Cross-Culture Management: From Regional Star to Global Leader

This report highlights the evidence about the culture of two different countries one is China and another is France. It emphasizes on how an organization improvises by using different methods in the presentations of the workforce. Furthermore, certain aspects like trust, handling working with authenticity and tractable are the numerous initiatives made to improve the workings within the organization.

Contemporary Management
Case study- From Regional Star to
Global Leader
Student Name

Contemporary Management 1
Executive summary
This report highlights the evidence about the culture of two different countries one is China
and another is France. This report majorly emphasis on, how an organisation improvises by
using different methods in the presentations of the workforce. Furthermore, certain aspect
like trust, handling working with authenticity and tractable are the numerous initiatives made
to improve the workings within the organisation. Additionally, what all techniques used by
Jianguo a manager of Deronde International, what he does for improving France culture .
Likewise, they emphasis on changing an inside culture like by maintaining an effective
communication, more rewards and much more efforts are made towards work so it resultant
effectively and efficiently for organisation. Lastly, certain philosophies and investigation are
taken into consideration in order to boost the overall presentation of company as well as their
personnel’s.

Contemporary Management 2
Contents
About the case............................................................................................................................2
Elements and reasons of conflicts in this case...........................................................................2
Cultural differences....................................................................................................................2
Hofstede cultural theory.............................................................................................................3
Organizational Structure............................................................................................................3
Bureaucratic organisational structure theory.............................................................................4
Leadership style.........................................................................................................................4
Leadership Theory.....................................................................................................................4
Communication Issues...............................................................................................................5
Critical Analysis.........................................................................................................................5
Management competencies for Volatile, Uncertain, Complex and Ambiguous world.............6
VUCA Diagram.........................................................................................................................7
Lessons out of this case..............................................................................................................8

Contemporary Management 3
Introduction
Culture is nothing but the values and beliefs. Getting different cultures in one-place
exchanges more of views and ideas. Therefore, there are numerous pitfalls related to it like, if
a company enters into a new market, managing team from the different culture is bit
challenging. The communication is the major hindrances, which a company faces while
managing cross culture management. Hence, in order to be successful one must have to adopt
a new set of skills, education plus time and experience can generate great results in cross-
culture aspect. Certain hindrance in form of planning, managing, culture and people are also
need to be look over for proper formulation of cross culture aspects (Lok, & Crawford, 2008).
About the case
Yang Jianguo was one the senior vice president of worldwide product development of
china. Deronde International was the brand for which he made perfumes. Alain Deronde,
CEO of Deronde international who appointed Jianguo. As, being a vice president of product
development he uses autocratic style of leadership in which he himself design decisions for
the organisation. This clarifies that he is highly concern for production rather than, people
working over there. The qualities, which he displays in his work, were resulting driven, self-
disciplined, committed and quality focused (Business Management, 2013).
This entire case is based on the cross-culture management in which, Jianguo was
promoted for the global role and was moved to France. There he experienced the cross-
culture differences with the working system and with his colleagues. Due to this, resentment
arises with his competitors and the major issue related to case was that he does not know
more about western countries. Due to all this, confusion and frustration with the mixed
signals made the condition even more worst for him (Bisk, 2018).
Elements and reasons of conflicts in this case
Cultural differences
As, world accepts willingly and enthusiastically the global economy with its expanded
management staffs in order to keep step in the emerging market economy. Similarly, Deronde
international organisation appointed Jianguo of Chinese management to France, all the way

Contemporary Management 4
to the new western country. Certainly, this created differences in national and corporate
culture within the same organisation. Therefore, such situation creates hindrances in working
system of a new environment. This also highlights different attitude and behaviour of the new
colleagues, which makes a hard time for Jianguo to work (Keep, 2018).
Hofstede cultural theory
In this theory, the differences are based on six dimensions but according to this case,
we will focus on Individualism v/s collectivism. In this, Jianguo, when he was in china, he as
a local manager individually manages the entire organisations working because in eastern
culture, they individually manage decision-making and it has to be followed by his
subordinates. In contrast to France culture, they apply collectivism approach in which they
follow bottom up approach and allow everyone for giving suggestion for decision-making.
Other difference is created, which is based on power distance in which it is
differentiated because of low and high power distance. If we talk about two of these
countries, china has more of power distance in comparative to France in which it highlights;
china has unequal distribution of power. In addition, France has less unequally distributed of
power. In this case, no equality in china was found as Jianguo self manages the entire
decision making process whereas in France some of the authority to work with top
management was given to employees was found. Moreover, seeing all this, Jianguo got
annoyed and frustrated (Hofstede insights, 2018).
Organizational Structure
Jianguo was facing a turning point. In china, he was a local manager, as he got
succeed in one of the competition for that he was elected as multi- national executive in
Spain. However, Jianguo noticed that French companies were following flat organisation
structure (Qiu, Lin, Tang, & Qiao, 2009). In this, employees were directly reporting to the top
management. Employees also suggest decisions to them. Whereas in china, the company
follows hierarchical organisation style, in which every employee has to report to his direct
head and then direct head will make contact to the particular department manager. Hence, this
Jianguo noticed that French employees directly reported to their head instead of him. This
generated biasness and misunderstanding in the mind against the employees of the French
organisation (Zheng, Yang, & McLean, 2010).

