Cross Cultural Management

This document discusses the role of culture in international business and its influence on management issues. It also explores the impact of culture on leadership approaches, philosophies, and motivation in a cross-cultural context. The document provides insights into the importance of culture in negotiation processes and offers strategies for enhancing intercultural interaction. The case study of Marks and Spencer operating in Brazil and Germany is used to illustrate these concepts.

Cross Cultural Management

Table of Contents
Introduction.................................................................................................................................................2
Apply role of culture within international business as well as scrutinize influence of societal culture
like contingent factor that affects management issues.............................................................................2
Evaluate as well as leverage influence culture within management and businesses functions along with
ways that affects strategies at distinct levels............................................................................................4
Consider consequences of cultures in existent approaches for understanding leadership as well as
identification of ways that enhance intercultural interaction for emphasizing significance of culture
within negotiation processes....................................................................................................................5
Identification of philosophies related with management of people along with association to culture......5
Examine factors that impact motivation in cross-cultural context...........................................................6
Conclusion...................................................................................................................................................7
References...................................................................................................................................................8

Introduction
Cross-cultural management denotes scrutiny of management which involves study of
impact of societal culture upon managers as well as administration practices along with cultural
orientation. Basically, it involves efforts for ensuring that individual’s people communicate with
professionals from different backgrounds(Adekola and Sergi, 2016).
To understand the concept of cross culture management, two countries Brazil and Germany
taken into consideration as well as firm which operates there services in both these countries is
Marks and Spencer. M&S is a multinational firm which renders within clothing, food and home
products. They deliver their services worldwide and have their stores in around 1463 locations.
This report comprises of role of culture, its impact on management along with their influence on
existing leadership approaches, philosophies and factors impacting motivation within cross-
cultural milieu will be provided.
Apply role of culture among international business and scrutinize the influence of societal
culture
Culture has crucial role while delivering services within global market and it has to be taken
into consideration for ensuring that effectual services are delivered. Culture creates a strong influence
with respect to way in which individuals interact, communicate as well as behave. While working
within international market effective communication plays a critical role(Bird and Mendenhall,
2016). For an instance when M&S will work in other country rather than their home country ways in
which they deliver their services may be altered. Values acts as a second important aspect as each
employee has their own and organization of its own organizational values which have to be
understood by individuals while delivering their services. As per hofseted 1980 culture dimension,
there is different role of culture, in context of Germany and Brazil, it is illustrated below:
Power Distance: With reference to Brazil, they believe in hierarchy in which inequalities are
acceptable. Here, within M&S those who have power possess more benefits with respect to those who
have fewer powers. On the other hand, in Germany the working structure is decentralized in which co-
determination rights are extensive. While M& S when operating in this countryhas a direct as well as

participative communication in which individuals shows their expertise. This implies that people in
Brazil are not involved by organization in process of decision making(French, 2015).
Individualism: In Brazil, individuals are integrated with cohesive and strong groups where
they exchange loyalty. When M&S,an employee buildup trustworthy relationship by making use of
efficacious interaction. This implies that collectivism is followed within the organization where
employees render their services through appropriate coordination(Holden, Michailova, and Tietze,
2015). In Germany, society is individualist who believe in self-actualization. In this context in M&S,
individuals aims at attaining tasks allotted to them.
Masculinity or femininity: Germany is a masculine society in which performance of
individuals is valued. With reference to M&S, tends to have self-esteem while rendering their tasks
along with these managersare assertive as well as decisive. On the other hand while working in Brazil,
M&S opts for having as coordinated and mutual relationship through which it becomes easy to deliver
the task as well as there is higher probability of success of firm.
Long Term Orientation: Germany is a pragmatic country where individuals believeon truth
with respect to situations which prevails within. In M&S employees can easily adapt to conditions
which prevails within(Jackson, 2015). Like if management or leader alters working style then it
won’t be problematic for their employees to render their services. This implies that both short as well
as long term orientation exist. But in Brazil, M&S there is a long term orientation which denotes that
emphasis is laid on future goals as well as perspectives.
It has been analysed that there are different types of individuals working within the
organization, where direct and indirect communication might affect the whole performance of both
individual or organization. Along with this, it has also been analysed that because of different accent
of employees individual might face trouble while working within the company. Therefore, it is also
very essential for the management team to provide training and development session to their staff
members so that they can easily perform their functions at different culture and can easily adjust in the
changing environment.

