Managing Across Cultures: A Report on Andover Consulting's Practices

This report analyzes cross-cultural management, focusing on Andover Consulting, a UK-based IT consultancy. It explores cross-cultural differences in communication and organizational culture, particularly in the context of international expansion, using Trompenaars' and Hofstede's cultural dimension models. The report examines how these models can be used to understand and address challenges related to power distance, individualism, uncertainty avoidance, and other cultural dimensions. It further assesses the impact of these cultural differences on organizational behavior, including recruitment, training, and team dynamics. The report aims to identify issues that arise when a firm operates in multiple countries, specifically contrasting the UK and India, and provides insights into adapting management practices to navigate cultural complexities effectively. The study emphasizes the importance of cross-cultural integration for maintaining a uniform structure, communication, and smooth business operations in a global environment.

Running Head: CROSS CULTURAL COMMUNICTION
CROSS CULTURAL COMMUNICTION
Name of the Student
Name of the University
Author Note

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The aim of this report is to examine the cross-cultural differences in across various
nations. This report will also0 try to find out the deviations and problems when a firm starts
to operate in more than one country. Culture being an important part of emotional state, has
great impact on the culture of an organization. The whole report focuses in operations in
United Kingdom and in contrast with India. Let us find out some important ideas and their
applications.
Cross-Cultural management maybe defined as the study of different cultures
integrated together in the context management. In the 21st century most of the successful
companies operate in more than one country. In this context cross cultural integration play a
vital role in maintaining a uniform structure, communication and smooth running of the
business. (Thomas and Peterson 2016) Typically, when Western organizations enter in the
Eastern part of the world or vice versa the cross cultural study becomes more important. On
the other hand, due to diversification, companies face diversified barriers in terms of
communication and structural changes. Different countries possess distinct culture and
whenever there is a scope of international expansion the organizations have to adopt to those
culture to some extent. It consists of traditional organizational behavioural problems such as
motivation, decision making, leadership and cluster dynamics. It covers the behaviour of the
people from various cultural backgrounds working together in an individual organization.
Therefore, cross cultural management is an extension of organizational behaviour
combined with multicultural dimension. It is an integral part of international business which
acutely focuses on the macro level issues and structural level issues of multinational
organizations. In the modern scenario, organizations have to adapt their approach in order to
fulfil a particular level in their respective fields. (French 2015) As internet is used widely as a
tool of communication n organization is bounded by the domestic boundary of a nation. With
the advent of online financial and real transaction business have become easier for those who

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are ready to adapt and cope up with the changing environment.(Adekola and Segi 2016) The
primary functions of cross cultural management are as follows:
i) Recruitment and Selection of employees that are effective in cross cultural
environment.
ii) Adaptation of different regulatory and legal environment for the purpose of
conducting uniform business.
iii) Proper and efficient training of selected candidates to deal with intercultural
communication and structural issues.
iv) Provision of Cross Cultural Teams.
v) Uniform alignment of Human Resource policies and rules cross-corporate entities
located in different nations.
Culture is defined as the integrity of an individual developed with time and experience
acquired from the environment or surrounding in a particular area. (Arnold 2018). The
concerned company is Andover Consultancy, a United Kingdom based organization.
Therefore, the existing culture of the organization is typically Western and formal in nature.
The organizational culture in Britain is very direct in nature where contacts are built based on
credentials and performance of the organizations.
Causes
The theoretical study through various model used to examine the cross cultural diversity
in the same organization across nations will strengthen the base of the study. Therefore, for
the purpose of examination two models will be used to study the current scenario of Andover
Consultancy in International Expansion, determining the causes of the multi-cultural
problems. They are:

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Trompenaars’ Cultural Dimension- Trompenaars’ Cultural Dimension model was
developed by Fons Trompenaars and Charles Hampden Turner. According to the founders’
cultural differences create a better understanding of the real world. The components of
cultural differences are as follows:
a) Universalism vs. particularism
In Universalism, the same idea can be applied anywhere, which means that the rules
and regulations under which the organization operates in the headquarters is applicable in
other branches of the word. In addition, there is always a fixed definition which determines
the difference between right and wrong (Renteln 2013). Values and standards re essential but
can be departed from after formal consultation. It is assumed that in the same situation
different employees receive the same financial remuneration working in different locations.
On the other hand, Particularism respects the diversity and accepts the difference in culture
across various locations. In this case, personal relations and obligations play a major role in
making the right decision which is ethical. (Malhotra 2013) Here, Status is very important
such as different employee receive different salary doing the same work but differentiates due
to locations. The employee receiving more salary is compensated due to the higher cost of
living in the particular region.
b) Individualism vs. communitarianism.
Individualism views a person on the basis of singularity and individual contribution
whereas communitarianism views or assesses a person as a part of a group or community.
The founders of the theory say that the individualistic way of approach is correlated with the
ideology of the Western world. On the other hand, Communitarianism is associated with the
non-western word. As the world moves towards modernization, individual attributes will be

