Cross Cultural Management

This article discusses Trompenaar's Onion Model, Cultural Intelligence, and Corporate Values of Wesfarmers. It also explains how population demographics can assist international managers in decision-making. The article reflects on the author's own cultural intelligence and provides tips on how to make oneself indispensable at work.

Running Head: CROSS CULTURAL MANAGEMENT
Cross Cultural Management
Name of the Student
Name of the University
Author Note

1CROSS CULTURAL MANAGEMENT
1.Explain what Trompenaar means with the “Onion model” or the seven
dimensions of culture
According to Dr. Fons Trompenaar there are many ways to view the idea of ‘culture’, but
the onion model is the most popular among them. Similar to an onion, culture also has a number
of layers (Ildikó, 2014). The outer layer traditional or architectural differences. Rituals, attitudes,
norms form the next layer. The core values of a particular culture reside in the center of the
onion. This is the segmentation process of a culture. The cultural model he developed is named
Trompenaar’ cultural dimensions distinguishing seven cultural dimensions. These are-
Universalism versus Particularism, Individualism versus Communitarianism, Neutral versus
Emotional, Specific versus Diffuse, Achievement versus Ascription, Sequential versus
Synchronous time and Internal direction versus External direction. Trompenaar says that these
seven dimensions will increase empathy and respect for other cultures and for their customs and
rituals too. This internal bond will lead to better business deals and ensure persistence of
teamwork (youtube.com ,2018).
2.Apply this model to your own culture
I have applied Trompenaar’s model in my business culture and have seen radical growth
in business relationships. The Universalism versus Particularism dimension asks what is more
important, relationships or rules. I have kept a balance between the two cultures by keeping my
promises, being consistent, explaining logic behind each of the business activities and decisions.
I have also made sure specific rules which are highly important are kept intact. The
Individualism versus Communitarianism asks to choose between working as a team or as
individuals. I have dealt with this problem by encouraging individuals with performance based
rewards and appraisals. The team work spirit is also kept heightened by group work performance
rewards. The Neutral versus Emotional dimension questions the display of emotions in
workplace. I have specified it in my organizational culture where to show emotions and where
not.
Emotions can be expressed while strengthening the workplace bonds, but business
meetings should strictly be on the topic and not a little deviation from it. The Specific versus

2CROSS CULTURAL MANAGEMENT
Diffuse dimension judges the separating line between the personal and professional life. I have
set strong objectives in my organization as well as built social relationships. The Achievement
versus Ascription dimension is the difference between a status that is earned by knowledge skill
and abilities and status earned by social position, age or educational qualification. Using titles
sometimes and not using sometimes have been proved to be a better way to deal with such
cultural differences. The Sequential time versus Synchronous time dimension asks whether one
work is done at a time or multiple works get done at once. I have prepared strict deadline
schedules as well as provided room for flexible schedules often. The Internal direction versus
External direction dimension asks whether our environment controls us or we control our
environment. This difference has been managed by setting clear goals and also exchanging
feedbacks.
3.How can statistics and other data on population demographics, such as the
ABS Population clock, CIA World Fact book and others, assist International
managers in their decision-making?
Statistics and other data on population demographics, such as the ABS Population clock,
CIA World Fact book and others prove Australia to be a highly multicultural society. In spite of
its racist history, enormous religious and cultural diversity, Australia has come up as an
extremely well-functioning and successful multicultural society. The Australian society has
accepted the immigration process as foundation of Australian culture (australia.gov,2018). This
multiculturalism has helped International managers to pick up versatile talents from this mass.
An ethnic background and diverse culture are brought about by multiculturalism. A diverse but
enriched business culture is built in the workplace It increases the creativity and innovation level,
improves the customer service and establishes respect among employees. Once the international
managers get to know about the different cultures involved in Australian society, it becomes easy
for them to pick up suitable people from various demographic areas, build their cross-cultural
management strategies and expect for better outcomes.

