Culture has been cited as creating a form of conflict within organizations. Using Hofstede’s five dimensions of culture compare and contrast culture and its impact on the workforce in Australia and a country of your choice Introduction Culture is a critical variable in the operation of any organization. A myriad of definitions have been proffered to explain this paramount element and in this paper, Hofstede’s definition of culture shall apply. He defined culture as, “A collective programming of the mind which distinguishes one group from another…or mental programming patterns of thinking and feeling and potential acting (Gaspay, Dardan & Legorreta 2008 ). Culture is significant as it is learned over extended periods from one’s birth through interaction with the environment and society at large, which makes it difficult to uproot from an individual’s or society’s psyche (Kirkman, Lowe & Gibson 2006). Consequently, since individuals from various societies make up the workforce in any economy, it is prudent to understand the effect of culture on such a workforce (Bartels 1967). The easiest way to go about gaining this information is by reviewing organizational interactions with staff members in their day-to-day engagements or tasks and this paper shall carry out a basic review comparing the culture of Indonesia and Australia and the various effects that such cultures have on the workforce. Australia and Indonesia are closely related and even similar in many ways. For instance, their geographic location is localized, as the two countries are close to each other. Secondly, they share numerous commercial trading partnerships, security links, people-to-people relations, and political affiliations (Yoo, Donthu, & Lenartowicz 2011). Hofstede’s five dimensions of culture Hofstede’s five dimensions of culture include “power distance, uncertainty avoidance, collectivism vs. individualism, Confucian dynamism, and masculinity versus feminity” (Furrer et al. 2000, p.360). However, this paper shall only discuss four of these except Confucian dynamism. Power Distance (PD) refers to the extent of unequal power distribution within the society (Gaspay, Dardan & Legorreta 2008). This definition is inclusive of the indoctrinated belief in expectation and acceptance of such unequal distribution that is exhibited by the members of the society. Evidence of such indoctrination is manifest when expatriate authorities come into the system and attempt to reform it by encouraging more participation and egalitarian management practices. Hofstede indicates that a society can have either a large power division (LPD) or a Small power division (SPD) (Gaspay, Dardan & Legorreta 2008). Large Power Division means that a few people at the top of the hierarchy wield the available power whereas the majority is at the bottom with little or no power. These subordinates are accustomed to respecting the superiors and taking instruction from them on every aspect. There is little or no room for interpretation as such instructions are often detailed and require strict adherence at the risk of penal sanctions if one were to defy them (Rapp, Bernardi & Bosco 2011). This scenario is a depiction of Indonesia’s work environment. The hierarchy is characterized by tiers that feature an increase in power as the levels increase. The management is centralized and this element becomes apparent during decision making where decisions and policies are made and passed at the