Managing Across Culture Report

This report analyzes the challenges of managing across cultures using the case study of AmKor Technologies, a joint venture between ABI and Hangul Business Group. It examines the cultural, organizational, and situational environment at AmKor, highlighting the conflicts arising from cultural differences. The report also provides recommendations for resolving the dilemma of transferring an American employee to the US.

Managing Across
Culture

Table of Contents
INTRODUCTION...........................................................................................................................1
TASK 1............................................................................................................................................1
Culture Interview and Personal Profile.......................................................................................1
TASK 2............................................................................................................................................2
Reflection on Cross-cultural Competencies................................................................................2
TASK 3............................................................................................................................................4
Case Analysis..............................................................................................................................4
CONCLUSION................................................................................................................................8
REFERENCES..............................................................................................................................10

INTRODUCTION
There is difference in culture, religion, social values of individual according to difference
in difference in geographical region of individual. Due to difference in culture, there is difference
in demand of product and services. As there is difference in cultural values, so it is important to
make changes which are relevant top provide satisfaction. Cultural values has to be considered
so difference can be known and which are significant for managing changes. In this report, there
is discussion about different cultural values of Japanese as interviewee, while interviewer
belongs to UK (Deresky, 2017). In this report, there is discussion about interview of individual
who have different values. There is discussion about reflection on cross culture competencies
and last case study analysis is done.
TASK 1
Culture Interview and Personal Profile
There is an interview which is conducted of individual to belongs to Japan. Name of
Japanese boy is Ayame. Ayame met at metro station waiting for the Metro train. He belongs to
Nagoya city. His age was around 21 years. He just completed this graduation in mass and
communication. He belongs to well settled business class family. He had father, mother, 1
younger sister.
Personal Profile
Ayame
Ayame belongs to Nagoya City situated in Japan. This is the city which is situated in Northern
region of Japan. This is the city which has approximately population of 23 Lakhs. This is the ity
which is famous for different museums, natural resources, etc. In this city, there are many
consumers of different geographical region, so there is use of different in cultural values, social
values, ethics, etc.
Ayame has good knowledge about ethical, social values of difference religion. He is the
person who respects people of different religion. He was very polite in case of tempered
situation. This makes it different from others. He has good knowledge about making national
and intentional politics because this is the are of his interest.
He likes to make new friends to maintain and enhance business in field of technical aspects. He
was passionate about launching software which helps elder people in assistance while they are
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travelling on road. It also helps their relatives to keep them under surveillance.
Ayame does not like to make relations with people who are double standards and make other
inferior, so he has numerous friends but he have good relations with some individuals. This
makes him different and unique as compared to others.
He is the person who was very active in social activities. He greets and respects family
members which assist in maintaining proper relationships. He favours new and innovative
approaches which are relevant for making changes according to external market.
He was aware about different communication techniques which are relevant for maintaining
relations with social person. He has difference social application, so he has knowledge about
changes which are taking place in environment.
He does not like to believe in rituals and fake back magic, superstitions, etc. Hence he perform
actions which are true and relevant according to circumstances. He prefers to belief in god but
up to limited extent which provides thinking capability about right and wrong. This is important
characteristic which has to be present in current generation to balance between right and wrong.
TASK 2
Reflection on Cross-cultural Competencies
There is difference in cultural values of individuals according to difference in
geographical background. There are some changes which has to be managed to create
coordination among people. It is important to make changes which are relevant and crucial to
deal with changes according to cultural differences. Reflection on the basis of cultural
differences can be understood with different models such as Kolb's experimental learning cycle,
Gibbs' reflective cycle, etc. These are the ways through which knowledge about different cultural
can be learned and used to make changes in relevant manner (Shao and et. al., 2013).
Due to difference in culture, there is difference in cross culture techniques. Gibbs' model
of reflection is discussed as under to understand changes and mange them. There are some
competencies which has to be considered to deal with them. This model is discussed as under-
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(Source: Gibbs' Reflective Cycle, 2018)
Description- This is the first step in reflective cycle. This is the step in which questions
are asked with individual. While conducting this research, there is use of different aspects which
are relevant and crucial for managing changes which occur due to difference in culture. In this
stage, difference in cultural values are discussed which are important to be considered. As there
is difference in Japanese culture, so it is relevant to analyse proper knowledge about it.