3CROSS CULTURAL MANAGEMENT
4.Describe Cultural intelligence according to theory
Cultural intelligence or ‘cultural quotient’(CQ) is a management theory within
organizational psychology. The cultural background of an individual is reflected on the
performance which is effective for business. However, it is also necessary to measure the
person’s ability to engage properly in any environmental setting. In the year 2004, Christopher
Earley and Elaine Mosakowski described what cultural intelligence actually is in the Harvard
Business Review (Livermore & Soon, 2015). Cultural quotient provides strategies for the
advancement of cultural views which will separate different cultural behaviors. Cultural quotient
can be developed by three means such as cognitive means, physical means and motivational
means. Cultural intelligence is the understanding of values, beliefs, behaviors and attitudes of a
particular mass and the capability to implement them in order to achieve higher goals
(youtube.com ,2018). There are mainly three components of the cultural intelligence model.
These are skills, knowledge and mindfulness.
5.Describe Cultural intelligence in your own words and reflect on your own
cultural intelligence.
Cultural intelligence has been defined by many scholars with a variety of terms over the
years, in simple words it is nothing but the ability to communicate or interact confidently on a
social or professional level with different people belonging to different cultural backgrounds.
People who frequently travel from one country to another and have broader experience in
working with different cultures gradually become ‘global chameleons’ growing a high level of
cultural intelligence (Groves, Feyerherm & Gu, 2015). While working in an international
environment, one needs to understand the social backgrounds, attitudes and beliefs first. There
are four ways to enhance the cultural intelligence namely drive, knowledge, strategy and action.
Each one is incomplete without the other. As a result of travelling to different countries for
business purposes and mingling with a variety of cultures, I have almost become the so called
‘global chameleon’. I can easily mix with different cultured people, accept their values and

4CROSS CULTURAL MANAGEMENT
respect their beliefs. It helps me to continue the business proceedings properly and manage the
cultural differences in the workplace.
6.List 6 corporate values of Wesfarmers as mentioned by the Chairman in the
video
The chairman of the Wesfarmers company Mr. Michael Chaney AO mentioned few
corporate values of Wesfarmers. He points out that the values are everything. Another
Wesfarmers ‘corporate value is that they trust on people and expect them to work ethically. The
communication is kept open and transparent. They expect that people observe all the rules and
regulation by themselves without any outer force. Customers are their primary focus, their needs
and desires are their genuine concerns. The suppliers are also highly respected and the workers
are treated like family members. The Wesfarmers company observe their environmental
responsibilities also. They never stay back from contributing to the society they are working in
(wesfarmers.com ,2018).
7. Reflect on how you could make yourself indispensable at work
According to a panel of leaders in Forbes Coaches Council ‘agile leadership’ is a kind of
transformational leadership which helps to work more effectively and reduces real estate costs
(forbes.com ,2018). It also provides advantages by matching the demands and the resources,
multiplies the productivity and advances the talent retention (LIU,2017). I can make myself
indispensable at work by adopting agile leadership qualities. I will follow the qualities of agile
leadership and be present always to gain insights. I will inspire creativity and innovation in my
employees. I will become more agile or swift in all my works. I will try my best to adapt to any
situation as it happens. I will develop my ability to become flexible to take fast but confident
decisions. Being resilient and creative is another quality of agile leadership which I will follow. I
will develop a learning and growth embodying mindset within me to work efficiently. These re
the qualities of agile leadership which will make me indispensable at work if I follow them
strictly.

5CROSS CULTURAL MANAGEMENT

6CROSS CULTURAL MANAGEMENT
Reference
australia.gov. (2018). Our people | australia.gov.au. Retrieved from
https://www.australia.gov.au/about-australia/our-country/our-people
forbes.com. (2018). Retrieved from
https://www.forbes.com/sites/karenhigginbottom/2017/03/14/cultural-barriers-to-agile-
working/#7158f6a14008
Groves, K. S., Feyerherm, A., & Gu, M. (2015). Examining cultural intelligence and cross-
cultural negotiation effectiveness. Journal of Management Education, 39(2), 209-243.
Ildikó, K. K. (2014). The Fit of National and Organisational Cultures in International Scientific
Literature. Volume of Management, Enterprise and Benchmarking in the 21st century,
301-314.
LIU, P. (2017). Patterns for Making Leadership Happen and Building Self-organizing Agile
Team.
Livermore, D., & Soon, A. N. G. (2015). Leading with cultural intelligence: The real secret to
success. Amacom.
wesfarmers.com. (2018). Governance and corporate culture. Retrieved from
http://2016.sustainability.wesfarmers.com.au/case-studies/governance/governance-and-
corporate-culture/
youtube.com. (2018). Cultural intelligence: the competitive edge for leaders | Julia Middleton |
TEDxEastEnd. Retrieved from https://www.youtube.com/watch?v=izeiRjUMau4
youtube.com. (2018). Dr Fons Trompenaars on Culture. Retrieved from
https://www.youtube.com/watch?v=JqNI8le1bF4