QAB020N504S: Cross Cultural Management Report - Tanzania Dam Project

This report delves into a cross-cultural management case study concerning the construction of a dam in Tanzania, focusing on the challenges faced by project leaders in navigating cultural differences. The analysis covers three key areas: national culture, leadership styles, and motivation and HRM practices, exploring how these elements influenced project outcomes. The report examines the impact of Tanzania's collectivist culture and the leadership styles employed by project managers, including the challenges of adapting to local customs. It also investigates motivational factors and HRM practices, such as the use of tips and favoritism, and their effects on employee performance. Recommendations are provided to address issues such as nepotism and the need for adapting leadership styles to align with the cultural context, as well as the importance of effective communication and employee engagement in the success of the project.

Cross Cultural
Management

Table of Contents
INTRODUCTION...........................................................................................................................3
CATEGORY 1.................................................................................................................................4
National culture:.....................................................................................................................4
CATEGORY 2.................................................................................................................................5
Leadership:.............................................................................................................................5
CATEGORY 3.................................................................................................................................7
Motivation and HRM:............................................................................................................7
CONCLUSION................................................................................................................................8
REFERENCE...................................................................................................................................9

INTRODUCTION
Cross cultural management can be described as the management of people and events that
have a different culture context and a diverse background. The cross cultural research reflects on
significant features such as training and promoting how to cope up with disputes of different
cultures and initiate effective and clear operation (Marry Wilson, 2019). It enables for
communicate, acknowledge and interact people which belongs to other cultures as well as it is
important for organisation as they are multinational institute’s rather than national which was
used to be in past eras. Performing multinational corporations knew how to integrate capitalise
on rapid urbanisation and expanding foreign exchange as well as how to build business
relationships to get citizens of diverse education, backgrounds for my emotions and perspectives
together to collaborate towards a shared objective (Tjosvold and Leung, 2016).
In this report, it will cover the case study of Tanzania. It includes the three topics which
help Steinberg and Jones in completing the construction of the dam in Tanzania by applying
various theories. In the case study, it is stated that Tanzania is facing an issue of hydro
generation (HG) and recommendations to improve the issue is mentioned. The topic includes the
national culture, leadership and motivation and HRM. In this case study, the two issues when
constructing of dam in Tanzania is taking place are leadership issue on corruption issue which
will discussed below:
CATEGORY 1
National culture:
The national culture are characterised as a collection of historically developed, studied and
shared values, attitudes and means (Mohammed Ayub Khan and Laurie Smith Law, 2018). This
culture has an effect on managerial decisions, organisational styles and human resource
management practices. Along with this, it also affects the function of managerial such as design,
coordination, motivation and its reward systems.
Issues:
The business practises done by Jones and its leadership style.

Applying theories:
Tanzania is known to be collectivist culture in which they prioritise the interests of a
collective over the needs of an individual. The importance of family and culture cannot be
overstated as well as their loyalty is known to be the centre characteristics of this culture and it is
regarded as more critical the laws and regulations.
As Tanzania is a collectivist society that places a high emphasis on loyalty as well as having
strong relation in society in which Corruption to explain it is in the form of nepotism, bribe and
favouritism. Nepotism is considered as favouring of close knit individuals or groups such as
families, friends as they have a relation with them where favouritism is favouring person on the
basis of other factors rather than their performance in an organisation and in Tanzania, these
practices were acceptable (Cho, Joo and Woosnam, 2020). Jones get to know about this culture
and different behaviour of people and then Develop the practise of mentioning opens to the local
people and then hire that individual in which the relatives or friends have recommended. While
in US culture, Steinberg places high values on the individual. They focus on the skills and
qualification of the individual for hiring instead of favouritism or using of any nepotism.
However, Jones wanted to finish the project quickly and for that he was practising this culture of
Tanzania. Power distance is a concept that explains how people from a particular society see
power relations between the people an extent to which individual not and people agree that
power is distributed unequally (Gato and et. al., 2021).
Tanzania uses an autocratic style of leadership there only one person has the ability to make the
decision as their national culture believes the power come first and ever higher respect for the
authority. While the power distance scope is low as the people see each other as equal all the
employees are involved in the decision making process and as well as encourage them to share
their ideas and creativity. This shows that US is practising democratic style of leadership. This
type of leadership when applied to the people of Tanzania, it results to be unsuccessful as people
cannot understand this type of leadership as well as they have a thought that there is no leader for
them (Haupt and Connolly Knox, 2018). The reason for this arising issue was that, the people of
Tanzania were used to the autocratic style of leadership in which the leader has all the powers
and it is the only person to make all the decisions and the employees have to accept the orders
without receiving any explanation from them.

Recommendation:
From the above analysis, it is to be recommended that Jones needs to stop the practises of
nepotism and favouritism. He should hire employees on the basis of their skills and abilities
which make sure that the quality of the work will be good as well as also meets the expectation
of Steinberg (Kaur and Soch, 2018). And also to improve the performance of all the employees
in the organisation, he had to adapt Tanzanian culture and use autocratic style of leadership
which helps employees in understanding the requirements which to be fulfilled by them and also
helps in reducing the conflicts.
CATEGORY 2
Leadership:
Leadership is considered as an art of motoring waiting people for achieving a shared goal.
They encapsulates the basics of being able and willing to motivate others effective leadership is
founded on the ideas of both original and borrowed and they communicated in such a way that it
engage people enough to respond do as the leader desire (Susan Ward, 2020). It is a collaborative
mechanism that involves relationships between leaders, members and some external groups.
Good leaders are made, not born.
Issues:
The employees thought that it is dis organised and there is no individual for taking the
charge. Another issue in this case study was the nepotism.
Applying theories:
In the case study, it is evaluated that Jones was using Laissez Faire style of leadership in
which the employees were included in the decision making process. Jones was attempting to
apply this style on the organisation in Tanzania which becomes unsuccessful as the people
thought that it was it is organised and also no one has the power to take the charge (Kolo and et.
al., 2018). The Laissez faire style of leadership is best when the organisation has experienced
employees which did not require any monitoring. The people of Tanzania expect leaders to make
all the decision regarding to the organisation and they all will follow them.

