MBA_OB_unit 4_week 12_seq 3_power Distance _Pandian

Apr 03, 2026 09:34 · 6:12 · English · Whisper Turbo · 2 ធុងបាស
អត្ថបទ​នេះ​ផុត​កំណត់​នៅ​ថ្ងៃ​នេះ & # 160; ។ ធ្វើ​ឲ្យ​ប្រសើរ​សម្រាប់​ការ​ផ្ទុក​ជា​និច្ច →
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0:06
S… Speaker 1 (MBA_OB_unit 4_week 12_seq 3_power Distance _Pandian)
Welcome to the session of Power Distance. In this session, we will understand about power distance.
0:12
S… Speaker 1 (MBA_OB_unit 4_week 12_seq 3_power Distance _Pandian)
Health's Law of Power. Without power, chaos will exist. Power will fill any vacuum in the organization.
0:19
S… Speaker 1 (MBA_OB_unit 4_week 12_seq 3_power Distance _Pandian)
Power is a personalized aspect of management. Power co-exists with responsibility.
0:25
S… Speaker 1 (MBA_OB_unit 4_week 12_seq 3_power Distance _Pandian)
Power is exercised through institutional position.
0:30
S… Speaker 1 (MBA_OB_unit 4_week 12_seq 3_power Distance _Pandian)
Management of Power. Herbert Goldhammer and Schiltz have proposed the following question.
0:35
S… Speaker 1 (MBA_OB_unit 4_week 12_seq 3_power Distance _Pandian)
The amount of power of an individual is equal to successful events or exercise of power divided by attempts of power exercise.
0:46
S… Speaker 1 (MBA_OB_unit 4_week 12_seq 3_power Distance _Pandian)
Power Distance. Power distance refers to the strength of a society's social hierarchy.
0:52
S… Speaker 1 (MBA_OB_unit 4_week 12_seq 3_power Distance _Pandian)
The Power Distance Index, PDI, measures the extent to which those people who are at the lower end of the hierarchy
0:59
S… Speaker 1 (MBA_OB_unit 4_week 12_seq 3_power Distance _Pandian)
accept the fact that social distance or power is not distributed equally in the society.
1:07
S… Speaker 2 (MBA_OB_unit 4_week 12_seq 3_power Distance _Pandian)
Both psychologists and sociologists use this measure.
1:12
S… Speaker 1 (MBA_OB_unit 4_week 12_seq 3_power Distance _Pandian)
A high power distance setting means that a specific culture accepts the inequality in power differences.
1:19
S… Speaker 1 (MBA_OB_unit 4_week 12_seq 3_power Distance _Pandian)
A high power distance culture encourages bureaucracy and supports rank and authority.
1:28
S… Speaker 1 (MBA_OB_unit 4_week 12_seq 3_power Distance _Pandian)
A low power distance index with a culture means that they support a flat organization structure
1:34
S… Speaker 1 (MBA_OB_unit 4_week 12_seq 3_power Distance _Pandian)
with a decentralized decision-making responsibility.
1:38
S… Speaker 1 (MBA_OB_unit 4_week 12_seq 3_power Distance _Pandian)
A low power distance culture prefers a participative management style.
1:44
S… Speaker 1 (MBA_OB_unit 4_week 12_seq 3_power Distance _Pandian)
Researchers have found out that people at the bottom of a social hierarchy tend to prefer a system that would distribute power equally.
1:53
S… Speaker 1 (MBA_OB_unit 4_week 12_seq 3_power Distance _Pandian)
While people who are at the top of the hierarchy like things exactly how they are.
2:00
S… Speaker 1 (MBA_OB_unit 4_week 12_seq 3_power Distance _Pandian)
The people at the top do not want to lose any of the power that they have accumulated.
2:06
S… Speaker 1 (MBA_OB_unit 4_week 12_seq 3_power Distance _Pandian)
High Power Distance Culture
2:09
S… Speaker 1 (MBA_OB_unit 4_week 12_seq 3_power Distance _Pandian)
Higher Self-Employee Rating Discrepancies in Leader Effectiveness Skills
2:14
S… Speaker 1 (MBA_OB_unit 4_week 12_seq 3_power Distance _Pandian)
Higher self-employee rating discrepancies in Managerial Composure Skills
2:20
S… Speaker 1 (MBA_OB_unit 4_week 12_seq 3_power Distance _Pandian)
LowER self-employee rating discrepancies in Leader Employees Skills
2:25
S… Speaker 1 (MBA_OB_unit 4_week 12_seq 3_power Distance _Pandian)
Low power distance culture. Characters include lower self-employee rating discrepancies in leader decisiveness skill, lower self-employee rating discrepancies in managerial composure skill, higher self-employee rating discrepancies in leading employees skill.
2:47
S… Speaker 1 (MBA_OB_unit 4_week 12_seq 3_power Distance _Pandian)
Mulder's theory of power distance. Mark Mulder also studied power distance. Mulder had the idea that as societies weakened in power distance, the underprivileged population rejects their power dependency.
3:01
S… Speaker 1 (MBA_OB_unit 4_week 12_seq 3_power Distance _Pandian)
He conducted laboratory experiments focused on the social and organizational conduct of a low power distance culture in the Netherlands and found that people attempt power distance reduction.
