Cross-Cultural Management Report: Analyzing Cultural Differences

This report delves into the complexities of cross-cultural management, emphasizing its significance for organizational growth. It examines the impact of national culture, particularly within the context of a project in Tanzania managed by Brett Jones. The report highlights the relevance of Hofstede's cultural dimensions (power distance, individualism vs. collectivism, masculinity vs. femininity, uncertainty avoidance, long-term orientation, and indulgence vs. restraint) in understanding cultural nuances and their implications for business practices. A comparison between the United States and Tanzania reveals key differences in societal values, work ethics, and perceptions, which can lead to challenges in international projects. The report concludes by underscoring the importance of adapting to national cultures for achieving organizational goals and mitigating potential conflicts.

Cross Cultural Management

Table of Contents
INTRODUCATION........................................................................................................................3
CONCLUSION................................................................................................................................5
REFERENCES................................................................................................................................6

INTRODUCATION
Cross culture management refer here many different employees are working in a
organisation for achieving there organisational goal. Cross culture is important for the growth of
the organisation (Bird and Mendenhall, 2016). Different people which are from different culture
have many innovative views and ideas and increase the knowledge to each other. In this report
they are focusing on national culture and problems which increase due to not adopting culture of
that particular Ares. Discussion on compression Tanzania and US culture. In this report there is a
project in Tanzania which is handling by Brett Jones who face many national culture problem in
this project.
Natural culture
It is know as behaviour, culture , belief, norms and values of the people of that area or
nation. It also related to the language, religions, ethics and many other things (Johnson and
Cullen, 2017). Every country have different culture which are involved in every business and
organisations. Mostly multinational organisations explore its business in different country
according to culture because it is the only thing which effect on the growth of organisation. In
context of Tanzania project natural culture is briefly explain with Hofstede theory. This model is
based on six dimensions and those are as given.
Power distance index: According to this dimencation, discussed about the equability of
low power and high power employees. In context of Hydro generation organisation which run a
project in Tanzania. So the local employees of this organisation have issue related to the equal
rights of every employees (Luo, 2016). According to the culture of Tanzania mangers of this

organisation device work according to the power of employees. It is main reason which increase
conflict in the organisation.
Individualism versus collectivism: In this dimensions, it is discussed that local
employee of the organisations using I or we concept. High authority are not related its work with
anyone. They are focusing on there work which is beneficial for them. On other hand low popper
employees are focusing those problems which effect the whole society. They follow the culture
of Tanzania. They are not support in that project which remove the river for prepare a dame
(Madsen and Scribner, 2017).
Masculinist versus feminine: In this dimensions they are comparing the power of
male and female. Accounting to Tanzania culture, the manager of organisation focus on the
hiring of male candidate because according top them male done effective work compare to
female. They follow Tanzania traditions in which female are not capable for job. Even female
provide effective plan but they run with there culture. Even society is also provide equal rights
for both parties.
Uncertainty avoidance index: According to this dimensions strong UAI people are
under presser of the society they focusing on maintain image and also effected by the society
decisions. On other hand weak UAI employees are more relaxed they are not effected by the
perception of society related to them. In context of this project strong and weak employees
affected by the decision of tree cutting (Morden, 2017).
Long term orientation versus short term normative orientation: In this dimensions
they are focusing on the goal achievement which are decided by the people. High profile people
are focusing on the long term goal because of development. They expect more from the
organisation which is beneficial for them as well as society. Beside it low power people are
focused on the shirt term goal which fulfil there basic needs (Ramsey and Lorenz, 2016).
Indulgence versus restraint: In this concept they are discuss about the traditions and
moderation of people. Here talking about the culture of Tanzania because some local people
who are related to the high profile, they are not effected by the decision of tree cutting for
project. They want development in there nation and they change there mentally according to the
demand. Beside it low profile propel who follow there traditions in a effective manner. They are
against with this project because they follow norms. They are not focusing on the development
of the sociality.

Differences among United States and Tanzania
If it is talked about differences among United States and Tanzania, in regards to different
range of elements like behaviour, culture and perceptions of citizens and locals that are looking
forward to improve their living standards (Smith and Peterson, 2017). There are many deviations
that came in front like variations among school, work, and play and these are described in the
table underneath:
Tanzania United States
Corruption, along with the linear mentality are
said to be some of the important elements, that
has basically disrupted the overall
belongingness of individuals and there is no
proper work is done without extortion money.
If it is connected with the case study, Brett
Jones was the manager of HG where the
organisational culture was totally different
from Tanzanians, where influenced manager
has kept its focus on working with a perception
of Tanzanian Society only (Ramsey and
Lorenz, 2016).
“Strive to be the best they can be” and that “the
winner takes all” are said to be the two main
approaches on which, American Society
believes in. this could be considered as a factor
which is totally different from Tanzania, but
the influence of overall culture has made
perception to go wrong of Brett Jones.
CONCLUSION
According to this mentioned report it has been analysed that cross culture is important for
the growth of an organisation. Beside it an organisation should focus on the national culture of
that country because adoption of national culture is important for the organisation which help
them in target achievement and many problems also solve by using this strategy. Hofstede
theory of natural culture also discuss in this report which show many aspect. Different between
Tanzania and culture of US. Many problems faced by Brett Jones in the project of Tanzania like
river issue, tree related issue and crime related issue.

REFERENCES
Books & Journals
Bird, A. and Mendenhall, M. E., 2016. From cross-cultural management to global leadership:
Evolution and adaptation. Journal of World Business, 51(1), pp.115-126.
Johnson, J. L. and Cullen, J. B., 2017. Trust in cross‐cultural relationships. The Blackwell
Handbook of Cross‐Cultural Management pp,335-360.
Luo, Y., 2016. Toward a reverse adaptation view in cross-cultural management. Cross Cultural
& Strategic Management, 23(1), pp.29-41.
Madsen, S. R. and Scribner, R. T., 2017. A perspective on gender in management: the need for
strategic cross-cultural scholarship on women in management and leadership. Cross
Cultural & Strategic Management, 24(2), pp.231-250.
Morden, T., 2017. Principles of management. Routledge.
Ramsey, J. R. and Lorenz, M. P., 2016. Exploring the impact of cross-cultural management
education on cultural intelligence, student satisfaction, and commitment. Academy of
Management Learning & Education, 15(1), pp.79-99.
Smith, P. B. and Peterson, M. F., 2017. Cross‐Cultural Leadership. The Blackwell Handbook of
Cross‐Cultural Management, pp.217-235.
Stahl, G. K., Miska, C., Lee, H. J. and De Luque, M.S., 2017. The upside of cultural differences:
Towards a more balanced treatment of culture in cross-cultural management
research. Cross Cultural & Strategic Management, 24(1), pp.2-12.
Thomas, D. C. and Peterson, M.F., 2017. Cross-cultural management: Essential concepts. Sage
Publications.
Tjosvold, D., 2017. Cross-cultural management: foundations and future. Routledge.