Cross Cultural Management Case Study: Challenges and Recommendations

This case study examines the challenges faced by a company operating in Tanzania, focusing on cross-cultural management issues. The case highlights problems related to hiring practices, cultural differences, and organizational culture. The company's adherence to local customs, while potentially beneficial, creates dilemmas due to conflicts with US regulations. The assignment analyzes the organizational culture using Schein's model, including artifacts, espoused values, and basic assumptions. The study recommends that management trusts local expertise while providing training on hiring practices and aligning employee activities with company vision. The assignment emphasizes the importance of understanding and navigating cultural differences for successful business operations, including managing ethical considerations, workforce management, and the impact of local culture on business practices. The case study provides valuable insights into the complexities of international business and the need for adaptable leadership.

Cross Cultural Management

CASE STUDY
There are many problem which are faced by the Graham Steinberg while operating their
business in Tanzania is given below,
 Jones are hiring local relatives for jobs and specially those who has some connections
with the local authority. Apart from this, his hiring practices are legal in Tanzania but not
in US.
 Local tribes are not happy with the project as their places would be removed due to
which they will become homeless. Moreover, to remove the spirit nearby river, tribal and
Jones were doing spiritual activities which is not align with the Hydrogen generation
company culture.
 Jones were operating the business in disorganised manner due to which management
were doubting his capabilities resulting in high employee turnover ratio.
ORGANISATION CULTURE THEORY
Organizational Culture Model by Edgar Schein is explained below with their three
different levels,
 Artefacts and symbols: It refers to any tangible thing which could be seen by an
individual while entering in to organisation (Schein, 1990). There were no formal
regulations to conduct their business like dress code, hierarchy of management etc, in
Tanzania which makes their culture weaker.
 Espoused values: It is a combination of values and rules which are share among
employees. Jones were conducting their business according to the Tanzania culture but
same thing was illegal in US which makes dilemma situation in front of management.
 Basic assumptions: It refers to philosophies which are followed by the company (20
Organizational Culture Change Insights from Edgar Schein, 2018). Director of HG
follows Christianity but on the other hand, Jones were following their own culture which
might offend the values of Muslims and other communities also resulting in lower
productivity of company.
RECOMMENDATION
 Manager of Jones should trust on him as he is more knowledgable and experienced about
the environment of Tanzania which is new for the company.

 Proper training should be provided to Jones related to hiring and maintaining the
workforce as align of activities done by employees with company's vision is important.

REFERENCES
Books and Journals
20 Organizational Culture Change Insights from Edgar Schein. 2018. [Online]. Available
Through: <https://www.humansynergistics.com/blog/culture-university/details/culture-
university/2016/01/14/20-organizational-culture-change-insights-from-edgar-schein>
Schein, E.H., 1990. Organizational culture (Vol. 45, No. 2, p. 109). American Psychological
Association.