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recognised by an organisation and the world will move from Communitarianism to
Individualism. (Triandis 2018).
c) Specific vs. diffuse.
Specific culture is highly associated with openness where the individuals have a
relatively larger public space which they easily share with other individuals. Moreover, they
have a relatively smaller private space which they share with friends and family. In this type
of culture individuals often approach other individuals in public and private spaces. (Balan
and Vreja 2013). On the other hand, people associated with diffused culture tends to protect
their private space in the hope of provision of easy access to the public space.(Yahyagil 2015)
People who are inclined towards diffused culture contains greater respect towards formality.
d) Neutral vs. emotional
A neutral person has great control over his or her emotions. Whereas an emotional
person is more expressive in nature. Countries like England and Japan tend to follow a
neutral culture and have a distaste for the countries having an emotional culture. On the other
hand, countries like Spain, Mexico and India possess a strong emotional culture where people
are more expressive. They tend to laugh in a louder tone, expresses anger directly by raising
the voice. When organizations operate in the cross cultural situation conflict may arise as the
neutral individual may get offended by the behaviour of the emotional person. (Wang 2013)
e) Achievement vs. ascription

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Achievement culture is highly associated with achievements of the individual where a
person’s value is essentially based on the contribution he or she is providing. It is very
common in the western countries where the achievers get the preferences over others. On the
other hand, in an ascription based culture, position and success in not based on the credentials
or achievements of an individual rather it is based on personal relations, affiliation and
succession. In a situation of cross culture individual from achievement culture must deal
tactically and must analyse the other person based on their knowledge and level of
understanding. On the other hand, person belonging to the ascription culture must chose some
other individual who has better understanding of the situation and a handle the situation with
tactfulness. (Ahladdad 2014).
f) Sequential time vs. synchronous time
This section is directly related to time. Sequential is a scenario where time is
measured in terms of standard units. It is measured on the basis of minutes, hours, months,
days and years. An individual following sequential time measures success with time in terms
of standard units. On the other hand, theory of synchronous time does not believe in the
standard units of time. Rather it follows the rhythm of the human body. It allows the
individual to do multiple task at a time and makes him or her a believer I teamwork. This is
because the efficiency of the group as a whole is always better than the group being scattered
and working individually. (Qamar et al 2013)
g) Internal direction vs. external direction.
In internally directed culture versus outward directed cultures the focus is on how
people experience a particular environment. Is the atmosphere a threat which is external in

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nature or is it sensible to act with the consequences that are caused by environment which is
internal in nature. The way in which people experience their environment varies from one
culture to another. Individuals in the western cultures are primarily outer-directed and they
tend to gain control over their environment as much as they can. In most of the non-western
cultures it is more about living peacefully and in harmony with the environment; there exist
multiple forces which, cannot be controlled or influenced so therefore one has to adapt you to
these external circumstance. (Hutchins 2014).
Hofstede Model of National Culture- Hofstede’s Cultural dimension theory was
developed by Greet Hofstede. It is a theoretical framework used to examine cross cultural
dimension of two or more nations in a professional environment. (Mazanec 2015) It
emphasises on the positive and negative effects of the culture of a society on the values of the
community and the rationale behind these values and their behaviour.
The different dimensions of culture are as follows:
a) Power Distance
The real meaning of power distance (Power Distance Index) in the Hofstede Cultural
Dimensions is referred to the measurement of inequality which, exists and is accepted by the
individuals with or without power. This shows the inequality (high vs low), but in the context
of acceptance. A high Power Distance Index score indicates that there exists a high power
distance which can be observed and the conclusion can be drawn that there exists greater
inequality in society and cultural values. Strong hierarchical relationship, display of little
respect and authority can be traced back in most of the Asian countries. A low score
represents a low power distance. Here the perception of equality exists and this can primary
be seen among the European countries.

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b) Short Termism Vs Long Termism
Individualism according to the Hofstede Cultural Dimension refers to the strength of the
mutual connection among various individuals and communities which maybe within a
particular nation or outside.
A higher score reflects lack of interpersonal connections and lower sharing of
responsiveness. The individual value people’s time and the need for freedom very highly.
Respect towards privacy and expectation of reward for hard work are also the characteristic
of a higher score. A society characterised by a low score shows more collectivism and
consists of a strong group cohesiveness, a large number of loyalty and members are highly
respected in a certain community. The individuals emphasises on developing personal skills
to become master or an expert of something. Working for intrinsic rewards is also an
important characteristic. Harmony is more important than honesty. (Cameron 2015)
c) Uncertainty Avoidance
Uncertainty is defined in the Hofstede Cultural Dimensions as the degree of anxiousness
that the members of the society feels when they face uncertainty and unpredicted situations.
Higher scoring countries avoid uncertain situation through control of rules and regulations.
They seek the truth collectively against which they try to link expectation with a certain
degree of safety and security. Low scoring nations enjoy new events and positive initiatives.
People tend to have an informal attitude and they readily accept changes and risks. (Frinjns
2013)