Evaluate as well as leverage influence culture within management and businesses functions
along with ways that affects strategies at distinct levels.
While rendering services within different cultural boundaries a significant impact is created on
business in terms of ways in which they deliver their services. For this, management may need to alter
their strategies for making sure that desired standards of quality are attained. With respect to M&S,
they render their services in Germany and Brazil, both have different culture but for being successful
they need to adapt to altering working environment for attaining their long term goals. Culture impacts
an organization on the whole and this can be both affirmative as well as pessimistic(Reiche and et. al,
2016). The impact which is created by culture on management and their strategies is depicted below:
The decisions which are being taken up by managers of M&S createscreate a direct impact on
their productivity as well as profitability. For an instance if conflict arises between two employees
then management need to identify reason behind this instead of directly terminating them. The reason
behind this is that they might be the potential employees and there can be a strong point due to which
dispute have occurred. By formulating quick decisions, the firm may losetheir qualified and
experienced employee. Thus, while working in cross-cultural environment there is higher probability
of conflicts which may occur therefore, management need to ensure that they remain calm while
formulating their decisions(Thomas and Peterson, 2016). Each department of firm gets affected by
culture which prevails within working environment and this entirely depends on country in which firm
is delivering their services. Like human resource department of M&S can have trouble while hiring
workforce as per organizational values. For an instance in Brazil, people work as a team in a
coordinated way but on the other hand in Germany individuals tends to work as a single entity. Both
are different and can be difficult for HR to make them adapt to their working environment. Thus, it
becomes crucial for management to ensure that they alter their way in which services are rendered by
them. It has been identified that by taking into consideration the above example, strategies can be
formulated like managers can opt for situational style as this will lead them to ensure that depending
upon situation which prevails they can opt for working method accordingly (Tjosvold, 2017). This
will aid M&S to attain their goals on desired time frame. It is necessary for the management team to
consider each and every person in equal manner who belongs to different cultures and society. As
every individual have their own capabilities which highly influence the overall performance of the
company as culture of the organization affect by different types of employees.

Consider consequences of cultures in existent approaches for understanding leadership as well as
identification of ways that enhance intercultural interaction for emphasizing significance of
culture within negotiation processes.
The norms, ideals, values and beliefs are embedded within culture that creates a relevant
impact on leadership goals, behavior along with strategies of firm. Leader is liable for carrying out
negotiation in M&S in different context, it is illustrated below:
 Negotiating goal: Relationship or contract: The purpose behind negotiation can be different
like withinsome culture, foremost aspect is to have an appropriate contract between two
parties (THE TOP TEN WAYS THAT CULTURE CAN AFFECT INTERNATIONAL
NEGOTIATIONS, 2018). But in some it is develop a relationship with them. Within M&S
leaders emphasize on developing a relationship so that long term contract can be developed
among them instead focusing on attainment of short term goals.
Communication: Indirect or Direct: This aspect varies as per culture of country like in some
emphasis will be laid on having simple and direct communication but others may like to have indirect
methods for the same. Like in Brazil there is hierarchy in ways work is done by them means indirect
communication takes place. For an instance, employees communicate with team leaders then message
is passed to management and then it is given to concerned authority(Tran, 2016). This takes time to
have appropriate response within M&S while delivering their services in Brazil. Thus to have
adequate results it is important that direct communication takes place.
Culture highly influence the performance and activities of business organization along with the
attitude and behavior of employees working within the company. Leadership skills are the capability
of a person with the help of which they can easily influence the overall functionality and attitude of
the person. It has been identified that due to different cultural background of individuals, leadership
styles needs to be modified by the leaders as per the needs and requirements of the business.
Identification of philosophies related with management of people along with association to
culture.
Culture illustrates aggregation of believes, ideology, customs and values which prevails
within organizational structure. With respect to M&S, manager makes sure that healthy working
culture prevails. For this, handy’s typology for culture is being used which is illustrated below:

