Cross-Cultural Management: Understanding the Onion Model and Its Application in Australia

This article discusses the onion model of culture and its seven value dimensions. It also explores the Australian cultural dimensions and their impact on organizational culture. The importance of cultural intelligence and its components are discussed, along with the six corporate values of Wesfarmers. Finally, the article provides insights on how to maintain indispensability at work.

Running head: CROSS-CULTURAL MANAGEMENT
CROSS-CULTURAL MANAGEMENT
Name of the Student
Name of the University
Author Note

1CROSS-CULTURAL MANAGEMENT
Table of Contents
Question 1............................................................................................................................2
Question 2............................................................................................................................2
Question 3............................................................................................................................3
Question 4............................................................................................................................3
Question 5............................................................................................................................4
Question 6............................................................................................................................4
Question 7............................................................................................................................5
References............................................................................................................................6

2CROSS-CULTURAL MANAGEMENT
Question 1
The onion model as discussed by Fons Trompenaar emphasizes on seven different value
dimensions within a given culture. The value dimensions as discussed by the eminent Dutch
consultant and author in the field of cross-cultural communication attempts a discussion on the
seven major dilemmas that are faced by the concerned residents within the given country
(Trompenaars & Greene, 2016). The onion model of culture refers to the fact that there are a
number of different layers of culture. These factors generally help in the distinction of the
concerned members of a certain cultural background from those that belong to other cultural
backgrounds. These seven different aspects tend to deal with the universalism as opposed to
particularism, individualism as opposed to communitarianism, neutrality as opposed to
emotionality and achievements as opposed to ascription. The other factors that are discussed
within the model refers to the factors that deal with the specificity as opposed to the diffused
nature of the concerned cultures, the sequential time as opposed to the synchronous time and
even the internal directions as opposed to the external directions (An et al., 2017). The onion
model of the cultural dimensions generally assists in the understanding of the people belonging
to diverse cultural backgrounds and thus helps in solving the various misunderstandings that
might take place among the people who belong to different cultures.
Question 2
The Australian cultural dimensions according to the onion model as discussed by
Trompenaar reveal that the leadership qualities within the country is majorly based on the
various rules and regulations. The employees within the country are known to be provided with
the proper and clarified instructions. This might also help in the discussion on the individualism
within the given country. The prominent individualism within the organizational culture within
the country tend to impact the positivity within the given organization (Youtube.com, 2018). The
Australian organizational culture majorly focusses on the internal control that is exercised on the
employees of the organization. The Australian corporate leaders are known to have maintained a
low power distance among the various employees of the organization. The employees of the
organization are known to have an easy access to the concerned managerial staff which helps in
the improvement of the overall performance of the concerned organization in discussion.

3CROSS-CULTURAL MANAGEMENT
Question 3
The statistics of the population as well as the other factors do have a great effect on the
matters that pertain to the decision making activities that are undertaken by the concerned
managers. The changes in the population statistics are known to majorly affect the demand for
the various goods and services in the given area under discussion. The demographics within
Australian territorial boundaries is recognized to be one of the most accurate demographics that
demonstrate a proper and comprehensive discussion. Australia is recognized as one of the
leading demographic nations within the world. According to the data published at the ABS
Population clock, the resident population of the country as on the 31st of December 2017
amounts to 25,039,460 (Abs.gov.au, 2018). This might highly affect the matters that pertain to
the operations of the government in the matters that pertain to the operations of the various
business houses that have been operating within the given country. The Australian population
majorly deals with the population that comprises of people who have been born outside the
country and have settled within the territories of Australia. According to the statistics, the present
day population of the country is almost 24 million people (Australia.gov.au, 2018).
Question 4
The cultural intelligence refers to the capability of the given person to relate as well as
work across the various cultures in an effective manner. The cultural adaptability of the
concerned person might refer to the matters that are related to the adaptability of the concerned
person that is required to interact in a proper manner with the concerned people belonging to the
different cultures. The cultural intelligence of a person is also responsible for the engagement of
the concerned management to deal with the engagement of the foreigners within the concerned
organizations or even the nations (Ang & Van Dyne, 2015). The cultural intelligence of a person
majorly deals with three different components. These components generally refer to the
cognitive element, the physical element and the emotional or the motivational element that is
present within the given organization (Nguyen, Jefferies & Rojas, 2018). The cultural
intelligence within the organization is relevant due to the multicultural nature of the concerned
organizations that have been functioning within the Australian territories.

