câu 2

Power distance is also an important issue in Vietnam culture today.Power distance is a measure of enduring inequalities between people in high positions with people who have lower status in society.

This dimension deals with the fact that all individuals in societies are not equal – it expresses the attitude of the culture towards these inequalities amongst us. Power distance is defined as the extent to which the less powerful members of institutions and organisations within a country expect and accept that power is distributed unequally.

According to Hofstede's research, Vietnam is a country with only some high power distance, but still ranked behind China

Vietnam scores high on this dimension (score of 63) which means that people accept a hierarchical order in which everybody has a place and which needs no further justification. Hierarchy in an organisation is seen as reflecting inherent inequalities, centralization is popular, subordinates expect to be told what to do and the ideal boss is a benevolent autocrat. Challenges to the leadership are not well-received.

For example, right at the moment of birth and death, the constant errors growth, co-pilot yelled dare not to intervene, but still polite style of distance. When the plane had run out of fuel needed to land urgently, co-pilot still "dare not" strong initial orders for ground control. The fear, hesitation in communicating with superiors that have contributed to the plane crashed.

Power distance in Vietnam was stark shown through communication and everything. Example,person who has high status in society when communicating with people with lower status and expression will always cocky attitude and disregard for the opposite person.

Power distance  is a serious problem for Vietnam culture. I think each of us should lessen called "myself" our. Everyone should be treated equally and peacefully together. Do not belittle other people whether we are others who have status and how. Let's work together to build a country of peace and justice.

 câu 3 

This cultural dimension focuses on how people adapt to changes and cope with uncertainty. It

refers to the extent to which a culture feels threatened by ambiguous situations and tries to

avoid them by establishing more structure. The uncertainty avoidance should not be confused

with the risk avoidance. People in uncertainty avoiding cultures try to avoid ambiguous

situations; nevertheless, sometimes they run a risk more than members of cultures low in

uncertainty avoidance.

“Members of uncertainty avoiding cultures shun ambiguous situations. People in such cultures

look for a structure in their organizations, institutions, and relationships which makes

events clearly interpretable and predictable. Paradoxically, they are often prepared to engage

in risky behavior to reduce ambiguities, like starting a fight with a potential opponent

rather than sitting back and waiting.”