Hierarchy or Egality

Introduction

Cultures might insist on honoring a societal hierarchy, structure, and organization, and they do so with all sorts of perks: titles, rank, different signs of respect, different roles for men and woman, and so on. Other cultures deemphasize the importance of such things, preferring to treat everyone as equals. So we have cultures that are hierarchy and organization oriented, and on the opposite end of the spectrum, cultures that are egality oriented.

Argentina

Hierarchy and power are still rigidly determined, and unlike some other areas in Latin America where the church has recently played a revolutionary role, the church in Argentina is a particularly conservative institution, tied, as it was at the beginning. to the privileged class.

Argentina society is stratified with in individuals at the top typically having decision-making authority, but always being challenged. While machismo is still strong, woman are playing an increasingly large role in business and politics.

Australia

As discussed, this is a very egalitarian-oriented society. There must not be any undue display of unearned deference. People are respected for what they have achieved, and usually this achievement is measured by how it has benefited the majority of other people. Anything else-family, background, wealth, advantage-is not cause, in and of itself, for any display of deference or respect. Subsequently, it is also a very informal culture. It is said that Australia has the world's highest percentage of labor strikes; if you listen to management, this is mainly due to the fact that labor perceives itself as equal to management and doesn't care about what is in the best interests of the general population, that is, a strong economy. Managers simply cannot "tell" workers what to do. Managers must decide. involve, and explain.

China

Structure and hierarchy are critical at all levels in Chinese society--in the home. at school. in the military. and in business. A Confucian formality has developed around what one does and with whom; it is essential to show the proper respect for individuals, depending on their rank and position. in order to succeed in China. Hierarchy is honored through humility and having face: this is done "lowering." or minimizing oneself. In fact. one makes more of oneself, and raises one's esteem in the eyes of others, by doing so. This emphasis on hierarchy also normalizes unequal relationships: it is, after all. natural (at least according to Confucian ideas) that some be in charge and others nut, that some have power and others not, that some dictate and others follow.

Colombia

In Colombia. hierarchy and power arc still rigidly determined. and unlike other area, in Latin America where the church has played a revolutionary role, the church in Colombia is a particularly conservative institution, tied. as it was at the beginning, to the privileged class".

The traditions of the Roman Catholic hierarchy and the viceroy have played a powerful role in determining who docs what and when. Subsequently, the Colombian workplace is rigidly stratified, with the individual at the top (el jefe or el patron) -- "the boss") having supreme decision-making authority (but only in a way that honors his role as leader in the group) and the support staff being required to follow step. challenge as little as possible, and solve all problems before they surface at the top. In civic life. this means that government, which is supposed to be democratic. often fails to be. and individuals have allegiance to their immediate local leadership. whatever form that might take, In this most macho of all Latin American cultures. women and men are rigidly separated in their social roles, as is the case more or less throughout a11 of Latin America; machismo in this "conquistador culture" is perhaps more powerful than in any other Latin American country.

Women should not go out unaccompanied at any time (the "chaperone" concept is alive and we11 in Colombia today, and single women of any age are often required to have one). Of course. there arc women who achieve high levels in both government and business (many Colombian women are involved in politics). but they do not represent most women.

Congo

Both Congolese secular life and ethnic group membership (as well as Islamic life for Muslims) is rigidly stratified, with three or four generations of the extended family traditionally living together (this is not necessarily the case in the cities); individuals within this highly stratified social structure play their roles-children, women, and men in relation to one another, hosts in relation to guests, religious leaders and other elders in relation to the community, Defining for others one's rank, therefore, is important, and status symbols (for example, the jewelry that women wear. the ritual scarification imposed by the ethnic group, or the pattern used on the traditional robe) are traditionally important. It is critical that everyone show respect for elders and the devout, and, in the current circumstances, the politically powerful.

Women and men are different and perform different roles: in Congo. a woman typically may go out in public alone. but she will probably prefer to go with other female friends or relatives. She need not he in the company of a close male relative (husband. father, son or brother) and Muslim women generally will not wear a veil: in fact. although all group are male dominated. Congolese women in general do play a significant role in public life, especially in the western part of the country.

