Podcast Script: Cross-Culture Management Challenges and Solutions

This report provides a podcast script analyzing cross-culture management challenges, particularly in the context of a US-based company operating in Tanzania. The script addresses issues arising from differing national and organizational cultures, focusing on corruption and nepotism. It examines the impact of Hofstede's cultural dimensions, such as power distance and individualism vs. collectivism, on business practices. The script suggests strategies to mitigate these challenges, including seeking assistance from less corrupt government offices, promoting participative management styles, and encouraging individualism to combat nepotism. The analysis highlights the importance of understanding cultural nuances and adapting management approaches to ensure ethical and effective international business operations. The script concludes with a summary of the key issues and proposed solutions, referencing relevant academic sources.

Podcast scrip for Cross culture
management

Contents
INTRODUCTION.......................................................................................................................................3
National culture.......................................................................................................................................3
Organizational culture.............................................................................................................................3
CONCLUSION...........................................................................................................................................4
REFERENCES............................................................................................................................................5

INTRODUCTION
Cultural difference is common in organizations which operate in more than one nation
(Thomas and Peterson, 2016). The case of Brett Jones in Tanzania include issues where manager
is failing to follow the orders from HydroGeneration, a US based company. He understand that
if he wants to get things done then he has to culture of Tanzania but there is a big question mark
on his work approach.
National culture
Corruption is common in Tanzania and Brett Jone, company’s manager, understood that
if company wants to run without trouble then organization has to pay bribe at various level.
Company was not agreeing with Jone’s idea and USA does not have similar type of culture.
Hofstetde culture has six dimensions and Power distance concept talks about inequality; unequal
distribution of power. Tanzania is a country with high power index, people who are holding
important positions understand that they have power which can be used for earning money
through illegal and unethical sources. Companies do not have any power in this country so they
do not have any option, except pay bribe to get things done.
The solution of this problem is to seek help of from those Government offices where
organizational structure is flat and people are not corrupt. Less hierarchy means less chances of
corruption; manager should try to make contacts with highest authority as it will allow company
to bypass may corrupt people who do provide approval to company without taking bribe.
Company has to move towards lower power index as this is the viable solution. Participative
style of management is another step that can allow HG to reduce the difference with government.
This will bring both enterprise and bureaucracy on same page and ultimately reduce cases of
corruption.
Organizational culture
Another issue depicted in case study was related to nepotism which was done by Brett
Jone; the project manager. He hired people who were in the position of conflict of interest. Hired
people were competent enough as this was a common risk associated with nepotism. When
employee has some connection with government officials then the chances of corruption also

arises. Individualism vs. Collectivism dimension of Hofstede’s culture is related to interest of an
individual compared to interest of whole group (Venaik and Brewer, 2013). There are countries
like USA which are more align towards individualism as people in this country concentrate on
personal goals instead of group objectives. In Tanzania, people do not only think of themselves,
they also want their relatives to get better opportunity and earn more money. They are using
nepotism for doing this, it is wrong but it clear shows that they believe in Collectivism. HG
should work on changing thinking of their stakeholders but promoting individualism. This will
be an uncommon solution but it will be very effective in long run. When people associated with
company will not think about family and friends then nepotism will not last for long period of
time.
CONCLUSION
At the end, it can be concluded that corruption and nepotism are one of the main
problems for HG. If company will make contact with higher authorities where organizational
structure is flat then they can speed up their work. Nepotism can be eliminated by promoting
collectivism in an unorthodox way.

REFERENCES
Book and Journal
Thomas, D.C. and Peterson, M.F., 2016. Cross-cultural management: Essential concepts. Sage
Publications.
Venaik, S. and Brewer, P., 2013. Critical issues in the Hofstede and GLOBE national culture
models. International Marketing Review. 30(5). pp.469-482.