Figure 1 A graphical representation of the indicators Evaluation of the results for Bulgaria PDI: The high indicator (70) of Bulgaria on this dimension reveals that staff prefer hierarchical to matrix organisational structures. The difference in the opinions is neither accepted nor tolerated. To contradict the immediate superior is a senseless endeavour. Management is not prone to management via the participation of the employees. Matrix structures are very undesirable and hierarchy in the organisation is the product of the inherent inequality. Centralisation as an organisational structure is characteristic of Bulgarians and employees of the lower levels expect from those who are higher in the hierarchy to instruct them authoritatively what to do; IDV: the low indicator (30) indicates an aptitude to collectivism. This tendency lies in long-term commitment to the group. Loyalty is at the heart of collectivism and prevails over the generally accepted rules and standards. Society forms relationships, in which everybody is responsible for the others in the group. In the societies, in which collectivism is dominant, the relations between an employer and an employee are considered from a moral point of view, as family relations. Decisions on recruitment and promotion are influenced by the group; MAS: The relatively low result of the masculinity indicator (40) shows that the predominant values in society are care for the others and the quality of life; success is measured by the achieved results and any attempt to stand out from the rest is not respected and is considered as degrading behaviour. Managers endeavour to find consensus. People appreciate equality, solidarity and the quality of the working environment. Conflicts are settled by compromises and negotiations. Encouraging rewards are preferred, such as free time and flexible working time. The focus is on well-being; UAI: Bulgaria has the highest result compared to the US, India and China (85). Uncertainty avoidance identifies strict understanding with respect to faith and standards of behaviour and low tolerance to unorthodox conduct and ideas. There is an emotional need of rules, even when they do not work; people have an internal need to be occupied and engaged; precision, accuracy and resistance to innovations are significant. Security is an essential element for internal motivation. In the work process the high values of this indicator are expressed in tension; high levels of stress; weak initiative; avoidance of unknown risks; reluctance to team work; negative attitude to change; ignoring training that does not contain any straightforward formulas (such as strategy, leadership and team work training courses).
Figure 1 A graphical representation of the indicators Evaluation of the results for Bulgaria PDI: The high indicator (70) of Bulgaria on this dimension reveals that staff prefer hierarchical to matrix organisational structures. The difference in the opinions is neither accepted nor tolerated. To contradict the immediate superior is a senseless endeavour. Management is not prone to management via the participation of the employees. Matrix structures are very undesirable and hierarchy in the organisation is the product of the inherent inequality. Centralisation as an organisational structure is characteristic of Bulgarians and employees of the lower levels expect from those who are higher in the hierarchy to instruct them authoritatively what to do; IDV: the low indicator (30) indicates an aptitude to collectivism. This tendency lies in long-term commitment to the group. Loyalty is at the heart of collectivism and prevails over the generally accepted rules and standards. Society forms relationships, in which everybody is responsible for the others in the group. In the societies, in which collectivism is dominant, the relations between an employer and an employee are considered from a moral point of view, as family relations. Decisions on recruitment and promotion are influenced by the group; MAS: The relatively low result of the masculinity indicator (40) shows that the predominant values in society are care for the others and the quality of life; success is measured by the achieved results and any attempt to stand out from the rest is not respected and is considered as degrading behaviour. Managers endeavour to find consensus. People appreciate equality, solidarity and the quality of the working environment. Conflicts are settled by compromises and negotiations. Encouraging rewards are preferred, such as free time and flexible working time. The focus is on well-being; UAI: Bulgaria has the highest result compared to the US, India and China (85). Uncertainty avoidance identifies strict understanding with respect to faith and standards of behaviour and low tolerance to unorthodox conduct and ideas. There is an emotional need of rules, even when they do not work; people have an internal need to be occupied and engaged; precision, accuracy and resistance to innovations are significant. Security is an essential element for internal motivation. In the work process the high values of this indicator are expressed in tension; high levels of stress; weak initiative; avoidance of unknown risks; reluctance to team work; negative attitude to change; ignoring training that does not contain any straightforward formulas (such as strategy, leadership and team work training courses).
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