4CROSS-CULTURAL MANAGEMENT
Question 5
According to Julia Middleton, the cultural intelligence is necessary in order to maintain a
proper interaction among the people belonging to the different cultures. . The cultural
intelligence of a person, according to me, is responsible for the engagement of the concerned
management to deal with the engagement of the foreigners within the concerned organizations or
even the nations. The cultural intelligence of a person majorly deals with three different
components. These components generally refer to the cognitive element, the physical element
and the emotional or the motivational element that is present within the given organization
(Youtube.com, 2018). The speaker tends to highlight the factors that are related to the flexibility
within the concerned people. I feel that the cultural intelligence of the concerned people depends
on the adaptability of the concerned people to the core values that are instilled within the people
who have been participating in the interaction.
Question 6
The six corporate values that are mentioned by the Chairman of Wesfarmers within the
given video are enlisted below.
 A successful structure of the arrangements related to the corporate governance within the
given concern. The governance of the concerned company is majorly dependent on the
board of directors who are responsible for the proper governance of the concerned
organization.
 The second factor that has helped Wesfarmers is the proper involvement of the board of
directors within the corporate activities that are present within the given organization.
 The existence of the non-executive directors who have been present within the given
organization has assisted in the matters related to the judgment of the various actions that
have been undertaken by the concerned organization.
 The business house in discussion, Wesfarmers is known to be autonomous in nature. The
autonomous activities of the concern are majorly observed in the various divisions within
the given organization (Wesfarmers.com.au, 2018).
 The company is also known for the good amount of returns that it provides to the
concerned stakeholders of the organization.

5CROSS-CULTURAL MANAGEMENT
 The company is also known for preaching the ethical practices among the workforce of
the organization. The staff is observed to operate in a transparent and ethical manner.
Question 7
The indispensability at work can be maintained through the focus on the matters that are
related to the agility of the concerned staff of the organization. The staff of the organization
might be advised to maintain agility and the focus on the effort that needs to be dedicated to the
proper completion of the task at hand in order to gain the indispensability at the given workplace
(Forbes.com, 2018). The course has helped me to learn the fact that the agility and the flexibility
within the given organization might help in the matters that are related to the indispensability
within the organization. I have also learned the fact that the concerned indispensability within the
organization can be maintained through the display of the proper focus on the work that has been
allocated to the concerned employee.

6CROSS-CULTURAL MANAGEMENT
References
Wesfarmers.com.au. (2018). 2016.sustainability.wesfarmers.com.au. Governance and corporate
culture. Retrieved 14 September 2018 from
http://2016.sustainability.wesfarmers.com.au/case-studies/governance/governance-and-
corporate-culture/
Abs.gov.au. (2018). Population clock. Retrieved 14 September 2018 from
http://www.abs.gov.au/ausstats/abs%40.nsf/94713ad445ff1425ca25682000192af2/16475
09ef7e25faaca2568a900154b63?OpenDocument
An, B., Brown, D. E., Hazell, R. M., & Grazaitis, P. (2017, July). Cultural Dimension Theory
Based Simulations for US Army Personnel. In International Conference on Social
Computing, Behavioral-Cultural Modeling and Prediction and Behavior Representation
in Modeling and Simulation (pp. 65-70). Springer, Cham.
Ang, S., & Van Dyne, L. (2015). Conceptualization of cultural intelligence: Definition,
distinctiveness, and nomological network. In Handbook of cultural intelligence (pp. 21-
33). Routledge.
Australia.gov.au. (2018). Our People. Retrieved 14 September 2018 from
https://www.australia.gov.au/about-australia/our-country/our-people
Forbes.com (2018). Retrieved 14 September 2018 from
https://www.forbes.com/sites/karenhigginbottom/2017/03/14/cultural-barriers-to-agile-
working/#1f7c51351400
Nguyen, A. M. D., Jefferies, J., & Rojas, B. (2018). Short term, big impact? Changes in self-
efficacy and cultural intelligence, and the adjustment of multicultural and monocultural
students abroad. International Journal of Intercultural Relations, 66, 119-129.
Trompenaars, F., & Greene, R. J. (2016). Reconciling Universalistic with Particularistic
Perspectives. In Rewarding Performance Globally (pp. 55-72). Routledge.

7CROSS-CULTURAL MANAGEMENT
Youtube.com. (2018). Cultural intelligence: the competitive edge for leaders | Julia Middleton |
TEDxEastEnd. Retrieved 14 September 2018 from https://www.youtube.com/watch?
v=izeiRjUMau4
Youtube.com. (2018). Dr Fons Trompenaars on Culture. Retrieved 14 September 2018 from
https://www.youtube.com/watch?v=JqNI8le1bF4