Cross Cultural Management Report 2022

Running head: CROSS CULTURAL MANAGEMENT
Cross cultural management
Name of the student
Name of the university
Author note

1CROSS CULTURAL MANAGEMENT
Executive summary
The aim of this report is to discuss about the cross cultural issues and conflicts being emerged
between the French and Chinese operation of Dorendo. There are multiple reasons of the
identified conflicts being discussed on the basis of Hofstede’s cultural dimensions. In addition,
Jinaguo is also recommended with number of steps and strategies that can help him in going way
forward and mitigating the conflicts. Lastly, this report discussed about the competencies that
should be gained by the managers and leaders in 21st century to have long term effectiveness.

2CROSS CULTURAL MANAGEMENT
Table of Contents
Introduction......................................................................................................................................3
Determination of the conflict...........................................................................................................3
Identification of the reasons.........................................................................................................5
Recommended steps for Jianguo.....................................................................................................6
Competencies for the managers at 21st century...............................................................................8
Conclusion.....................................................................................................................................10
Reference.......................................................................................................................................11

3CROSS CULTURAL MANAGEMENT
Introduction
In the current era of globalization, there are multiple challenges as well as opportunities
being faced by the internal stakeholders. Majority of the opportunities are in terms of the
business revenue and challenges are in terms of cultural differences. The human resource
management approach of the global companies is facing the major challenge in terms of
managing the employees from different social and cultural backgrounds. Hence, the probability
of emergence of conflict and misunderstanding in the internal management process is more due
to the globalized business patterns (Bird & Mendenhall, 2016). It should also be noted that
different strategies and approaches are being initiated to manage the global workforce.
Moreover, in the 21st century, the leader and managers should have different level of
competencies in managing their subordinates.
In the given case, it is evident that conflict between the employees, which is further
causing misunderstanding among them. This report will discuss about the major
misunderstanding in the case and major reasons behind it. The recommended steps that should be
taken by Jianguo in dealing with the employees from different cultures will also be discussed in
this report. Lastly, the competencies that are required for the leaders in the 21st century will be
identified and evaluated.
Determination of the conflict
There are different elements of the conflict being identified from the case. It is identified
that the major conflict in the case is the cultural misunderstanding between Jianguo and his
Parisian counterparts. However, the elements identified prove the point that issue is
predominantly cross cultural related. According to the Hofstede’s cultural dimensions, power