In Tanzania, Jones was able to adapt the situation of and the change of his behaviour
according to the demands which represents the contingency leadership theory (Moonesar and
Thibaud, 2018). From the case study, it can be seen that Jones was able to change his behaviour
according to the situation in Tanzania and he was able to control all the circumstances. Here the
leadership is applied that is path goal theory of leadership which includes many different types of
leadership styles such as directive, achievement oriented, supportive and participate. Jones was
applying supportive leadership style in which he was hiring employees on the recommendation
of families and friends for the organisation. This type of leadership is leading in nepotism and
focuses on the needs and happiness of the employees (Rim, 2018). Tanzania is collectivist
society in which the place high values to their family and friends as these practises are normal
for them. Jones was using this practise for finishing the project quickly. Jones was hiring people
on the basis of word of mouth technique for the project as he was doing favouritism I’m not
hiring that candidate what is the abilities and skills for the role.
Recommendation:
From the above analysis, the people of Tanzania were confused regarding the person
who will be the charge in the organisation and it can be recommended that, autocratic leadership
style aan be applied by Jones so that the people of Tanzania can have a leader who guides them
for achieving the goals and objectives of the organisation as they are used to this type of
leadership. Also, Jones can stop doing favouritism as it can create a huge impact on hydro
generation.
CATEGORY 3
Motivation and HRM:
Motivation is considered as a process in which goal oriented activities are initiated, guided
and maintain. It includes the emotional, social, biological and cognitive forces that drive the
action and it is used to trigger for the human behaviour (Kendra Cherry, 2020). Motivation is a
vital element that inspires people to provide their best effort in achieving the goals and objectives
of the organisation. It is considered to be the most essential aspects of staff management.

Issues:
The major issue in Tanzania was handling out tips which was a business practise used by
Jones and hiring of candidates on the basis of recommendation by their relatives and families.
Applying theories:
Hertzberg’s two factor theory contrast between job satisfaction and job dissatisfaction
proposes that they operate independently of one another in the organisation which is part of
motivation and hygiene factors (Sampaio, Ladeira and Santini, 2017). Motivation factors are of
two types such as intrinsic factors which includes job satisfaction and motivating of employees
with the help of rewards and recognition, growth, achievement and many more whereas the
second factor is extension factors which are also known as hygiene factors and it do not create
any job satisfaction and the factors can be salary, supervision, work conditions and many more.
In the case study, Jones was motivated with the help of interesting factors where he was
interested in African culture as he was involved in many projects in African countries. He much
interested in working in Tanzania because of his past experience (Seol, Sarkis and Wang, 2017).
Steinberg offers the roles and responsibility to Jones for the project in Tanzania which results in
finishing the project on time with dinner stipulated budget. This attempted was to make Jones
motivated by offering the responsibility of the project which was hygiene factors for Jones.
Motivation and job satisfaction has a big hand on the performance of the employees which leads
to getting of increase productivity of the organisation. The relationship between Steinberg and
Jones was also a motivation factor for Jones as Steinberg has given all the roles and
responsibilities to Jones which shows that it is Laissez Faire style of leadership. It is also stated
from the case study, The intrinsic motivation factors was not able to motivate the employees of
Tanzania as they were not able to cope up with the decision making process. As Tanzania is a
collectivist society which is considered that people are having close relationship in the groups
and communities and Jones was using favouritism for motivating the people. In an organisation,
the favouritism can have both a positive impact in a negative impact such as it encourages
employees for doing the work and also discouraging the other employees (Stura and Johnston,
2018). When this applied to any business, it can have are negative decision-making as well as
lowering of the performance because there is an emotional connection between the employees.

Tanzania has lower national income of $1100 each year as stated in the case study, which means
that people can accept bribes to be in the organisation (Volpone and et. al., 2018). And Jones was
taking advantage of this factor and motivates them by handing out tips in order to get the job
done quickly.
Recommendation:
From the above analysis, it has been seen that people of Tanzania were working in an
organisation where they avoid being a part of decision-making process and they are used to
follow the instructions of a leader. Along with this Jones was handing out tips to the people so
that the project work can be done quickly as the Tanzania has a low national income easier
which forces people to take bribes. As a recommendation, Jones can avoid these practises in a
business can degrade the image of the organisation and also creates a huge impact on the
financial areas.
CONCLUSION
From the above discussion, it can be concluded that Jones was able to Finish the project
within these Stipulated time and budget in Tanzania As the culture of Tanzania was different he
was able to adopt the circumstances and use the right set of skills for achieving the goal Which is
mentioned in the case study. Also Jones was able to motivate their employees by using
favouritism practise an also make them bribed done the work quickly. It can result in damaging
to the organisation and also hydrogen generation (HG) can face legal challenges. Both Steinberg
and Jones should apply different leadership styles for the employees of Tanzania.
In this report, it includes the three categories such as national culture in which it stated the
culture of Tanzania. Another category is leadership in which it describes how the people of
Tanzania is adopting the leadership style and the third category is motivation and HRM in which
Jones motivate employees to work for the project of hydro generation. Along with this, the two
different issues are mentioned in the case study. The different theories is linked to the different
issues which is stated in the case study with recommendation for improving of each category is
explained.

REFERENCE
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