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

This report analyzes the cross cultural management operations within Hydro Generations (HG), focusing on organizational culture, leadership, and motivation and HRM. It discusses the issues faced by HG, such as biased leadership and ineffective organizational structure, and provides recommendations for improvement. The report emphasizes the importance of cross cultural management in business organizations.

Cross Cultural
Management

TABLE OF CONTENT
INTRODUCTION...........................................................................................................................3
First topic.........................................................................................................................................3
Issue.............................................................................................................................................4
Implementation of organisation culture theory............................................................................4
Recommendation.........................................................................................................................5
Second topic: Leadership.................................................................................................................5
Definition:....................................................................................................................................5
Issues identified:..........................................................................................................................6
Theories of leadership..................................................................................................................6
Recommendations:......................................................................................................................7
Motivation and HRM.......................................................................................................................7
Definition:....................................................................................................................................7
Theories of HRM:........................................................................................................................8
Issues identified:..........................................................................................................................8
Recommendations:......................................................................................................................9
CONCLUSION................................................................................................................................9
REFERENCES..............................................................................................................................11

INTRODUCTION
Cross cultural management refers to the strategic business process of administering and
managing the employees and operations of a business organisation that includes dynamic
background and alternate diverse cultures. Cross cultural management process places increased
emphasis on the crucial aspects within a business organisation such as training and development
of employees towards the most effective and efficient manner of resolving organisational clashes
and disputes that occur due to the diverse cultural backgrounds of business organisation’s
employees, so that effective and viable management of cross cultures can take place within the
business organisation (Thomas and Peterson, 2016). As business organisations now days expand
their operations to various new global markets as a direct result of globalisation, cross cultural
management within business organisations has become immensely important and essential for
their sustained successful operations within operational industries.
This report analyses the cross cultural management operations within Hydro Generations
(HG), which is a large sized business organisation that is headquartered in USA and conducts its
operations in Tanzania. HG builds dams in Tanzania, with the entire case study focusing on
whether HG should call back Mr Brett Jones, the previous project manager for HG in Tanzania.
The case study showcases why Jones has been successful at HG for their past projects and why
his future involvement at HG can cause issues and challenges for the business organisation.
The three topics that this report has chosen to place focus on from the available
categories are Organisational Culture, Leadership and Motivation and HRM. This report places
focus on two key issues within HG relating to the leadership being biased, corrupt and promoting
nepotism within HG in addition to the flat organisational structure of HG which is also quite
problematic for the business organisation.
First topic
Organisational culture can be referred as system of shared values, belief among various
individual about the way they needed to be behave in an organisation. Or in another terms it
defined as value , behaviour or ethics of various individual that are working in an organisation so
that it can gain competitive advantages.

Issue
One of the issues in HG group is that there was less diversity which means single standard
of law, procedure are followed by Jones to lead team that have created problem or dissatisfaction
among employees.
Another issue that was faced by HR is that in effective distribution of task or roles that
needed to be performed by each individual that lead to misunderstanding and conflict between
employees.
Implementation of organisation culture theory
Power: It can be stated that jones have may ineffective use of its power and position to
command employees to perform task in particular manner. Jones has promoted biases while
selecting various individual within firm that have lead to high labour turnover and dissatisfaction
of employees needs and requirements (Bücker, Furrer and Weem, 2016).It have never
encourages employees in decision making of firm which lead to poor performance or reduce
employees satisfaction level and loyalty. At the same time Steinburg CEO of HR was not
comfortable with Jones hiring practices as it hires or select various individual on unequal basis
that was against ethics and moral values of organisation. These hiring practice were ethical and
legal as per Tanzania but unethical as per US laws thus steinburg was concerned about long term
operation of business.
Roles: Ineffective organisation structure and there was no individual to guide them about roles
and responsibilities that each employees needed to be performed. It has created lot of confusion
and misunderstanding among individual regarding particular roles that they need to performed
for achievement of common objectives (Farooq, Hao and Liu, 2019). Therefore, they are not able
to coordinate with each other on common basis that resulted in ineffective coordination and
reduction in motivation level of employees to put their best for growth and success of enterprise.
Task: It can be stated that due to improper organisational structure and less availabilities of
technology team member are unable to coordinate with each other. It has resulted in
miscommunication or conflict between individual thus impacted overall outcome of firm. High
level of autonomy have created problem for employees to take decision for firm independently.
Person: There are certain people in organisation that feel superior to others which created
problem in development of strong interrelationship among employees. Such types of culture is
not presented in HG as no employees feel valuable, respected or superior than firm as no

