The next cultural dimension to consider is that of power distance. This idea refers to the degree to which the social hierarchy is upheld. In large power-distance cultures, the social hierarchy is strong, intact, practically visible, and expected to be respected. Unequal power distributions are accepted as a way of life, as are hierarchical rights, asymmetrical role relations, and rewards and punishments based on age, rank, status, title, and seniority. Children are expected to obey their parents, and are punished for talking back or contradicting them. At a young age, the value of respect between unequal status members in the family is instilled, and older generations are granted the authority to make family decisions.

At work, subordinates expect to be told what to do and the ideal boss plays the role of benevolent autocrat. An organization's power is centralized at the upper management level. The workplace reinforces a subtle code of power by locations and sizes of offices, cubicles, and chairs.

Nations scoring high in large power distance are, for example, Malaysia, Guatemala, Panama, the Philippines, Mexico, Venezuela, and Arab nations.

In small power-distance cultures, the social hierarchy is rather flat. People value equal power distributions, equal rights and relations, and equitable performance related rewards and punishments. Equality of personal rights is an ideal worth striving toward. Children may contradict their parents and freely speak their minds. They are expected to demonstrate self-initiative and learn verbal articulation and persuasion skills. Parents work with their children toward a democratic family decision making process. At work, power is evenly distributed. Subordinates expect to be consulted, and the ideal boss is a resourceful democrat.

The U.S. scores on the lower end of power-distance, but not extremely low. Small power distance cultures are, for example, Austria, Israel, Denmark, New Zealand, Ireland, Sweden, and Norway.

The degree to which members of a culture choose to avoid uncertainty is the next cultural dimension. Members of weak, or low, uncertainty avoidance cultures encourage risk taking and conflict approaching modes. Within the household, informal rules to guide behavior are preferred, and roles and behavioral expectations are actively negotiated. Children are given more latitude to explore their own values. At work, innovative ideas and behaviors are more tolerated, conflict is viewed as a natural part of organizational productivity, and career mobility is high.

Nations with weak uncertainty avoidance scores are, for example, Singapore, Jamaica, Denmark, Sweden, Hong Kong, Ireland, the UK, and the U.S.

Conversely, strong, or high, uncertainty avoidance cultures tend to prefer clear procedures and conflict-avoidance behaviors. At home, family roles are clearly established and family rules are expected to be closely adhered to. Formal structures and formal rules are preferred. Within the workplace, there is a greater resistance to deviant and innovative ideas, and career stability is the desired end goal.

Nations with strong uncertainty avoidance ratings are, for example, Greece, Portugal, Guatemala, Uruguay, Belgium, El Salvador, and Japan.