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

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