$\backslash$table$[[$Answer$,$Culture Dimension,Example$],[grad,$Power Distance,$\backslash$table$[[$A$.$ One side of this dimension, for example, in Latin America, favors quick, assertive$],[$decisions$.$ The other side of this dimension, in countries like Scandinavia, likes decisions$],[$that reflect a concern for others.$]]],[grad,$Masculine$/$Feminine$,\backslash$table$[[$B$.$ One side of this dimension, in countries such as Japan, favors group decisions. On the$],[$other side of this dimension, in countries like the United States, people have a harder time$],[$making and accepting group decisions.$]]],[grad,$Uncertainty Avoidance,$\backslash$table$[[$c$.$ When this is high, managers make the decisions in a company. When it is low,$],[$employees are more likely to be involved in decision making.$]]],[grad,$Collectivist$/$Individualistic$,\backslash$table$[[$D$.$ When this is low, decisions are seen as opportunities for change. When it is high,$],[$people accept situations as they are and don't try to change them.$]]]]$

Mikko works at Burgess, Incorporated. Mikko has been there for a year and she has noticed that all changes in policy have to have approval from a member of the executive team before they can be implemented. This indicates that Burgess is operating at a $$ level of