Egypt

As Muslims, all people are technically equal in their submission to Allah and his will: however, Arabs ,structure the secular world with clearly assigned roles, so that Allah's will can be fulfilled effectively. Additionally, Egyptian secular life is rigidly stratified, from the “fellahin” to shopkeepers to government officials, and hierarchy and rank define one's position in society. It is critical that everyone show respect for elders and devout Muslims, and men for women, sons for fathers, older brothers for younger brothers, and so on.

All individuals have a role to play in this hierarchy. and are responsible to others and the greater Arab community to fulfill their role. There is a saying in Arabic, "The eye cannot rise above the eyebrow": it means that people must know their station and position in life, and make the best of it. Women and men are different and perform different roles, more or less: in Egypt a woman typically may go out in public alone, but she will probably prefer to go with other female friends or relatives.

England

Here, too, we see an existence, side by side, of the two contradictory traditions in Britain. There is what has become known as the "great and the good": that combination in Britain of civil servants (from the "right" families and schools), aristocrats, church leaders, and wealthy scions of industry who, in effect, determine how society runs.

The direct result is a class system that is still rigid and distinct by most standards, membership in any one class being identified by such factors as occupation, speech, dress, and taste. The belief that this system has value is so strong that it is often considered wrong or "bad form" to act as if one wanted out of one's class and into another, no matter what class one starts out in. This runs smack against the American glorification of the poor little lad who grew up in a log cabin to become president, or of Horatio Alger's rags-to-riches stories.

Remember, in feudal England, the landlord had everything and never had to work for it; the serf worked all his life and never had anything to show for it. Effort, or striving, has, in this tradition a distinctly negative connotation, for it is associated with the serf; the remarkable formula of "Effort Equals Reward" is a revolutionary Puritan notion (coming out of the Protestant idea that individuals can demonstrate their worthiness directly. to Go,d) adopted by Americans and revolutionary Englishmen.

This situation has resulted in, among other things, a management class that was, at least until very recently, very distant from the workers ; a disbelief in the rewards of hard work; managers who were distinguished by their ability to withhold information; and the need to have personal relationships with particular individuals in order to get certain things done. It also results in a subtle disrespect for anything that is "achieved," as the greater glory is in being able to humbly demontrate innate (i.e., ascribed) ability. In Britain, about the only places where all classes were equal on a day-to-day basis were, and are, the queue and the pub. The pub has been known as the great equalizer, for it is where all citizens have equal access to all others (that's assuming, of course, that all classes will patronize the same pub, which they don't).

France

For a thousand years, French life was feudal, structured, and class based. Then, in one defining moment, reality changed, and the French have been struggling ever since to create a rational structure in which the goals of the Revolution could be achieved. This results in a powerful emphasis in French daily life on the importance of organization, structure, and hierarchy. One does not change the way things are done easily or quickly, for to make change in the hierarchy means doing something revolutionary. Consequently, the French rigidly oppose change for change's sake, while perhaps acknowledging (or certainly debating) the possible need for it; this has historically meant a slow but steady buildup of volcanic forces that eventually break through in the form of civil unrest and revolutionary change.

In France, the rules, the structure, and the organization are more important than efficiency, experimentation, flexibility, or individual circumstance. During the monarchy, French ministers would wrap their official documents in red ribbon for the king's approval--hence the term "red tape." Bureaucracy, administrative detail. and rigid hierarchical organization have defined the French organization (and French society) ever since. Related to this is a tendency toward strong centralization, with decision making located within smaller and smaller groups as one ascends to the top of the hierarchical pyramid. There are many examples of this in all aspects of French life: whom one needs to see (or wait for) in business, the architecture of “les etoiles”, the circles and radiating boulevards in the streets of Paris: the spiral arrondisement (administrative district) system of the city: the fact that all schoolchildren of any particular grade throughout France arc following the same curriculum at the same pace, as laid out by the Ministry of Education, centralized in Paris.

Germany

There is a strong hierarchy in daily life (and business) in Germany, the result of the feudal experience and the need for strong decision- and rule-making systems. It is a formal culture in which relationships are not made quickly, roles are observed, and rank has its privilege.

