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Uncertainty avoidance: Thailand VS Denmark

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Uncertainty avoidance: Thailand VS Denmark

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Denmark:
Denmark has a low level of uncertainty avoidance. Danish people like being flexible and adaptable, and they're comfortable with uncertainty. They're open to new ideas, trying new things, and taking risks. They don't mind when things are unclear, and they let employees make decisions on their own.

For instance, in a business, a Danish company might be willing to try new strategies, embrace change, and explore new markets without doing a lot of planning. They encourage employees to take risks and make decisions independently, so they can quickly adjust based on feedback.

Moreover, Denmark is called a friendly country for startup because the government support them financially which helps reduce the risk.

Thailand:
In contrast, Thailand has a high level of uncertainty avoidance. Thai people prefer stability, structure, and following rules and traditions. They want clear instructions and well-defined processes. They value careful planning, predictability, and decision-making through a hierarchy.

In a business, a Thai company is more likely to follow established procedures and prefer a structured decision-making approach (we can see a mechanistic workforce planning in many Thai companies, while Danish companies has more organic or hybrid structure). They spend a lot of time and resources on thorough market research, analyzing different scenarios, and making a detailed plan before entering a new market. They're cautious about risks and avoiding uncertainty.

Group member:
Kanokkorn Wachiraatsakorn 6480115
Sireethorn Saksomkulutai 6281585
Nongnaphat Euarchukiati 6481159
Natcha Paisalteerakorn 6281405

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Thailand: Thai culture emphasizes strong connection and hierarchical relationships. Also, individuals tends to respect each others. Individuals are often expected to prioritize the needs and desires of their family and society over personal aspirations. In aspect of work, Thai society places importance on group cohesion and harmony in the workplace.
Italy: Italian culture places importance on family and community, but it also values individual expression, creativity, and personal freedoms. In aspect of work, Italian business culture is hierarchical, flexible, and sociable, and their working practices are both focused and person-oriented.

Members:
Natakorn Nattawut 6380419
Pasin Piyatat 6480950
Arun Subsompon 6380133

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Iraq have the rate of 31 in Individualism, which mean that Iraq was a collectivism society as a muslim country they focus on long-term relationship commit toward the group members. due to the fact that Muslim culture men can have multiple wife and families as long as they give everyone  equally. This mean that they most likely have a very big families compared to UK.

United Kingdom have the rate of 89 in Individualism, which consider as very high in individualism. As UK was a developed country with the high competition inside the country. They often taught their child to have their own uniqueness in order to make them differ from the surrounding people. This cause UK have a very high rate of Individualism

Group members
- Chavapol
- Veera
- Natdhawat
- Panya
- Silaporn

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Taiwan scores 17 while Austria has a score of 55, which makes them drastically different in this dimension.

Taiwan is an extremely collectivist society, with people thinking in herd mentalities, usually following groups. This is seen in uniform policies, family dynamics, and more. Taiwanese families are tight knit and often live in big families.

Austria is an individualistic society because they are an achievement oriented society. They accord their status based on individual achievements. They base their respect on peoples’ abilities. Austrians typically have smaller families, and people often live alone as well.

Group Members :
- Myra
- Amelie
- Jamecia
- Phurin

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Group members:
Emilie Reimann 6480766, and Navjot Kaur 6480675

The countries of comparison used in this group can be referred to as the Netherlands and the Philippines. The dimension most in-depth looked at will be masculinity and femininity.

Netherlands: The MAS is at 14, which indicates a lower score in terms of the Netherlands being a feminine society. In this sense, it can be said that this indicates lower levels of gender differentiation and discrimination between genders. This leads us to perceive there to be equal treatment of females to males in absolute aspects of Dutch society. All in all, it could be said that the nature of Dutch society thus possesses a more nurturing and empathetic atmosphere towards various individuals living in the Netherlands. Furthermore, The Netherlands is a Top Ten Country for Talent Competitiveness

The country ranks 6th in Global Talent Competitiveness Index in the year 2022, leading us to assume that the work life balance differ significantly when compared to the Philippines as the Netherlands’s company’s work life would be more so focused on “live to work” mentality. Additionally, this mentality proves that in the Netherlands there is a presence of monochronic values,where structure and time is very important.

