Power distance in any organization refers to the ability of workforce to understand this power distribution in the organization. In organizations which have high power distance, lower staff has s to be submissive to their managerial and executive staff. The high ranked staffs do not consult with their lower staff for suggestions or complains rather they just pass orders and low staff is supposed to follow them. The relation between manager and workforce is not a friendly one. They do not have meals together, recreation or outdoor activities. Contrarily, in low power distance organization, managers and labours work as a friendly team. Bosses consult to the lower staff and anticipate their participation in suggestions. This attribute is evaluated through PDI metric that is power distance index. Uncertainty avoidance refers to the capability of a person to feel either way in uncertain or unstructured situations. Uncertain situations may be irregular, unusual, surprising and unforeseen.
Here people have to take measures and act in a way that minimizes the anxiety created by the irregular event. This criterion divides countries into two branches, high uncertainty avoidance index and low uncertainty avoidance index countries. Countries having high uncertainty avoidance index are more likely to have rigid rules and believes. The people of these countries are reluctant to adapt unorthodox behaviour and innovative ideas. They always try to avoid instant changes and opt for careful and gradual changes in any circumstances. These people are usually more emotional and sensitive. On the other hand, countries with low uncertainty avoidance index have very relaxed and adaptive beliefs. They believe in practice more than principles. They welcome innovative ideas and changes for betterment. These people are better trained in adapting the changes even when unstructured situations arrive. They can tolerate uncomfortable zones to a great extent. This attribute is measured through UAI metric that is uncertainty avoidance index.