Contemporary Management 5
Bureaucratic organisational structure theory
In this theory, organization establishes a pyramid to define the partition of labour in a
corporation and recognize the status of specialization. Similarly, in this case, in china Jianguo
was working in bureaucratic environment where there is top to bottom approach. This means
subordinates have to perform that what top management decides to be performed. In contract
there is a shift to France culture, Jianguo should adopts neo classical theory in which he work
as an bottom up approach where assistants are accepted of managerial ability. Therefore, key
to this theory was to maintain symmetry (Johnson, 2015).
Leadership style
In this the conflict arises due to the leadership style which the Jianguo followed was
the autocratic style of leadership in which he made decisions which were mainly based on
intuition, experience and anecdotes. He was more concern about the production rather than
employees’ needs and wants. This showed that he was a task driven manager who only thinks
of the appointed duty that has to be performed by every employees of an organisation (Nohria
,2009).
Leadership Theory
Transformational leadership theory is based on an original method to leadership that
emphasis on how leaders can create valued and optimistic changes in their groups. In general
terms, leaders who are based on transformational style, concentrates more on transforming
other, provide support each other inside an organisations as a whole. Groups, which are based
on such kind of leadership are more admiration that is trustworthy, work with loyalty and are
more willing to work harder than formerly expected. Transformational leadership exhibits
certain factors like encouraging and motivating employees and having an idealized impact
over the workforces in order to generate victory within a company and works over employees
for their personal development (Zellman, 2018).
This kind of leadership is associate itself with the optimistic results. Because if an
organisation relates itself with transformational leadership, through this, leaders can feel
motivated, inspired and have a major impact of them over employees, which leads to an
accomplishment in dual aspect, one the overall victory of the organisation and another is the
subjective expansion. Hence, transformational leadership theory is appreciated and widely
used method for learning and education leadership (Erkutlu, 2008).

Contemporary Management 6
Communication Issues
An ineffective communication generates major conflict and misunderstandings within
the working employees of the organisation. Similarly, Jianguo came from such an
environment where everyone has to follow those directions, which he has provided. There
employees have to listen them and his orders because organisation follows top to bottom
approach. Whereas In French culture, due to bottom up approach every subordinate was also
engaged in this decision making process. Hence, Jianguo never listen to them patiently and
due to this, entire communication gap widened. This generated a huge conflict in between
them (Bull, & Brown, 2012).
The above problems highlights that, Jianguo was not a dynamic person who can
adopts new working role and multicultural environment fast. As the cultural difference
displays that working culture and the environment in French would be definitely different and
would be beyond the capacity at initials for Jianguo. Not only was this, the communication
barrier and the entire working system was different from the eastern culture, for which he was
working for so many years. It would be naturally hard for every new person to be adjusted in
the new culture and working environment. Similarly, Due to such barriers from both the
sides created a sense of conflicts and misunderstandings (Cicchetti, Di Ruscio, & Pierantonio,
2008).
Critical Analysis
There are two aspects, which are to be concerned, one is the Jianguo nature and
another one is in organisation concern. Jianguo should make some changes to get fit into an
organisation. Meanwhile, organisation should also focus on making certain changes for
further development. Moreover, Jianguo should also focus on his qualities, as he should
demonstrate open communication and collaboration of his thoughts because in French culture
open communication and sharing of thoughts is very common. Similarly, to avoid conflicts
and misunderstanding in between superiors and subordinates he has to be open while
communicating to everyone. As if now, he was appointed as executive manager, he has to
have the entire knowledge about the entire western culture. He should know about the
organization flow of structure and working accordingly. He should accept the French
corporate culture and working without resentment with his competitors (Johnson, 2015).