Philippines: The masculinity index score is at 64, this indicates that in Philippines the masculinity level is significantly higher compared to the Netherlands. Which can indicate that in the work environment there is a distinct difference between specific gender roles, when men are expected to me more assertive where as women are more nurturing. Since these two countries have a huge difference in the masculinity and femininity index it can be assumed that there is also a visible contrast in terms of the workplace environment as well as the society in general, as they possess variations in terms of their value systems. These value differences especially in Philippines it can be assumed that they focus on the acquisition of wealth and also are motivated by ambition in the workplace.
When compared to the Netherlands, Philippines ranked number 26th in the competitiveness index in the year 2020, which leads us to assume that their work life balance is something they value, since they tend to have a mentality of “work to live”, where the emphasis is more so on social harmony and maintaining relationships rather than work competition. This visible contrast with the nature of masculinity, as be explained with the emphasis that Filipino managers tend to place an important on men to take up the role of being more assertive and also work to be the breadwinner and provide for his family. Which leads to make the culture of the philppines to be more so polychronic in comparison to the Netherlands.

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Comparing Thailand and United Kingdom to the degree of power distance.

Thailand is recorded 64 scores on PDI while UK has a relatively lower scores of 35.  Thai people tend to accept power inequality more. It can be showed in the ways they pay huge respect and admiration toward people who are older and more powerful than them. For example, Thai educational system also put emphasis on the appropriate manners students should behave with teachers. In Thai schools, the discussions about difference in opinions from the teacher could be viewed as an inappropriate behavior. Sometimes, the situation when students are against the teachers could be seen as rude and offensive.

Moreover, in Thailand, the government follows a hierarchical structure with clear levels of authority. This means that there is a significant power difference between government officials, civil servants, and the general public. People in Thailand place a lot of importance on respecting those in positions of authority and maintaining social order. This hierarchical structure is especially evident in government institutions, where decisions are typically made by those at the top and trickle down to lower levels.

Meanwhile in the UK, it marks lower scores compared to Thailand. However, the result contradicts with the fact that UK historically had a class system. It was thought to be inherited in the culture. Considering another driving factor, it can reflect the beliefs of the British that people should be treated equally.

Group member:
Kanokkorn Wachiraatsakorn 6480115
Sireethorn Saksomkulutai 6281585
Nongnaphat Euarchukiati 6481159
Natcha Paisalteerakorn 6281405

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Mr X is a Japanese employee working for a local firm in the UAE. They have been contracted with securing an investment from a US multinational conglomerate.

The US firm sends negotiator Y to Dubai in order to close the business deal. Upon interaction, Mr Y is concerned with signing a physical contract as soon as possible. Mr X however, insists on prior social interactions such as having dinner or drinks to form a relationship/friendship built on trust. Out at dinner, while the two parties are exchanging pleasantries, Mr Y impatiently waits for Mr X to proceed with the ongoing business negotiations. Mr Y is frustrated because he feels like his time is being wasted by superficial customs that could have been spent on making actual progress on the business deal.

Mr Y has troubles understanding and trusting Mr X because he does not understand Mr X's personal thoughts and feelings on the business deal. Mr X expects Mr Y to contextualize Mr X's stance on particular matters depending how how he speaks (Tone/Word choice/Patterns/Pauses) and body language. Mr Y feels that time can be saved and better relationship dynamics can be formed if Mr X explicitly expresses his opinions.

When the two parties have reached an common ground, Mr X offers to shake Mr Y's hand as a gesture of agreement, Mr Y is  unsatisfied because a physical binding contract has yet to be signed. He has an outburst and insists this isn't how business is done. He abruptly leaves and the deal collapses through.

The following day Mr Y meets Mr X in his office and apologizes (clearly articulated) for his behavior the previous night, Mr X merely smiles and shrugs (Reciprocated through non verbal gesture) it off and the two begin proper negotiations over the contract and Mr Y began to understand that the way people in UAE is vastly different to theirs.  Only then could they reach a final agreement.

Members:
Veera Singh
Chavapol Saengperm
Natdhawat

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