Impact of National and Organisational Culture on Deloitte Consulting LLP in Brazil, Japan and Germany

This presentation discusses the impact of national and organisational culture on Deloitte Consulting LLP in Brazil, Japan and Germany. It covers the Hofstede culture model and its implications, including the Power Distance Index, Individualism versus Collectivism, Uncertainty Avoidance Index, and Masculinity versus Femininity. The presentation concludes that cultural diversity in the workplace is essential for gaining a competitive advantage and growth in the market.

International Management

Table of contents
 Introduction
 Culture
 Hofstede culture model
 Implication
 CONCLUSION
 References

INTRODUCTION
 Culture is described as all the beliefs, arts and values a population carries from one
generation to another of a country. Culture plays a very essential role in shaping the
working styles of companies operating business on international level. The
consulting company which has been taken in following report is Deloitte Consulting
LLP which has its headquarters in London and was founded by William Welch
Deloitte in the year 1845. The report covers how national as well as organisational
culture could impact regional culture of the company in Brazil, Japan and Germany.

Culture
 As the business operations becomes more
international, the culture has majorly influenced the
management practices and approached of company. It
has been observed that national culture and
organisational culture has greatly impacted the
corporate cultural system. For instance, national
culture influence leadership styles, human resource
management and decision-making practices.

Hofstede culture model
 Power Distance Index: This factor of the model represents to what
extent less power individuals of the society accept the unequal
distribution of power. The main problem which has been addressed by
this factor is how a society handles inequality among people.
 Individualism versus collectivism: This component of the model
defines that individualism represent those people who are accountable
for taking responsibilities of themselves as well as their family. Whereas
collectivism represents where people work collectively within a society.

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 Uncertainty Avoidance Index: This factor express at what level people
could handle uncertainties in society. In terms for selected company, the
uncertainty index is low in the UK which represents that the people
present there are comfortable with challenges, risk and unpredictability.
 Masculinity versus Femininity: The masculinity side of this factor
represent society preference for heroism, assertiveness and achievement.
On the other hand, femininity represent modesty, caring, cooperation for
quality of life.

Implication
 Implication of power index: implication of power index the which
will have very centralised and tall hierarchical organizational structure
which states that there is a clear level of managers and employees.
 Implication of individualism: Country having low individualism
index represents that employee work in interest of the company and
they remain loyal. Whereas with high individualism index employ act
according to their own interest.

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 Implication of uncertainty avoidance: It has been observed
that countries having low uncertainty avoidance indicates no
loyalty from employees towards companies.
 Implication of masculinity: It has been evaluated those
countries having high muscularity prefer for high pay among
employees and workers seek for security in their companies.

CONCLUSION
From the above presentation it is concluded that different countries have diverse
cultural environment that could impact working of companies on global level. It is
very essential for organisations to understand culture of countries it is dealing in by
appointing local people who could help. The cultural diversity in the workplace will
also assist companies in gaining competitive advantage and growth in the market. In
the end it could be said that culture plays very important role in shaping work place
environment and behaviour of employees within a company.

References
 Capehart, B.L., Kennedy, W.J. and Turner, W.C., 2020. Guide to energy management:
International Version. River Publishers.Kemptner, W., 2017. Business plan for a chocolate
factory in Latvia. GRIN Verlag.
 Gallardo-Gallardo, E., Thunnissen, M. and Scullion, H., 2020. Talent management: context
matters. The International Journal of Human Resource Management, 31(4), pp.457-473.
 Paul, J., 2018. Toward a'masstige'theory and strategy for marketing. European Journal of
International Management, 12(5-6), pp.722-745.

Thank-You