Managing Across Cultures

Managing Across
Cultures

Table of Contents
INTRODUCTION ..........................................................................................................................3
MAIN BODY ..................................................................................................................................4
Definitions ..................................................................................................................................4
Issues associated with current system of expatriate managers managing foreign staff .............5
Differences in managing employees between UK and India .....................................................6
Suggestions for expatriate HR manager for successful completion of their project in India......6
Adjustments an expatriate manager is required to make in working in foreign region .............7
Abilities required for HR managers and their universal quality ................................................8
Impact of foreign environment on the way in which expatriate HR manages employees .........9
Stakeholders analysis .................................................................................................................9
Leadership style and situational leadership theory ..................................................................10
Hofstede's framework ..............................................................................................................10
Description of motivation ........................................................................................................11
Theories related to construction of an effective team ..............................................................12
Difference between direct and indirect communication and impact of national culture on
communication ........................................................................................................................12
Negotiation between HR managers and difference in negotiation around the world ..............13
Examples of successful international firms ..............................................................................13
Examples of organisations which have failed to expand internationally .................................13
CONCLUSION .............................................................................................................................14
REFRENCES ................................................................................................................................14

INTRODUCTION
Business organisations aim to expand their global presence and the HR department of the
company plays an important role in managing cultural changes in locations selected for
international expansion of the organisation. Aston Martin is a luxury car manufacturer which has
headquarters in UK and has strong international presence. India is the selected country for
further international expansion of Aston Martin. This report includes external analysis of the
company along with barriers faced by the company in training overseas staff. Cultural difference
between UK and India in context of managing employees are also provided in this report.
Recommendation for completing successful project in India for HR manager of Aston Martin are
provided in this report along with adjustments need to be taken by the expatriate manager of the
respective company needs to make during their service in India. HR manager skills are described
in this report along with their universal appeal. Stakeholder analysis of the company is
conducted in this report and environmental factors which affect management in India. This report
includes a discussion on diversity, motivation and emotional intelligence with suitable theories.
Factors which create effective a team are also given in this report and effect of national culture is
described in this report. Difference in negotiations in various countries is present in this report
along with description of organisations which have opened international subsidiaries easily.
Description about business firms which have failed to create a strong international presence are
also provided in this report.
MAIN BODY
Definitions
 HRM: This is defined as the field of management which includes planning, organizing,
supervising and controlling the business activities of procuring, developing, sustaining
and motivating workforce. HRM deals with construction of formal systems in a company
to ensure effective and efficient use of human talent to accomplish business goals
(AlMazrouei and Zacca, 2020).
Aston Martin utilises HRM to attract, train, evaluate and compensate workers and to deal with
their labour relations, fairness, health ans safety concerns. This ensures optimum utilisation of
human resources and helps the company accomplish business goals.

 Management: This is defined as the procedure of problem solving to effectively attain
business goals by efficiently utilising rare resources in an ever changing corporate
environment.
Aston Martin is able to accomplish business goals and enhance organisational efficiency with the
help of management.
 Production: The procedure of making or manufacturing goods and commodities from
raw materials or components is defined as production. The product manufactured in this
process is fit for consumption and provides value to an end user or consumer.
Aston Martin manufactures luxury cars and has production sites in UK and Germany.
 Motivation: This is defined as the process which initiates, directs and sustains goal
oriented behaviours. High employee motivation is essential for completing business goals
in a timely manner (Andalib, Darun and Azizan, 2019).
HR manager at Aston Martin utilise various methods to increase and maintain high employee
motivation.
 Subsidiary: This is defined as a firm which is set up or acquired by another organisation
which is either huge corporation or more well known to the public due to longevity or
positive brand image.
Aston Martin racing is a subsidiary of Aston Martin and an auto racing team formed due to the
partnership between Aston Martin and engineering group Prodrive.
 Expatriate: Employees which are sent by an organisation to work in foreign regions for
a long period of time are defined as expatriate.
Aston Martin has small number of expatriates which help the company deliver cars with
exceptional quality all over the globe.
Issues associated with current system of expatriate managers managing foreign staff
The current system of expatriate managers managing foreign employees faces various
obstacles which result in the international expatriates returning early without accomplish
business objectives related to their international projects. The current system of managing
employees does not emphasises the importance of cultural differences between the expatriates
and employees of the host nation (Bebenroth and Froese, 2020). Cultural differences play an
important role in effective management of employees by expatriates and expatriates which are
not prepared for cultural change fail in completing their project. The current system of managing