initiative has been taken by Jones to encouraged their view and ideas for growth and expansion
of enterprise (Jukka and et.al., 2017).
Therefore it have been founded that unethical, immoral practices of Jones have contributed
towards increasing employment turnover and decrease in brand image of enterprise.
Recommendation
So, various suggested that can be helpful in improving organisation culture of HG and
reducing employment turnover rates can be illustrated as follows:
Encouragement of employees: Manager of HG needs to encourages view, idea and opinion of
employees in order to bring innovation and creativity within enterprise. It needs to encourage or
motivates employees to take active part in decision making so that services can be delivered in
limited time frame and cost (Vasile, 2016). It should hires employees on equal basis and use
ethical practices while performing its task for growth and sustainability of firm.
Clear stating roles and task: Another suggestion for HG firm is that manager needs to clearly
define roles and task that needs to be accomplished by particular individual so that chance of
conflict and confusion is minimum and they can complete task in limited time frame. Clearly
stating roles reduce amount of error and mistake thus contributed in effective achievement of
goals.
Transparency and reward: Manager of HR by rewarding, recognising employees that have put
their best efforts for growth and success of enterprise in able to retained their loyalty and
satisfaction level (Cameron, 2017). It should also promoted transparency within firm so that no
confusion can be exist and individual are motivated to work as a team for completion of task and
effective attainments of objectives.
Second topic: Leadership
Definition: The leadership can be understood as art of motivating group of people , employees
working in company for bringing forward new determinants and functional ethics
through which common company goal can be achieved with higher supervision and
developed efficiency levels. The business settings within company are meant to direct
workers and colleagues for developing innovative strategy to meet company set needs

functionally for developing strong business ethics for longer working levels and time
management (Sayyadi Ghasabeh, 2020).
Issues identified: In this report it is recognised that Jones working as leader was not able to inculcate
strong business ethics and advancement of innovation among employees innovation ideas
which also increases efficiency levels and diversity factors are also less. This can also be
understood from the fact that turnover rates of employees within company is high where
leader is widely ineffective to bring on diversity among workforce, keen synergy of
innovation and wider ideas where skill development is also less.
 It can be understood that leader is not able to provide consistent motivation and business
ethics within company business culture where employees are feeling less energised, low
synergy and factors of work efficiency is there which also decreases potential
development. The leader is integral part of decision making within company where it is
sole responsibility to keep wider business framework available within various skills for
attaining strong commitment from employees for wider results parameters (Kim, 2020).
Theories of leadership
 Contingency approach: This approach focuses onto how various new decisions are taken
in company for building effective decisions as demanded within various situations and
also motivate new actions within employees as determined and worked onto new
paradigms. This is effective for bringing on fast advanced decisions and actions through
which supervision is strongly built on among various levels, which also enhances
commitments and knowledge from employees working standards. The contingency
approach also manifests the fact where every skill is potentially trained properly for new
work ethics and advancement among various operations through which best yield of
stronger creativity, productivity is focused for more higher quality outputs. Behavioural approach: The behavioural approach is focused to bring on best services
among workforce where leader shall develop various services and goals within
employees strength as per their capabilities and talents through which wider
development can be brought on. This is also one of the best leadership approach through
which diverse innovation metrics are undertaken onto wider scope segments for

bringing on rational new efficiency levels and strong productive enrichment. The
behavioural approach is also widely active to bring on new actions of stronger synergy
which motivates employees actions and workforce commitment which relatively
develops new segments of creativity through which company is able to potentially keep
new management horizons developed.
Recommendations:
It can be understood that there is wide level of inefficiency among operations within
cases study where it is analyzed that employees strengths are not able to explore fundamentally
due to wide lack of coordination and technical advancement, unethical business and leadership
practices by John (Bratton, 2020). The leader in company shall work with unbias business
ethics, provide equal work opportunity to all employees and rationally provide strong platforms
for showing diverse skills and enrichment of various productive goals through which new
productivity is developed. The company culture shall be focusing onto wider platforms of
innovation , yield onto rational work ethics and also develop strong HR practices where all
employees are given motivation levels for profound enrichment of various work ethics which
gives on various new platforms to them. There is a also lack of training among employees where
efficiency levels shall be raised by conducting seminars and developing wider work parameters
for work leverage through which turnover shall be increased to higher synergy of operations.
Motivation and HRM
Definition: The motivation is considered to be most important parameter within HR practices in
company where all employees contribute strongly to company goals with focus towards
various parameters of technical advancement among operations through which new utils
can be framed for bringing on more commitment from them. HRM within company has
role to bring on wider levels of motivation among employees by providing them various
paradigms of services, quality work infrastructure and strong monetary benefits also
which keeps on building diverse functional advancement (Penttinen, Raitala and
Kantola, 2020).

