International HRM Practice: Cultural Shock and Virtual Teams in Barclays and Cadbury

International HRM Practice
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Table of Contents
Examination Questions....................................................................................................................3
2. What do you understand by a ‘Cultural Shock’ and discuss how it might affect an expatriate
performance in international organisations. Discuss how ‘multi-cultural’ working is
encouraged in Barclays and Cadbury..........................................................................................3
3. MNC’s are relying on virtual teams to manage a geographically dispersed workforce to
succeed in global economy. Discuss how virtual teams in Barclay’s and Cadbury draw on the
benefits of international diversity to compete in the current business environment...................5
References........................................................................................................................................6
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Examination Questions
2. What do you understand by a ‘Cultural Shock’ and discuss how it might affect an
expatriate performance in international organisations. Discuss how ‘multi-cultural’
working is encouraged in Barclays and Cadbury.
Cultural shock is common phenomena which effects to those people who are living far from their
own culture for unexpected reasons (Furham, 2012). Most of the private organisation are
internationalised now due to globalisation which are effecting on their business. Each and every
organisation has its own organisational culture which highly influenced with the nation’s culture
where from it belongs. Expatriate performance is highly affected by the cultural shock which can
be analysed by the Hofstede model to analyse 6 dimension of culture. Effect of cultural shock is
given below in table of different countries for Barclays and Cadbury:
6 Dimensions UK (Barclays
and Cadbury)
Impact on expatriate performance
Power distance 35 Lower power distance rank is indicating the dominance
of inequalities in culture which negatively impact on the
performance.
Individualism 89 People want to lives individually which indicates
interdependence in the people (Hofstede Insight, 2018).
It enhances rivalry in working culture to survive which
creates a healthy rivalry in employees.
Masculinity 66 UK has high masculinity factor which indicates the
culture is fully driven with competition and success. It
motivates the expatriate to perform better.
Uncertainty
avoidance
35 It indicates that people are not aware about the
uncertainty (Hofstede Insight, 2018). It impacts
positively on the performance to live a better life in their
life.
Long-term 51 This score indicates the relevance of people with past
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