Nevertheless, the relationships between individuals of different social strata are not necessarily distant (as can be the case in Latin European cultures), and the formality of daily life provides a way for promoting cooperative and smooth interpersonal relationships between all people, socially and at work. The relationship between the local prince and his people in feudal Germany was generally an effective and ecologically balanced system, and it is no coincidence that the modem German business organization mirrors this arrangement.

Within the German business unit, there is a definite hierarchy, with the manager on the top, but there is also smooth, harmonious, and curiously open communication within the structure, with everyone performing their role and following the rules.

India

Individual expression. however, is not the samc as individual empowerment, which is defined solely by one',; position in society. The caste system has laid down a rigid hierarchy as a way of organizing society at all levels in the home, at school, on the streets, and at work.

Always start at the highest possible levels, and be sensitive to the fact that your position and authority arc being judged. A strong formality has developed in which people are treated according to their rank and status. Unlike the Pacific Rim countries, where the emphasis is on humility, one's rank in the system in India is demonstrated by the expression of authority from above and the deference shown to such authority from below. There is little concern for face: there is great concern for knowing one's place and acting accordingly. This emphasis on hierarchy also normalizes unequal relationships: it is, after a]], natural that some be in charge and others not, that some have power and others not, that some dictate and others follow. Those above absolutely make the decisions for those below.

Indonesia

Structure and hierarchy are critical at all levels in Indonesian society -- in the home, at school, in the military, and in business. Indonesians must know where you, they, and anyone else they come in contact with fit in the hierarchy of the society. Therefore a strong formality has developed in which people are treated according to their rank and status. Hierarchy is honored through humility and making face; this done by "lowering." or minimizing, oneself. In fact, one makes more of oneself and raises one's esteem in the eyes of others, by not causing others to lose face or be embarrassed (“malu” is loss of face and pride; people will go to great lengths to avoid this happening to them or be the cause of it for others). Women and men, young and old, all have separate roles in society. This emphasis on hierarchy also normalizes unequal relationships: it is, after all, natural that some be in charge and some not, that some have power and some not, that some dictate and some follow. The higher-ups make the decisions.

Italy

In larger traditional Italian businesses, the “cordata”, or chain of command, strictly determines how the organization is run; it is a rigidly organized pyramid, and represents the belief in hierarchy and levels of status that imposes itself on all aspects of Italian society (and that makes daily life through the resulting bureaucracy so frustrating; one response, of course, by individuals is to be clever enough to find ways around it, and one's ability to do this, for themselves and their family, is a source of pride and bella figura). There is great respect for age and for power, and men automatically have authority in business over women. This concern for structure and hierarchical organization is equally evident in both the north and south.

Japan

Structure and hierarchy are critical at all levels in Japanese society -- in the home, at school, in the military, and in business. A formality has developed around what one does and with whom: it is necessary to show the proper respect for individuals, depending on their rank and position, and performing the correct ritual behavior is essential in order to succeed in Japan. Hierarchy is honored through humility: this is done by "Iowering" or minimizing oneself. In fact, one makes more or oneself, and raises one's esteem in the eyes or others, by doing so. This is one of the foundations for the self-effacing behavior exhibited by the Japanese when they find themselves to he at the center of attention, for the formal how upon greeting, for the endless apologies for wrongs committed or not.

Nigeria

Both Nigerian secular life and ethnic group membership (as well as Islamic life for Muslims) are rigidly stratified, with three or four generations of the extended family traditionally living together (this is not necessarily the case in the cities); individuals within this highly stratified social structure play their roles -- children, women, and men in relation to one another, hosts in relation to guests. Religious leaders and other elders in relation to the community.

Defining one's rank, therefore, is important, as are status symbols (for example. the jewelry that women wear, the ritual :,clarification imposed by the ethnic group, and the pattern used on the traditional robe). It is critical that everyone show respect for elders and devout Muslims.

Women and men are different and perform different roles: in Nigeria a woman typically may go out in public alone, but she will probably prefer to go with other female friends or relatives. She need not be in the company of a close male relative (husband. father. son, or brother), and Muslim women generally will not wear a veil; in fact. although all groups are male-dominated. Nigerian women in general do play a more significant role in public life: they work. are represented in the intellectual community, and arc active in politics.