Feeling- After description, there is discussion about perception of individual. There are
difference in perception of individual, so it is important to conduct analyse it. In this stage, idea
about Japanese culture before and after understanding about it. Change in perception about
gaining knowledge about it, how individual feel about Japanese culture, etc. are considered in it
stage (Ng, 2013).
Evaluation- After understanding it, evaluation s done about other cultural values. In case
of Japanese culture, with above interview, some positive as well as negative aspects are
analysed. While collecting data from individual, there are some activities which are very well,
while some are not.
Conclusion- After evaluation, conclusion is the important aspect which has to be
considered. From understanding Japanese cultural, it is different from European cultural. So it is
relevant for understanding it and understanding different techniques which has to be considered
under Japanese techniques.
Action- At last, action stage arrives. This is the execution stage. After understanding
Japanese culture, it is easy for individual to react accordingly. After understanding it properly,
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Illustration 1: Gibbs' Reflective Cycle

there is use of different culture which is important and relevant for making plan to deal with it. In
last stage, there is use of different prospects which are crucial and significant for maintaining
proper knowledge about it.
With this model and above discussed personal profile, knowledge about different culture
gets enhanced. This helps to make positive changes in my personality and making changes which
are important. From this it is clear that Japanese culture makes individual humble, polite and
provide courtesy to deal with other people (Chua, Morris and Mor, 2012).
TASK 3
Case Analysis
There is discussion about case study based on AmKor Technologies which is formed
with joint venture of ABI and Hangul Business Group. In this case, there is discussion about
different issues which are discussed as under-
How would you describe the cultural, organizational, and situational environment that exist at
AmKor?
There is discussion about aspects which are relevant and significant for maintaining
proper working in environment. There are different people which differs from culture. It is clear
that there is difference in working style of different cultured people.
Culture analysis
Lee is the person who was appointed as President at Amkor technologies belongs to
Korean business community. Business operations of Amkor was managed by Mathew Davenport
who was American. He was appointed by ABI (Dickson and et. al., 2012). There are five senior
managing directors who were appointed for taking care of local business operations such as
sales, manufacturing, etc. There was one personnel for the post of Executive Assistant, Alan
Bird. He belongs to US. Hence in Amkor, there was diversified cultured personnel who work for
attaining business expansion and growth of association.
Organisational environment
organisational environment of Amkor is different because business is expanding and
managers of association give chances to make changes according to demand. Opportunities for
performing operations is given to new and fresh people completing their studies. Hence this
gives opportunities for growth and development of working under innovative environment. For
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instance Lee joined Amkor as president on the basis of graduation. While after completing MBA
from Georgetown University. Amkor works on the basis of international economy as Lee and his
son works actively in Korean Business community to make long term, relations with Korean
culture.
Situational environment
This organisation gives more emphasise on working research and development to
develop business at international level and compete with big brands. President, Chairman of
Amkor works according to change in policies which are relevant and significant for maintaining
changes according to difference in trends (Stambulova and Ryba, 2013). In Korean, there is
economic and political stability, so it is easy for managers to make policies which assist in
making changes according to external market trends. With the help of diversified personnel and
newly skilled personnel it is easy to make changes which are relevant for containing changes
according to external environment. How would you describe the nature of the conflict
between Bird and Davenport? How would you describe the nature of the conflict between
Davenport and Lee? Why have these disputes emerged in the manner they have?
There are some conflict among Bird and Davenport because Bird was much involved
with Korean people. This makes Davenport to feel like, Bird was American and he must not be
involved so much with Korean people. This affects their performance and makes cahnges
according to difference in cultural values. There is use of different aspects which are important
and crucial for maintaining brand image in Korean. Davenport feels that Bird is over friendly
with Korean people which affects performance of Amkor. This association is mainly American
based organisation and Bird was American based country, so it is not beneficial to support
Korean Country very much. While Bird supports and involves himself in Korean people. He
married to Korean girl with whom he met in college.