Theories of HRM:
There are various theories of HRM where significance is stressed onto how to improve
various levels of management for improving various goals and parameters within their
performance levels through which enriched work skills. There are various theories of HRM,
implementation of which will enable strong developed force of innovation and enrichment of
goals for more rational synergy of operations:
 Maslow Hierarchy need: This theory of Maslow Hierarchy need emphasises various
parameters of development and motivation among employees working parameters where
various goals are divided into structures, for more ethical advancement. There are 5
categories of human needs within an individual behaviour where various needs are
psychological needs, safety needs, love and esteem needs and actualization needs which
further builds on various paradigms for learning hemispheres. It is considered to be one
of the best motivational theory of motivation which enhances and builds stronger
synergy of operations for keen leverage of goals and stronger commitment among gaols
enrichment.
 Herzberg theory of motivation: The Herzberg theory focuses on two factors of
motivation which further enhances various paradigms and goals, work ethics among
management through which commitment is enhanced along with cooperative work
structure (Hartinah,Suharso and Jermsittiparsert, 2020). The motivators such as
achievement, recognition, work itself, responsibility and advancement along with growth
factors enriches operations onto which new development goals can be worked on. The
hygiene factors such as work conditions remuneration ,salary factors and remuneration
management which further develops new goals for enriching new goals and stronger
synergy of operations within employees through which advancement is built on.
Issues identified:
 It can be understood that there is wide discomfort, chaos and less rational focus on
building new functional paradigms of motivation among employees within leaders and
patterns of work culture through which developed synergy of operational efficiency is
not built. There is also less efficiency within HR policies, less motivational levels which
has lowered the various turnover rates within company and Jones is also less rational
onto various HR policies where it is analyzed that there are wide discrimination, biases

recognised among employees selection parameters where they are less driven based on
their competencies levels
 There is higher turnover rate and various employees are also not skilled with new
synergy of innovation, enrichment of goals and motivation factors are very less where
the functional standards are less enforced among all employees workforce parameters.
Recommendations:
 The company shall focus on building various new HRM policies and frameworks of
factors where competency shall be enhanced onto various metric by Jones to include
higher level of advancement and innovative diversity among operations (Dawson.,
Hepworth and Williams, 2020). Jones HR policies and leadership should focus onto how
new working parameters are formed with various regulations, keen synergy of
innovation and potential enrichment where it can be understood that company
organisation culture should progressively build on diversity platforms. There is wider demand for various innovation metrics which will leverage new services
among employees workforce services and goals development among company services
which will also develop new parameters of motivation with new vision, leveraging
targets and work force abilities. The leader shall be working on various new goals
development, creativity enrichment and formulation of vision for keeping strong
commitment among employees retaining percentage through which new goals are also
developed further.
CONCLUSION
Through this report’s findings, it is effectively concluded that Cross Cultural
Management operations are immensely important and essential for a business organisation that
possesses employees who come from various and diverse cultural backgrounds. This report
places focus on the topics of organisational culture, leadership and motivation and HRM from
the available categories in order to solve the two major issues that are currently faced by HG
relating to corrupt and biased leadership within the organisation and its flat hierarchical structure.
Placing focus on the first topic, the report makes use of the Handy’s model of organisational
culture to effectively showcase the various types of organisational cultures that a business

organisation can possess and recommends on which type of organisational culture is most
appropriate and productive for the successful operations of HG.
For the second topic of leadership, the report makes use of two main leadership theories
relating to the contingency and behavioural theories of leadership in order to showcase how the
leadership of HG can be improved towards making the operations of the business increasingly
successful. Finally, for the third topic, the report makes use of strategic models of Herzberg and
Maslow’s theories of motivation in order to showcase how HG can effectively increase the
motivation and job satisfaction levels of its organisational employees.

REFERENCES
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