Cross Cultural Management: Analysis and Recommendations

Cross Cultural Management

TABLE OF CONTENTS
TABLE OF CONTENTS..............................................................................................................2
INTRODUCTION...........................................................................................................................3
MAIN BODY...................................................................................................................................3
Task 1: Situational analysis.............................................................................................................3
1. Discussion on Trompenaars’ seven dimensions of culture and their impact in an
organizational context.................................................................................................................3
2. Analysing the behaviour of Wilhelm and Mr. Haider using Trompenaars’ dimensions........4
Task 2: Cross-cultural management issues......................................................................................5
1. Analysing the main cross-cultural management issues faced by Wilhelm’s business............5
2. The management issues which are affected by cultural value orientations in the Model of
Culture.........................................................................................................................................5
TASK 3 RECOMMENDATION.....................................................................................................7
1. Analysing the cultural difference that are impacting the three facets of negotiation in the
given case study..........................................................................................................................7
2. Determining the model of negotiation that leads to improve the cross-cultural management
in the context of given case study...............................................................................................8
CONCLUSION................................................................................................................................9
REFERENCES..............................................................................................................................10

INTRODUCTION
Cross cultural management refers as a study of management who influences the societal
culture. This management helps to understand the people of different areas and countries about
their tradition and culture they had from their home country. In the given case study, it has been
mentioned the importance of meaning of the cross cultural management and business and its
effectiveness (Fedorova, Dvorakova, and et.al., 2021). The report will help in illustration of the
cross cultural management in regard of the case study given.
MAIN BODY
Task 1: Situational analysis
1. Discussion on Trompenaars’ seven dimensions of culture and their impact in an organizational
context.
To understand the cross cultural effectiveness in definite manner here performing a
model which will help in the comparison of the countries culture. The model named Trompenaar
seven dimensions of culture which is utilized to compare and make a differentiation between the
two countries culture. This model is consisted of seven elements which are described below in
detailed manner.
1. Universalism vs. particularism: The universalism mainly refers as an entrepreneur who
believes in the rules more than the relationship in the business. On other side, the particularism
means a culture who possibly believes in relationship more the rules and regulations. According
to the case study, Mr. Haider was following the particularism where they involve their family
members in a business meeting and Wilhelm focuses on rules.
2. Individualism vs. communitarianism: Individualism is already cleared with its name where
they believe in making the decisions individually and not required to be consulted from anyone.
Whereas, the communitarian includes the working and decision-making process in a group.
Wilhelm follows and have a culture where he believes in individualism and Haider in
communitarism.
3. Specific vs. diffuse: Specific culture people keep their personal and professional life separated
as well and diffuse include the personal and professionalism together (Chated, Wisetsri and
et.al., 2020). As, Haider includes their family members in the meeting which is showing the
diffuse culture and Wilhelm did not like to involve the personal relationship in professional life.

4. Neutral vs. affective: Neutral cultural people do not express their emotions at working place
thus, the affective cultural people include their feelings and emotions at working. Haider is from
affective culture and Wilhelm from neutral.
5. Achievement vs. ascription: The people who belong and perform their work through their
knowledge and skills and earn are from achievement section and ascription culture involves the
people who are based on their age, education and social status and not from their skills.
6. Sequential time vs. synchronous time: Sequential cultural people are possessive about their
time and like to do projects by the given completion but synchronous involves the flexibility in
completing the deadline and projects.
7. Internal direction vs. external direction: People or business man who adopts the internal,
believe in controlling the organizational environment to obtain their goals. On another hand, the
external direction cultural people create an environment where they work with them. Their main
aim is to make a strong relationship between each other and can make a togetherness bond in the
organization (Lifintsev, and Wellbrock, 2019).
2. Analysing the behaviour of Wilhelm and Mr. Haider using Trompenaars’ dimensions.
According to the behaviour of Wilhelm and Mr. Haider it has been determined that both
the people believe in different cultures and have a different manner and objectives to the work.
Coming to Mr. Haider first, he follows the culture where he focuses on the relationship and
flexibility in their working process and not much focused about the rules and regulations.
Focusing on the relationship more than rules shows that Haider follows the particularism culture
but Wilhelm likes to concentrate on the rules more than relationship which shows that he belongs
to a universalism culture (Dinh, 2019). Haider also involves their decision-making processes and
consults with his family and friends openly which Wilhelm did not encourage their decision-
making process and likes to take the decision individually.
Involvement of family and relatives shows the communitarianism and taking individual
decision reflects the individualism culture. Along with this, Mr. Haider also mix their personal
and professional life together which refers as they belong from specific culture and Wilhelm
from diffuse culture as he does not mix the professionalism and personal life together. It has been
observed that Mr. Haider was from affective culture and Wilhelm from neutral. Wilhelm is able
to utilize his skills in the working where Header works and win the position from his education
and social status which means he belongs to ascription and Wilhelm from achievement culture.