Apart from this, there is conflict among Davenport and Lee as well because of different
in perception. There is use of different aspects which affects business operations of Amkor
(House and et. al., 2013). This is significant and relevant for analysing changes and hence taking
actions according to required. Davenport have view that working of Bird in Korea affects
working style which is affects growth and development of Amkor. While Lee has view that
Davenport will reconsider working style of Bird. They wants to make understand working style
of Bird and hence they are able to make changes in decisions of association. Lee has view that
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for Amkor, working style of Bird is relevant to maintain long term relations with American and
Korean countries. If Bird will re- transferred to California, then this creates dissatisfaction
among employees because goodwill of Bird was significant.
This issue was arised because of difference in thought process of individuals which are
working in association to make it successful. This issue is raised in this way because of
difference in perception and unclear organisational plans and policies. To avoid such issues,
there must be some interaction among employees through different social activities.
What are the potential risks and benefits if ABI’s president supports Davenport’s decision?
What are the potential risks and benefits if she supports Lee’s request?
President of ABI has different options which he can be followed. These decisions are
important and has to be followed by managers to maintain employees satisfied (Katan, 2014).
There are pros as well as cons of such decisions which are discussed as under-
ABI’s president supports Davenport’s decision
Davenport's wants that president of ABI must re- transfer Bird to California, so there is
balance in business growth of different departments.
Risks Benefits
If president supports Davenport's decision,
then they are possibilities that Bird may resign
from the post. This affects employee's
satisfaction in negative manner and working
style of association gets affected. There is risk
that other employees may also resign and he
may join competitor's association which may
reveal confidential information among
competitors.
If idea of Davenport's is agreed by president of
ABI, then it is fruitful because main emphasise
can be given on America and in case if any
other personnel do same act, then they are able
to learn from past experience. Hence there is
equality and proper consideration can be
attained.
ABI’s president supports Lee’s request
As per Lee request, he wants to retain Bird at Seoul. This has positive as well as negative
results which are discussed as under-
Risks Benefits
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If decision of ABI is agreed, then there are
possibilities that there is more weight-age to
Korean demand and personal relations can be
created among Bird and Korean community.
This brings operational mis-balance in Amkor.
There is risk that other employees may also
create personal relations with customers and
hence this affects commercial activities of
whole association.
There are benefits which are effective and
relevant for analysing performance of Lee's
request. When employees maintain personal
relations with society, then they are able to
understand their demand and hence it is easy to
satisfy them. At the same time, marketing of
product and services can be done in
appropriate manner.
Based on your assessment, would you make the same decision Davenport did (to
recommend transfer of Bird back to the US)? Why?
From the case study of Amkor, it is important to maintain proper changes which are
important and relevant for making alteration in working style. Bird becomes over friendly with
people residing in Korea, hence in this case there are possibilities of implementing two
outcomes. This includes either to retain Bird at Seoul or make him re- transfer at US. Bird was
majorly concentrate on policies which are relevant for Korean. He also give hios reference for
one of the fired employees in other Korean Country. This affects performance of association and
there is fear of leakage of information in mind of Chairman of Amkor.
As per view of Davenport's, he wants to re- transfer Bird at US. This solution is preferred
by Davenport's because he is good candidate for association and hence they are not able to make
dismiss him. But as per my view, this solution is not relevant (Ganbold, Farazi and Giunchiglia,
2013). This is because, there are possibilities that he may gets dissatisfied and hence do not want
to continue with Amkor. This also affects working style of other employees as they may gets
distracted and possibilities of miscommunication, gossips, etc. arise. This affects growth and
development of organisation.
Based on your assessment, would you make the same decision Lee did (to keep Bird in
Korea)? Why?
Lee have different view as compared to Davenport's, so this is relevant and significant for
performing operations according to difference in maintaining policies. He have view to maintain
proper changes which are relevant and significant for making alterations in decision making of
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President. He have view to retain Bird at Korea, so they are able to maintain satisfaction level.
With retention him at Korea, it is easy to maintain long term relations. He is an asset for
association, so tit is relevant to perform operations according to difference changes according to
external environment.