Role culture: This is identical to functional structure where manager are liable for
assigning roles as well as responsibilities to individuals in firm with respect to their skills,
interest and expertise(Adekola and Sergi, 2016). This will lead M&S to have focused employees.
Task culture: Here groups are being developed for solving conflicts that occur within
working premises. This enables M&S to have relevant support from their employees which will
lead to healthy working environment.
Person culture: In this, each individual considers themselves as superior instead of
giving organizational goals as a priority. They emphasizeon individual growth
Power culture:Within this decision making authority is with confined individuals who
are from middle and top level of management(Bird and Mendenhall, 2016). This culture
enhances process associated with decision making.
From above it has been identified that, M&S has executed role culture within working
place to motivate team as well as individuals for attaining more productivity. This will lead to
inflate organizationalprofitability base.
Examine factors that impact motivation in cross-cultural context.
Encouraging personnel for delivering their best creates a relevant impact on the ways in which
services are being carried out by them. For this it is important for M&S to make sure that their
employees are satisfied as this will lead them to attain their organizational goal on time. Culture
creates an impact on the motivation levels of individuals. To understand this aspect an instance can be
taken like some employees might be motivated by having paid leaves and some may get influenced by
monetary benefits(French, 2015). Though it entirely depends on employees but culturealso creates an
impact as each have their own values. In this context, M&S they have opted for scientific theory of
management. This is given by Frederick Taylor which aims at improvising economic efficiencies in
terms of productivity. As per them monetary benefits creates a significant impact on ways in which
individual delivers their services irrespective of culture which prevails. For this it is necessary that
employees must be given pay as per fair work and it must be associated with amount that is being
produced. This involves four major principles which are illustrated below:

Time & Motion Studies: The leader can identify ways in which services are being carried by
their subordinates and accordingly teach them effectual way through which their performance can be
enhanced this will create affirmative impact on motivational levels.
Teach, train and develop: As per the evolutions in market and when changes are brought
within firm according to those then it becomes important to provide adequate training to their
employees so that they can render their services in an effective way(Holden, Michailova, and Tietze,
2015). Culture will have a relevant impact on this aspect as in some culture practical knowledge is
given which makes it easy to deliver their responsibilities but on other individuals might just need
overview of things.
Interest of employees & employer: In Brazil, people work in a group thus it is important to
develop relation among management and employees within M&S as through this it will be easy to
voice out their opinions. But on the other hand in Germany individualisticculture is followed which
may make it difficult to understand what they need and it may be critical to motivate them.
Establishmentof fair levels: Adequate performance levels have to set and accordingly they
must be appreciated through which higher performance can be attained(Jackson, 2015). This culture
will lead to have affirmative impact on motivational level of employees within M&S.
Conclusion
From above, it can be concluded that culture have an important role on the ways in which
operations are being carried out by firms. Depending upon culture which prevails within peculiar
country firm have to modify their ways to ensure that they can have high profitability.
Management and leaders have to ensure that they stick to their organizational values but also
make sure that operations of firm are carried out as per desired standard. Culture creates a
relevant impact on motivation levels of individuals. Thus it is liability of managers as well as
leaders to develop healthy environment by which each individual can deliver their services at
their higher potential.

References
Books & Journals
Adekola, A. and Sergi, B. S., 2016. Global business management: A cross-cultural perspective.
Routledge.
Bird, A. and Mendenhall, M. E., 2016. From cross-cultural management to global leadership:
Evolution and adaptation. Journal of World Business, 51(1), pp.115-126.
French, R., 2015. Cross-cultural management in work organisations. Kogan Page Publishers.
Holden, N., Michailova, S. and Tietze, S. eds., 2015. The Routledge companion to cross-cultural
management. Routledge.
Jackson, T., 2015. Management studies from Africa: A cross-cultural critique. Africa Journal of
Management, 1(1), pp.78-88.
Reiche, B. S. And et. al, 2016. Readings and cases in international human resource
management. Taylor & Francis.
Thomas, D. C. and Peterson, M. F., 2016. Cross-cultural management: Essential concepts. Sage
Publications.
Tjosvold, D., 2017. Cross-cultural management: foundations and future. Routledge.
Tran, B., 2016. Communication (intercultural and multicultural) at play for cross cultural
management within multinational corporations (MNCs). In Handbook of research on
impacts of international business and political affairs on the global economy (pp. 62-92).
IGI Global.
Online
THE TOP TEN WAYS THAT CULTURE CAN AFFECT INTERNATIONAL
NEGOTIATIONS. 2018. [Online]. Available through:
<https://iveybusinessjournal.com/publication/the-top-ten-ways-that-culture-can-affect-
international-negotiations/>.