Contemporary Management 7
To move on the forward track, Jianguo should use transformational style of leadership
instead of autocratic style of leadership because in autocratic, he was more into his skills, his
own decisions and his power. Low concern about the employees also degrades the value. But
in French culture, he should use transformational leadership because her employees and
subordinates also participates in the decisions making aspect, through motivation, inspiration,
trust and support, he can lead a better working team and also leads to the better productivity
(Müller, & Turner, 2010).
If every individual as an employee is participating in the decision-making, the ideas of
other, skills and knowledge will help Jianguo to listen them, respecting each other ideas, team
building will generate more opportunities, more creativity, and innovation leads to the overall
improvement and the success of the organisation. Lastly, If the new ideas and experiences are
accepted for a new product launch, then through effective communication, brainstorming and
effective selection will helps Jianguo and for entire firm to step forward, working as team
leads great productivity and creativity (Alexander, 2013).
Management competencies for Volatile, Uncertain, Complex and
Ambiguous world
In the rapidly changing world, being volatile, uncertain, complex and ambiguous is
most common in the business environment. In order to handle it leaders should adopt for
basic attributes like managing and reacting to the nature and speed of change. Other than this,
acting decisively, make clear direction, always organisation should navigate the complexity,
chaos and confusions. Lastly, they should focus on maintaining effectiveness (Boyatzis,
2008).
According to the case, the major management competencies are:
 Managing and introducing change states that environment is never static
in nature, with the dynamic changes one has to be changed accordingly.
Similarly in this case, managers in this VUCA world has to make changes to
its strategies and the style of working which not only benefits on personal
grounds but as the entire organisation as a whole.
 Building commitments states that, the working within the organisation by
the employee should be committal. Tis major affects the within working of

Contemporary Management 8
the organisation. As more, seriously and dedicatedly the employees will work
towards their goals.
 Inspiring other towards a challenging future vision states that, as a
manager of the organisation has a responsibility to inspire other though
motivation and work over then so that they can face a challenging future
vision. If currently they will be future goal oriented, they will work more
dedicatedly and enthusiastically.
 Communication in this case is very important part to play as,
communication is that skill which every leader and manager possess for
maintaining effective and efficient working environment within an
organisation.
 Leadership is also one of the skill which every manager or leader should
possess. In this case, Jianguo should adopt transformational style of
leadership in which main working of leader is to inspire, motivate, build trust
and with the honesty made their employees to work in an organisation (Lok,
& Crawford, 2008).
 Critical thinking and problem- solving should also be adopted by every
leader and manger of the organisation because, leaders has to make logical
connection between the ideas, detect inconsistences, solving problems and
make proper decisions according to the alteration made (Kerzner, & Kerzner,
2017).
VUCA Diagram
Below diagram showing how through the use of management competencies leader-
manager changes the entire scenario of the organisation.

Contemporary Management 9
It majorly highlights the ability of the leadership effort along with handling
organisational strategic work through talents and skills. Talent is inbuilt in humans whereas
skills improve through different training programmes (Shea, 2017). Developing leadership
elements are a lifelong process, as certain fundamental qualities are required from time to
time for growing and improving, and likewise, clarity of purpose is necessary for leader
because leaders have to lead all the decisions, which can be closely associated to an
organisations goal, vision, mission, targets and ethics (Hood, 2015).
Lessons out of this case
In this entire case, organizational behaviour, which exists in an organisation, was very
complicated and very sensitive. In order to avoid the problems arising in the organisation
superior has to take more of accountabilities. The whole organization should nurture more of
flexible mechanism, so that the decision-making under the different condition becomes easy
and works effectively and efficiently. First in the above case, they should have to pay
attention more on cultural difference, Likewise, Jianguo was earlier working only in the china
culture.
Volatility
Uncertainity
Complexity
Ambiguity
Vision
Under-
standing
clarity
Agility

