Cross Cultural Management: National Culture, Leadership, Motivation and HRM

Cross Cultural
Management

Contents
Contents...........................................................................................................................................2
INTRODUCTION...........................................................................................................................1
FIRST TOPIC..................................................................................................................................1
National Culture...........................................................................................................................1
SECOND TOPIC.............................................................................................................................4
Leadership....................................................................................................................................4
THIRD TOPIC.................................................................................................................................5
Motivation and HRM...................................................................................................................5
CONCLUSION................................................................................................................................7
REFERENCES................................................................................................................................8

INTRODUCTION
Cross cultural management can be delineated to study of influences related to societal
cultures on practices of managers and management. It is essential for dealing with individual
who comes from various cultural background (Desai and Et. Al., 2018). The concept assists in
studying ways for handling conflicts as well as disputes related to heterogeneity of culture and
actualising effective management. Project of cross cultural management is prepared to case study
of Brett Jones in Tanzania. The business is a major dam project in the city of Africa which is
names as Tanzania. In the dam project, responsible people are Graham Steinberg as well as Brett
Jones who have different views addition to ways for attaining ends of project
The report is based on topics that are national culture, leadership along with Motivation
and HRM. At same time, two issues that are selected for consideration includes tribal rituals and
nepotism.
FIRST TOPIC
National Culture
Underlying beliefs, ways of interaction and assumptions that are shared by populations of a
particular nation is termed as national culture. It is specific characteristics including language,
ethnic, cultural traditions, religion and racial identity (Hao, Farooq and Sun, 2018). It is intended
web of psychological representations which is united by national groups addition to transcends
citizens. In content to the case study, Graham Steinberg, vice president of Hydro Generation
(HG) based on US. Within it, distinct people such as Lawrence Bertelet, Brett Jones and hence
forth are employed for dam project in Tanzania. As per operations executed by Jones, Steinberg
is not satisfied and believes that it has negative effects on organisational culture and behaviour of
employees. It has been analysed that values and beliefs of professionals in the project are not
similar to that of staff employed at the nations which causes issue of tribal rituals because the
company is required to make changes in business strategy of Hydro Generation according to
religious rites and customs of the location while carrying out practices for completion of project.
Also, another issue is nepotism. It is because Jones performs staffing according to favouritism
criteria. There are huge workforce who are employed at higher position in the dam project and
Jones majorly staffed its known ones at higher management positions. However, Brett is
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comfortable to work as per African Culture which stimulates Brett for hiring same people to
complete the project in effective and prompt manner.
In accordance to case study, Steinberg believes to follow culture of US. In contrary,
Jones accommodate practices as per culture of Tanzania that is part of Africa for setting Hydro
Generation business. Herein, relevant theory which can solve identified issues is Hofstede
Cultural Dimension Theory that is as defined and applied:
Hofstede Theory is founded by Geert Hofstede to understand differences in culture
between nations as well as discern ways in which business are performed in distinct culture. The
theory is applied for distinguishing among national cultures and their dimensions to assess
impacts on business venture (Zellmer-Bruhn and Maloney, 2020). Elements of the theory in
context to US and Tanzania are as follows:
Illustration 1: Hofstede Theory. 2020
(Source: Hofstede Theory. 2020)
Power distance: It focuses in extent to tolerate inequality and power. The extent wherein
less powerful people of company accept as well as expect that powers are not distributed equally
is power distance. In relevance to culture of Tanzania, low power distance is more focused in
which culture encourages decentralised responsibility for decision making, place seeks power
distribution and participative management style. However, in culture of US, it is based on high
power distance in which culture majorly accepts power indifferences and inequality, reflects high
respect for authority and inspires bureaucracy.
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