3:16
S… Speaker 1 (MBA_OB_unit 4_week 12_seq 3_power Distance _Pandian)
His findings include individuals with a high power seek to preserve or increase their power distance from their subordinates.
3:25
S… Speaker 1 (MBA_OB_unit 4_week 12_seq 3_power Distance _Pandian)
When the power distance is small, there is a greater chance that less powerful individual will try and make that distance even smaller.
3:37
S… Speaker 1 (MBA_OB_unit 4_week 12_seq 3_power Distance _Pandian)
His findings also include when there is a large power distance between a power holder and a subordinate, a power holder will try and make the distance even greater.
3:47
S… Speaker 1 (MBA_OB_unit 4_week 12_seq 3_power Distance _Pandian)
Power distance and work culture. In a high power distance organization, there is generally a centralization of decision making as a result of rigid hierarchy.
3:59
S… Speaker 1 (MBA_OB_unit 4_week 12_seq 3_power Distance _Pandian)
Leaders at the top have significantly more power than their general workforce.
4:05
S… Speaker 1 (MBA_OB_unit 4_week 12_seq 3_power Distance _Pandian)
Formal communication chains and the strong command structure are typical in these type of organizations.
4:13
S… Speaker 1 (MBA_OB_unit 4_week 12_seq 3_power Distance _Pandian)
In lower power distance organizations, control tends to be decentralized.
4:19
S… Speaker 1 (MBA_OB_unit 4_week 12_seq 3_power Distance _Pandian)
The organizational structure is flat and status does not have the same importance that it does in high power distance cultures.
4:28
S… Speaker 1 (MBA_OB_unit 4_week 12_seq 3_power Distance _Pandian)
The leadership team is easily accessible and the employees are actively encouraged to participate at all levels of the organization.
4:39
S… Speaker 1 (MBA_OB_unit 4_week 12_seq 3_power Distance _Pandian)
Break for questions.
4:40
S… Speaker 1 (MBA_OB_unit 4_week 12_seq 3_power Distance _Pandian)
In high power distance cultures, changes tend to be implemented top-down.
4:50
S… Speaker 1 (MBA_OB_unit 4_week 12_seq 3_power Distance _Pandian)
B, change tends to be implemented top-down.
4:55
S… Speaker 1 (MBA_OB_unit 4_week 12_seq 3_power Distance _Pandian)
Leaders must consult lower-level employees.
4:59
S… Speaker 1 (MBA_OB_unit 4_week 12_seq 3_power Distance _Pandian)
Change tends to be implemented horizontally.
5:03
S… Speaker 1 (MBA_OB_unit 4_week 12_seq 3_power Distance _Pandian)
In higher power distance culture, change tends to be implemented top-down.
5:08
S… Speaker 1 (MBA_OB_unit 4_week 12_seq 3_power Distance _Pandian)
Because the people at the top try to hold the entire power system.
5:14
S… Speaker 1 (MBA_OB_unit 4_week 12_seq 3_power Distance _Pandian)
So, if you want to make any change, it has to come from the above.
5:18
S… Speaker 1 (MBA_OB_unit 4_week 12_seq 3_power Distance _Pandian)
Which one of the following is not a characteristic of lower power distance culture organizations?
5:25
S… Speaker 1 (MBA_OB_unit 4_week 12_seq 3_power Distance _Pandian)
A, control tends to be decentralized.
5:28
S… Speaker 1 (MBA_OB_unit 4_week 12_seq 3_power Distance _Pandian)
Organizational structure is flat.
5:31
S… Speaker 1 (MBA_OB_unit 4_week 12_seq 3_power Distance _Pandian)
Leadership team is easily accessible.
5:33
S… Speaker 1 (MBA_OB_unit 4_week 12_seq 3_power Distance _Pandian)
So, there is rigid hierarchy.
5:41
S… Speaker 2 (MBA_OB_unit 4_week 12_seq 3_power Distance _Pandian)
So, there is rigid hierarchy.
5:42
S… Speaker 1 (MBA_OB_unit 4_week 12_seq 3_power Distance _Pandian)
Which one of the following is not a characteristic of lower power distance organization?
5:48
S… Speaker 1 (MBA_OB_unit 4_week 12_seq 3_power Distance _Pandian)
See, there is rigid hierarchy only in the higher power distance organization.
5:55
S… Speaker 1 (MBA_OB_unit 4_week 12_seq 3_power Distance _Pandian)
In the lower power distance organization, decision making is decentralized.
5:59
S… Speaker 2 (MBA_OB_unit 4_week 12_seq 3_power Distance _Pandian)
So, there is no rigid hierarchy.
6:01
S… Speaker 1 (MBA_OB_unit 4_week 12_seq 3_power Distance _Pandian)
In this session, we have understood about the power distance.
6:04
S… Speaker 2 (MBA_OB_unit 4_week 12_seq 3_power Distance _Pandian)
Happy learning.
6:05
S… Speaker 1 (MBA_OB_unit 4_week 12_seq 3_power Distance _Pandian)
Thank you.

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