Contemporary Management 10
Therefore, in order to gain experience organisation should make an effort to make him
work in other overseas branch with the other different cultural atmosphere. Secondly,
cultivating a teamwork spirit is very much important to become a good leader. Right from
knowing the problem, evaluate them, review them, and take corrective action against the
deviations all are the responsibility of the leader in order to gain success for the organisation.
This all was in concern of organisation. If we talk about Jianguo, he should also change
himself according to the new environment and make achievements, which help him to get
higher trusted by his opposite is culture people. He must learn more about the different
culture, more about the market, get known about the more accurate figures, which can
improves his ideas and can make his arguments supportive and persuasive.
Lastly, the entire issue can be move into better direction, if three of the major issues
can be handled properly, likewise cultural difference, role difference and ineffective
communication. All this can be solved if their less of less difference, less of role differences
and more of communication effectiveness. All this is in the hands of Jianguo, who can make
adjustments by learning of different culture. And yes! Jianguo will get success because he has
that potential to adapt himself in the new environment. He has that capability to understand
intercultural values, system and most importantly the workings in the new environment
(Yukl, 2008).
Conclusion
Even the chairperson declared that in order to be successful Jianguo has to make
certain changes in his principles and behaviour. In his old job, he played well, but in French
culture with more of patience and hard work, he has to work. Hence, Jianguo needs to
develop a new set of abilities to adapt. He should leave the organized china subsidiary
behind, now he should focus on Deronde as a family business. Now, he must inspect the
dynamics of his new environment to learn that how to play the game according to the French
rules.
In addition to organisation concern, the world encircles the global
economy; modern corporations necessity is to create an atmosphere that
fosters a multicultural work atmosphere. It is not enough to simply put a
group of managers from diverse countries into a room together and
expect them to attain outcomes. Organizations must give their global

Contemporary Management 11
executives the tools to recognizing one another and work together
effectively. Hence, through this living and working together, the organisation teams’
breaks down the barricades and find the common ground on which they can construct a
strong foundation for success.
References
Alexander, K. (2013). Facilities management: theory and practice. Routledge.
Bisk. (2018). The challenges of cross-cultural management. Retrieved from:
https://www.michiganstateuniversityonline.com/resources/leadership/the-challenges-
of-cross-cultural-management/#.XBCV2WgzbIU
Boyatzis, R. E. (2008). Competencies in the 21st century. Journal of management
development, 27(1), 5-12.
Bull, M., & Brown, T. (2012). Change communication: the impact on satisfaction with
alternative workplace strategies. Facilities, 30(3/4), 135-151.
Business Management.(2013). Business leadership study: can yang Jianguo make the
transition from a regional star to the global leader? Retrieved from:
http://jottedlines.com/business/business-leadership-study-can-yang-jianguo-make-the-
transition-from-a-regional-star-to-a-global-leader/
Cicchetti, A., Di Ruscio, D., & Pierantonio, A. (2008). Managing model conflicts in
distributed development. In International Conference on Model Driven Engineering
Languages and Systems (pp. 311-325).
Erkutlu, H. (2008). The impact of transformational leadership on organizational and
leadership effectiveness: The Turkish case. Journal of management
development, 27(7), 708-726.
Hofstede insights,(2018). Country comparisons. Retrieved from: https://www.hofstede-
insights.com/country-comparison/china,france/

Contemporary Management 12
Hood, T.(2015). The top six skills you need to thrive in the VUCA world. Retrieved from:
https://blionline.org/2015/08/the-top-six-skills-you-need-to-thrive-in-a-vuca-world/
Johnson, T. (2015). The professions in the class structure. In Industrial Society (Routledge
Revivals) (pp. 93-110).
Keep, K. (2018). Theories about the organizational culture. Retrieved from:
https://smallbusiness.chron.com/theories-organizational-structure-2777.html
Kerzner, H., & Kerzner, H. R. (2017). Project management: a systems approach to planning,
scheduling, and controlling. John Wiley & Sons.
Lok, P., & Crawford, J. (2008). The effect of organisational culture and leadership style on
job satisfaction and organisational commitment: A cross-national
comparison. Journal of management development, 23(4), 321-338.
Müller, R., & Turner, R. (2010). Leadership competency profiles of successful project
managers. International Journal of Project Management, 28(5), 437-448.
Nohria ,N. (2009). From regional star to global leader. Retrieved from:
https://hbr.org/2009/01/from-regional-star-to-global-leader
Qiu, J., Lin, Z., Tang, C., & Qiao, S. (2009). Discovering organizational structure in dynamic
social network. In Data Mining, 2009. ICDM'09. Ninth IEEE International
Conference on (pp. 932-937).
Shea, T. (2017). Ready to shift your VUCA to VUCA Prime. Retrieved from:
http://agilityconsulting.com/your-agility-advantage/ready-to-shift-your-vuca-to-vuca-
prime/
Yukl, G. (2008). How leaders influence organizational effectiveness. The leadership
quarterly, 19(6), 708-722.
Zellman, M. (2018) the advantages of transformational leadership style. Retrieved from:
https://smallbusiness.chron.com/advantages-transformational-leadership-style-
18809.html

Contemporary Management 13
Zheng, W., Yang, B., & McLean, G. N. (2010). Linking organizational culture, structure,
strategy, and organizational effectiveness: Mediating role of knowledge
management. Journal of Business research, 63(7), 763-771.