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The dominant values of masculinity and femininity (MAS = masculinity index, 0(feminine) - 100)

These values concern the extent on emphasis on masculine work related goals and assertiveness (earnings, advancement, title, respect et.), as opposed to more personal and humanistic goals (friendly working climate, cooperation, nurturance etc.) The first set of goals is usually described as masculine, whereas the latter is described as feminine. These goals and values can, among other, describe how people are potentially motivated in cultures with e.g. a feminine or a masculine culture. (Hofstede, 2001) The highest values of MAS are in Japan, Austria, or Italy, the lowest in Sweeden, Netherland, or Protugal. (Světlík, 2003)

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  Uncertainty avoidance (UAI = uncertainity avoidance index, 0-100)
  

Uncertainty Avoidance is referring to a lack of tolerance for ambiguity and a need for formal rules and policies. This dimension measures the extent to which people feel threatened by ambiguous situations. These uncertainties and ambiguities, for example, may be handled by an introduction of formal rules or policies, or by a general acceptance of ambiguity in the organizational life. The majority of people living in cultures with a high degree of uncertainty avoidance are likely to feel uncomfortable in uncertain and ambiguous situations. People living in cultures with a low degree of uncertainty avoidance are likely to thrive in more uncertain and ambiguous situations and environments. (Hofstede, 2001) The countries with low value of UAI have a lack of laws and rules. The uncertainty is considered as normal. The behavior of consumer is seen here, for example, in the buying of old used cars in the contrary to the behavior of people from countries with high value of UAI. (Světlík, 2003)

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  Confucian dynamism (LTO)
  

Long-Term Orientation is the fifth dimension which was added after the original four dimensions. This dimension was identified by Michael Bond and

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was initially called Confucian dynamism. Geert Hofstede added this dimension

to his framework and labeled this dimension long vs. short term orientation. The consequences for work related values and behavior springing from this dimension is rather hard to describe, but some characteristics are described below.
Long term orientation:

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  Acceptance of that business results may take time to achieve
  
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  The employee wishes a long relationship with the company
  
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  Short term orientation:
  
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  Results and achievements are set and can be reached within timeframe
  
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  The employee will potentially change employer very often. (Hofstede, 2001)
  

Low values are measured, form example, in GB, Germany, Netherlands, or Sweeden. The opposite is Asian countries like China and Japan. (Světlík, 2003)
The fifth Dimension was added in 1991 based on research by Michael Bond who conducted an additional international study among students with a survey instrument that was developed together with Chinese employees and managers.
That Dimension, based on Confucian dynamism, is Long-Term Orientation (LTO) and was applied to 23 countries. (Hofstede, 2001)
In 2010, research by Michael Minkov allowed to extend the number of country ₆₅
scores for this dimension to 93, using recent World Values Survey data from
representative samples of national populations.
In the 2010 edition of Cultures and organizations, a sixth dimension has been added, based on Michael Minkov‘s analysis of the World Values Survey data for 93 countries. This new dimension is called Indulgence versus Restraint. (Hofstede, Hofstede, Minkov 2010)
Other comparative models:

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