As per my vie, I do not favour this decision because more involvement with Korea,
country affects business operations in negative manner. There is difference in progress rate of
US and Korean organisation. Though, Bird was actually belongs to US, hence social and cultural
values gets affected. There are possibilities that he may want to leave organisation and wants to
join Korean competitors association. If he retains in Korea, then there are possibilities that other
employees may also get affected and gets influenced with him (Allen, Diefendorff and Ma,
2014). This situation may become adverse for making long term relations with consumers.
Finally, what recommendations would you make to ABI’s president to resolve this
dilemma? Why is this the best possible course of action?
In other to solve this problem, Bird must be promoted at senior position and they are
required to look out both US and Korea organisation. This helps to provide satisfaction and he
remains busty with work. This helps to provide less time to maintain relationship with social
point of view and he will be aware about his different roles and responsibilities.
This method is relevant because this is the path of dilemma of Davenport's and Lee,
hence they are satisfied with mid way. This solution is best because they are able to retain him
and to make business relations with other people. Employees are also motivated to give best, so
they also become crucial asset for ABI, that Chairman do not want to loose them.
From the above discussion it is easy to understand essential facts which are relevant and
crucial for making case study clear. The issue and dilemma of key personnel can be understood
and appropriate alternative can be provided. This makes understanding about case study more
clear. Recommendations on this basis is clear and hence this helps to give best way to perform
operations.
CONCLUSION
From the above discussion it is clear to collect knowledge about various Japanese culture.
There is difference in cultural values of another culture, values. In this report, personal profile is
collected which is provides knowledge about mannerism, likes and dislikes of person. With
understanding knowledge about different cultures, it is easy to learn cultural values. Gibbs'
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Reflective Cycle is used to understand changes in Japanese culture and then actions which has to
be concluded on the basis of different aspects which are studied under model. At last, there is
discussion about different aspects such as challenges faced by working of individual from
different cultures in group or team used to analyse case study.
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REFERENCES
Books and Journals
Allen, J.A., Diefendorff, J.M. and Ma, Y., 2014. Differences in emotional labor across cultures:
A comparison of Chinese and US service workers. Journal of Business and
Psychology. 29(1). pp.21-35.
Chua, R. Y., Morris, M. W. and Mor, S., 2012. Collaborating across cultures: Cultural
metacognition and affect-based trust in creative collaboration. Organizational behavior
and human decision processes. 118(2). pp.116-131.
Deresky, H., 2017. International management: Managing across borders and cultures. Pearson
Education India.
Dickson, M. W. and et. al., 2012. Conceptualizing leadership across cultures. Journal of world
business. 47(4). pp.483-492.
Ganbold, A., Farazi, F. and Giunchiglia, F., 2013. An experiment in managing language diversity
across cultures. Università di Trento.
House, R.J. and et. al., 2013. Strategic leadership across cultures: GLOBE study of CEO
leadership behavior and effectiveness in 24 countries. Sage Publications.
Jacobson, K. J., Hood, J. N. and Van Buren III, H. J., 2014. Workplace bullying across cultures:
A research agenda. International Journal of Cross Cultural Management. 14(1). pp.47-
65.
Katan, D., 2014. Translating cultures: An introduction for translators, interpreters and
mediators. Routledge.
Magolda, M. B. B., Meszaros, P. S. and Creamer, E. G. eds., 2012. Development and assessment
of self-authorship: Exploring the concept across cultures. Stylus Publishing, LLC..
Ng, C. S. P., 2013. Intention to purchase on social commerce websites across cultures: A cross-
regional study. Information & Management. 50(8). pp.609-620.
Shao, R. and et. al., 2013. Employee justice across cultures: A meta-analytic review. Journal of
Management. 39(1). pp.263-301.
Shoham, A. and et. al., 2012. Testing an organizational innovativeness integrative model across
cultures. Journal of Engineering and Technology Management. 29(2). pp.226-240.
Stambulova, N. B. and Ryba, T. V. eds., 2013. Athletes' careers across cultures. Routledge.
Tajeddini, K. and Trueman, M., 2012. Managing Swiss Hospitality: How cultural antecedents of
innovation and customer-oriented value systems can influence performance in the hotel
industry. International Journal of Hospitality Management. 31(4). pp.1119-1129.
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