of them nor view them as superior. In a low power distance nation a person who holds authority tries not to look too

In a society attributing high power distance such as Malaysia, the differences in power within organizations is widely accepted. Employees are often in awe of their superiors and show a lot of respect towards them. Robbins

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