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d) Indulgence Vs Resistance
This dimensions of Indulgence refers to the societal rules which are based on traditional
values and century old practices and traditions. These are applicable to both the short term
and the long term. (Viberg and Gronlund 2013)The following characteristics can be seen in
the high scoring countries and household is the basis on the societal circumstances, education
level and trainings are highly valued where the elderly people and men possess higher
authority than younger people and women. This is essentially perceived in South Asian
nations. Low scoring nations tend to promote high creativity and individualism. Individuals
treat other individuals as equal and they are willing to help others to execute the best and
innovative plans and ideas.
In the way of progressing and operating business across various nations the
1. It is a major player in United Kingdom but have low level of presence in other
countries.
2. In Germany the company has not been able to build a brand name so client acquisition
is very low.
3. In France, the local manager is being side-lined and consultants are directly
complaining about the problems to the Managing Director in London.
Effects
1. The first effect due to application of this style is due to application of the same
organizational culture in all the countries. It can easily be identified that the same
work culture which is applied in United Kingdom is being applied in all the
countries.
2. The second problem is the same levels of remuneration across all countries which is
inapplicable in terms of standard of living of the particular country.

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3. Thirdly, in France, the branch manager is being sidelined and given least importance.
4. In India, the manager is recruiting relatives and friends in the company and not the
deserving candidates
Remedies
Accordingly, the problems and their respective so remedies are given below:
a) The solution to the first problem is solved by Trompenaars’ Cultural Dimension
model using the element of Universalism vs. particularism. Each nation varies
widely from one another. The thinking attitude, the culture, the behaviour and so
on. So, each nation has to be considered separately. The theory of Universalism
will not work in this case. If case of Western Countries Individualistic approach
has to be attained though formal interactions but if expansion is being made in
Asian Countries, then Communitarianism has to be used. In countries like
Germany and Japan specific culture is to be used but in Countries like Spain,
Mexico and India a diffused culture has to be used. In the developed countries of
the world Neutral Culture persists but in countries like India and Spain emotional
culture exists which are to be handled tactically. If the expansion is made in other
countries via third party, then ascription may arise because businesses in Asian
countries are descended over generations.
b) In Germany the main problem is brand establishment. To overcome this problem,
the right employees are to be recruited with immediate effect. Proper
remuneration as per the standard of living of the area is considered has to be paid.
Moreover, collectivism has to be applied because quick establishment requires
more members so that the name of the company becomes a brand within a short
period of time.

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c) In France, the main problem is that the local manager is being side-lined.
Therefore, to solve the problem it has to be examined that why the consultants are
not respecting the local managers. If the case is very severe then the theory of
Individualism has to be applied to tackle collectivism. A new manager has to be
recruited in his place from the headquarters and has to deal with the local French
consultants with firmly.
d) In India, the culture of business is very different. If the manager is recruiting
friends and relatives which is hampering the working environment, then
remuneration has to highly based on incentives and not on the basic salary.
Therefore, to tackle ascription the achievement process has to be attained.
Expansion Plan in Africa
The next move for the country is to Moreover, due to the absence of the organization
in Africa, there has been a conflict regarding the choice of the nation. The two
proposed nation are South Africa and Nigeria. The stronger proposition has inclined
towards Nigeria due to the huge population in the country. But it should be noted that
Nigeria is a country with lots of problems. Starting with the corrupt government of the
country, the country is filled with terrorism and drug lords. (Bienen 2013) The
religious conflict also prevails in the country and curfew often breaks out between the
Muslims and Christians. In addition, the country is also in a massive downfall due to
illegal mining of Gold and Diamond. The economic conditions of the country are also
getting worse by the day.
On the other hand, if South Africa is chosen as the African Headquarter then it will
undergo major problems such as small size of the population and small economy.
However, the government is stable in that country compared to Nigeria.

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Therefore, to attract key talent in countries such as India and France, the
employees must be motived through low fixed salary and high incentive structure.
This will not only help the company but also will help the employees to get the
transparency of the assigned task and a direct connection to the revenue side of the
organization. Moreover the company must hire people who possess a vast knowledge
about the local problems and solutions to the business. For the purpose of
development of the employees the training process must be extended in such a way
that no employees has to face on field difficulties when they face new and
unpredictable market challenges. To retain the best employees in the company who
are being lured away by competitors, the head Human Resource Manager must
concentrate on the non-monetary benefits must be added to their list of benefits, such
as sponsoring a vacation for the best performers, added paid leaves and other rewards
must be added.
Conclusion
For the purpose of managing the project team working performance an organic
structure in the organization must be attained so that the required team share an
emotional attachment and no constraints shall be faced when the work has to be
executed in teams.
For the purpose of development of leadership, skills of the employees, they
must be given the authority to speak up to the seniors whenever there are problems.
Moreover, the feedback of the employees must be done in verbal context and weekly
and monthly presentations must be made mandatory about the feedback from the
customers.
To manage the innovation part of the organization transparency among all the
global branches must be the top priority. The managers as stated in the report must

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sort out their internal problems and new technologies must be transferred to the
developing states as soon as possible.
For the purpose of managing knowledge creation, the exceptional
performances of employees in the branches must be highlighted and must be sent
across all the branches in details. This will help other employees to attain knowledge
about the clients and the process of dealing with them. In addition, the experienced
consultants with other employees must formulate the local knowledge about the
market environment

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