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International Management and Ethics 1
Contents
Introduction......................................................................................................................................1
Analysis of Nissan and Renault merger...........................................................................................1
Analysis of National culture of Renault and Nissan........................................................................2
How national cultures affect management practices.......................................................................3
Decision making process.............................................................................................................3
General Management Style..........................................................................................................4
Staffing........................................................................................................................................4
Time Management.......................................................................................................................4
Employee Motivation..................................................................................................................4
Leadership Style..........................................................................................................................5
Negotiation strategies..................................................................................................................5
Communication styles across cultures.........................................................................................5
Ways to manage international work teams and projects.................................................................6
Conclusion.......................................................................................................................................6
References........................................................................................................................................8

International Management and Ethics 2
Introduction
The purpose of this paper is to enlighten the reader with the information about the cross cultural
management. The paper will highlight the details about the impact of cross cultural factors on the
management of an organization. In the given paper, the case of merger of Nissan and Renault
organization is analyse so as to evaluate the decision making process, leadership and negotiating
strategies implemented across different cultures. It should be noted that different cultures raise
up people differently due to which sometimes issues arise in the external environment while
implementation of strategies. The paper evaluate that how the culture affect the managerial
practices of different organizations in the external environment. Culture of the organization or
the background of the people can change several business practices and can increase or decrease
the effectiveness of the business as well. More explanation of the case issue and the impact of
culture are discussed below:
Analysis of Nissan and Renault merger
With an aim to strengthen the alliance, the automakers aimed to join hands together so as to
increase their effectiveness and productivity in the worldwide environment. Both the
organizations present in the alliance form a part of the automotive industry. Therefore, the
alliance would act profitable for them as they would get to use each other’s resources and
produce better cars in the worldwide environment. It was believed that this merger would help
both the organizations to achieve potential progress in the international environment. The
companies Renault and Nissan along with Mitsubishi together sold more cars than any other
organization present in the world in the year 2018. Thus, it is believed that this alliance would
sweep off the competition from the automotive industry by declining sales of all the other
competitors (Lamarsaude n. d).

International Management and Ethics 3
Analysis of National culture of Renault and Nissan
Power Distance: Japan has an immediate score of 54 while France is on 68 which means that
there is high degree of power differentiation in France as compared to Japan. There is inequality
of power in the France environment which means that people of France are normal in accepting
inequality in the society. While in Japan, children are raised to be emotionally independent and
do not depend on any person to give them authority (Hofstede Insights 2020).
Individualism: It refers to the degree of interdependence in a society that is maintained by the
people living in that culture. France has high score in this case of 71 which means that people are
highly dependent on each other for living. They consider We instead of I in the environment and
live with extended family as well. Whereas, in Japan, the score is 48 which means that people
prefer living with and taking care of only immediate family members. These people look for
individual success rather than family growth (Ang, and Van Dyne 2015).
Uncertainty Avoidance: France holds the score of 86 in case of uncertainty avoidance which
means that they do not like surprises ad prefer planning their future in a systematic way. These
people do not entertain contingent situations well due to which they form a strict conduct so as to
save themselves from such problems. Japan, on the other hand, also has very high score in the