International Management Report: Cultural Impact on Head Office

This report delves into the realm of international management, focusing on the influence of diverse cultural contexts on a multinational corporation's head office operations. The report examines the impact of South African, Shanghai, and Brazilian cultures, highlighting how these regional dynamics shape the organizational structure and decision-making processes within the company. It analyzes the hierarchical structures and communication styles prevalent in each region, comparing and contrasting their effects on overall business strategy. The report emphasizes the importance of understanding cultural nuances for effective global management, illustrating how differing cultural values impact employee interactions and business practices. The conclusion summarizes the significance of strategic planning and management processes in adapting to the global environment, reinforcing the need for cross-cultural awareness to ensure international business success.

International Management

Table of Content
 Introduction
 Corporate organizational culture of head office
 Impact of South Africa culture on head office
 Impact of Shanghai culture on head office
 Impact of Brazil on head office
 Conclusion
 References

Introduction
Every organization wishes to expand
their market access the entire world so
that they can receive high recognition
and profitability. In order to expand
their business in other location of the
world it is necessary to pay more
attention on international management.

Corporate Organizational Culture Of Head
Office
Deutsche Bank is considered the multinational bank which operates their business
operations more than 58 counties with the massive presence of the European,
American and Asia. The head office of this bank established in Germany, which
providing various services like investment banking, commercial banking, asset
management, private banking and corporate banking.

Impact of South Africa culture on head
office
South Africa follow traditional Organizational structure pyramid which mainly consists
various layers with in a strong vertical inclination. As per the global management
trends, decentralized decision making and other responsibilities at lower company
level are the outcome of globalization process. There is a strong group orientation
culture and collectivist culture that give more priority to the family or another group
interests.

Impact of Shanghai culture on head office
All the employees are know properly importance of interactions and guideline. They
used to follow all the instructions which provided by their supervisor and boss.
They need to listen their Boss and then do their work ok bye their own ability.
Sharing their opinions and suggestions is considered when employees reach the
certain level and gain the trust of their Boss.

Impact of Brazil on head office
The organization culture of the Brazil is vertical hierarchy form and all the
decision are mainly made top down. In companies, except the boss, every
individual is someone's subordinate and all the decisions are taken by the top
level. Brazil busy culture is about control based organization and Germany
culture is trust based organization.

Conclusion
-
As per this PPT it can be concluded that every organization can practice to maintain
their working as per the strategic planning and also follow the strategic management
process to maintain the international management. This report discussed about the
regional cultures and corporate organizational culture in context of the multinational
organization. This report identified the impact of the Shanghai, Brazil and South Africa
regional cultural impact on the Germany organizational culture. This report also
determined the Impact of regional cultural issues on the corporate organizational
culture for the global organization.

References
 Adler, N.J. and Aycan, Z., 2018. Cross-cultural interaction: What we know and
what we need to know. Annual Review of Organizational Psychology and
Organizational Behavior, 5, pp.307-333.
 Dietz, J. and et. al., 2017. Cross-cultural management education rebooted. Cross
Cultural & Strategic Management.
 Lifintsev, D.S. and Canhavilhas, J., 2017. Cross-cultural management: obstacles
for effective cooperation in multicultural environment. Scientific bulletin of
Polissia, 2(2 (10)), pp.195-202.

Thank You