Business Management in Australia Report 2022

Running head: BUSINESS MANAGEMENT
Management
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2MANAGEMENT
Intercultural commutation and effective business practices are some of the most essential
aspects of international business. To make sure that one can survive this tough competitive
market, establishing business relations across the geographical borders have become of utmost
importance. There are several differences in business manners, thinking style and the socio-
cultural beliefs of the people coming from different parts of the world (Newman et al., 2018).
Therefore the managers must make sure that they are providing proper training to all their
employees so that they are able to understand the cultural differences and then carry on with the
business operations in a proper and organized manner.
An Australian agricultural supplier firm is trying to establish business relations with other
parts of the world in order to strengthen their business (Ai & Wang, 2017). They have decided to
hire employees from India and are about to welcome them to the Australians firm very soon.
Thus the country manager has to make sure that the employees are getting all the essential
training sessions' so that they can understand and embrace the cultural differences. Hofstede's
cultural analysis model can be undertaken so that the employees coming from India can be given
a clear overview of the do's and the don'ts that they must be following while they are working in
Australia.
This must be ensured that the Indian employees are able to make their own decisions and
are self-dependent. The power index varies largely between Australia and India. India with a
score of about 77 is evident of the fact that they follow a top down structure and believe that
hierarchy is always essential and that theme of important business decisions will be taken by the
managers and the employees or the subordinates will have to follow them. However, it is not so
in the Australian business context. This is because the power distance score in Australia is 36
which means that the seniors and the managers are always approachable and they appreciate their

3MANAGEMENT
employees to be self-dependent and also take the necessary decisions and the hierarchy is
developed only for the sake of convenience. Therefore it is expected that the Indian employees
are not staying hesitant or dependent on their bosses. They have to develop a free-flowing and
horizontal communication system so that information sharing and the business decision-making
process is being carried on properly and there are no issues in getting the opinions from all the
employees.
Acculturation must be used in this case because the Indian employees will have to
slowly adjust and also adapt to the cultures of the Australian employees while they are working
in this place. In the same context, it must be noted that there are two different types of
communication systems that are usually followed in the cultural context of different countries.
Australia is a low context communication system and is thus comprising of some very particular
characteristic features. They are as follows-
Australians focus on task-based communication and do not really support other small
talks or relational communication. They will always want their employees to be vocal and voice
their opinions and their business ideas rather than depending upon the decisions being taken by
their bosses or by their superiors. At the same time, the country manager of the business firm
will have to train the Indian employees that they must also be vocal and must not be afraid to
voice their opinions or their problems. They are always free to reach out to their bosses or their
superiors and voice out all their issues and all their problems so that there can be a free flowing
and proper smooth communicational system.