Philippines

Structure and hierarchy are critical at all levels-in the home, at school, in the military, and in business. Filipinos must know where you, they, and anyone else they come in contact with fit in the hierarchy of things. Therefore, a strong formality has developed in which people are treated according to their rank and status. However, perhaps because of the American experience, hierarchy is not so much honored as it needed and expected.

Unlike other hierarchically oriented Asian cultures, this need for structure does not imply the normalcy of unequal relationships: there is the belief t while one needs to understand the roles that people play in society, these roles are changeable, not necessarily fixed or given. This is a subtle but import distinction in the region. Yet those in charge make the decisions, for as long as they are in charge. It is a very autocratic society.

Poland

There is a strong need for structure and organization, with power and authority coming from above. At the same time, because of the Communist experience (only the most recent in a long historical line of imposed authority), there is curiosity and a keen interest (especially among the young) in more egalitarian structures and relationships. Working in a traditional Polish organization means working within a definite hierarchy, and having access to decision makers means having the ear of the top team (group orientation usually means that there may be more than one individual identified as a decision maker). Although there was a revolution against the Polish Communist system, the church and family life fill this need for structure today: while citizens may no longer be subordinate to the state, within the family, younger is subordinate to older, women are subordinate to men, students are subordinate to teachers, and staff is subordinate to the boss.

Russia

There is a strong need for structure and organization, with power and authority coming from above. There is great distrust over many Western ways of doing things, of empowering individuals, for in the Russian experience, empowered individuals merely enslaved others. Under Communism, from their perspective, the state made sure that no one person had more than anyone else. Of course, everyone recognizes that the system became thoroughly corrupt; however, many view the chaos of the moment as something far worse -- the same corruption prevails, but there is no structure at all to guarantee the people anything. Working in a traditional Russian organization means working within a definite hierarchy, and having access to decision makers means having the ear of the top team (group orientation usually means that there may be more than one individual identified as the decision maker). Even in the very bureaucratic Soviet structure, the decision maker at the top always solicited input from the group below, in a kind of upward consensus building, before issuing his fiat.

Saudi Arabia

As Muslims, all people are technically equal in their submission to Allah and his will; however, Arabs structure the secular world with clearly assigned roles, so That Allah's will can be fulfilled effectively. It is critical that everyone show respect for elders and devout Muslims, and men for women, sons for fathers, older brothers for younger brothers, and so on. All individuals have a role to play in this hierarchy, and are responsible to others and the greater Arab community to fulfill their role. Those above absolutely make the decisions for those below, and those ultimately in charge the Islamic rulers and their “mataween”, have ultimate authority. There is a saying in Arabic, "The eye cannot rise above the eyebrow": it means that people must know their station and position in life, and make the best of it. Women and men- are different and perform different roles: in Saudi Arabia a woman typically may not go_out in public alone, or in the company of a man who is not a near relative (husband, father, son, or brother); if she does, both she and the man risk punishment, including jail.

Slovenia

There is a strong need for structure and organization, with power and authority coming from above. Most organizations that function have very rigid chains of command; having access to decision makers means having the ear of the top team. In social life, the rules of etiquette still require men to defer to women in public, and younger people to defer to their elders.

Sweden

Organizational structures are typically flat and not overly burdened with hierarchy: those with authority do not flaunt it. Decisions are made by superiors with input from their subordinates. Status and rank are generally not overtly displayed: anything ostentatious is usually discounted. In the family, children are raised to be independent thinkers at an early age, and men and women share the roles of breadwinners and nurturers equally (housewives and househusbands are both common; each is involved in the tasks of raising children and making a home), At work, women and men can equally share most functions; less distinction is made between the roles of men and women at work (and in society in general) in Sweden (and in the rest of Scandinavia) than in most other parts of the world.

The value of each individual is highly respected, as an important part of the larger Swedish organization, The goal in Swedish society (and this is true else where in Scandinavia) is to minimize the differences between groups and individuals. The Swedish concept of “lagom” is critical: it means that nothing should be in excess, nothing 'should be in the extreme. The best course is always the middle one, and this translates, in organizational terms, to businesses (and societies) being organized and run with the concerns of the majority being preeminent.