MBA_OB_unit 4_week 12_seq 3_power Distance _Pandian

Apr 03, 2026 09:34 · 6:12 · English · Whisper Turbo · 2 Звуци

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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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