Cultural Values in Building the Channel Tunnel

Individuals in Society

Table of Contents
INTRODUCTION...........................................................................................................................1
MAIN BODY ..................................................................................................................................1
Describe the two nations involved in building the Channel ......................................................1
What were the challenges faced by the two nations and how these have been overcome..........2
What are the benefits of the Channel for international businesses.............................................2
CONCLUSION................................................................................................................................2
REFERENCES................................................................................................................................3

INTRODUCTION
Organisational culture is undertaken as the collection of significant values, practices and
expectations that tends to provide effective guidance in terms of informing the activities and
actions of team members (Barwick and Le Galès, 2020). The below report is based on the
channel tunnel which is also termed as “Euro tunnel” that is developed among the England and
France. For this, the report depicts the cultural values and prominent instrument that are taken
from the Hofstede undertaking the behavioural instrument in order to examine the personality
and working pattern of British and French managers who work towards the channel tunnel
project. The channel tunnel is the constructing idea of English channel which was revived in
1986 and the initiative took by UK and France.
MAIN BODY
Describe the two nations involved in building the Channel
This section depicts the findings of Hofstede considering the cultural values but it does
not support the effective implications for the behaviour. For t his, the British ware found more
bureaucratic and team oriented whereas the French managers are counterparts in terms of being
more competitive (Emery, 2018). It also tends to depict the effective relationship among the
behaviour and culture which is identified among the managers and employees of both the nations
with the help of Hofstede culture model in terms of identifying the behaviour of managers
considering the cultural and organisational variables. In regard of this, the cross national
comparison is done in terms of cultural values and organisations and its major contribution is
towards the effective understanding of national business culture. Hofstede model is helpful in
terms of identifying the various dimensions of culture and it is described with the help of various
factors: Power distance: This power depicts the inequality that exist among people with or
without power. For this, high power distance depicts that society need to accept the
hierarchical distribution of power and inequality which people need to understand the
proper system. Meanwhile, low power distance depicts that effective power is being
shared among the employees which widely dispersed among the members of society and
they does not tends to accept the situation (Billé, 2020). Considering the project of
channel tunnel, in this British managers plays an important role regarding the effective
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