International Management Report: Cultural Impact on Business

This report examines the crucial role of organizational culture in international management, emphasizing its impact on business expansion and operations across different countries. The introduction highlights the significance of understanding cultural nuances, customs, values, rules, and regulations to foster a healthy workplace environment. The report delves into key dimensions of cross-cultural differences, including individualism/collectivism, power distance, uncertainty avoidance, and masculinity/femininity, as identified by Hofstede. These dimensions provide a framework for analyzing how cultural variations influence individual behaviors, decision-making processes, and overall organizational dynamics. The conclusion underscores the importance of organizational culture for successful international business operations. The report also includes references to support the analysis and findings. The report is designed to aid students in understanding the complexities of international management and the significance of cultural awareness in a globalized business environment. This report is a solution to the International Management assignment, which includes an individual report based on the BUS6003 module.

International
Management

TABLE OF CONTENT
• Introduction
• Role of Culture in shaping international business
• Conclusion
• References

INTRODUCTION
Organisational culture refers to the values, customs, rules and regulations which
are followed by an organisation with the purpose of maintaining healthy
atmosphere at workplace. Every organisation has different culture in different
countries which need to be understand if the company wants to expand its
business operation to different countries.

Role of Culture
Culture: It refers to the values, customers, behaviour, attitudes etc.
which are different for different people living in different countries
and that influences each member's behaviour and interpretation of
the meaning of other people's behaviour.
Organisational culture
Languages
Religion
Economic system

Dimensions of Cross cultural
differences
Hofstede has identified four key dimension which make huge impact on
natural cultural differences which are described as below:

Individualism/collectivism
This models indicates that the behaviour and attitude of
individual while working individually are different than
working in a group.
As working individually, the person are more self-centred and
not depended on others for getting required support whereas
individual working in groups are not confident and depended
on the others for getting support.

Power distance
This model indicates the power holding by different
members working in an organisation.
The manager who attained high position in company
carry more power and capabilities to take decision
solely as compared to the employees who works at
low level.

Uncertainty avoidance
This model shows the tolerance of an individual while working
within complex environment in an organisation.
In cultures which have high uncertainty avoidance, an individual
prefers more to work in uncertainty through following ways
and procedures given by an organisation.

Masculinity/femininity
This model indicating the ambitions of an individual towards
their objectives or goals in their life.
The masculinity societies are more ambitious which pays more
attention in earning more money and properties whereas
feminine societies are more sensitive whose main focus is to
improve quality of life and Public relations.

CONCLUSION
From the above report it has been concluded that
Organisational culture plays a very important role in the
company which have to be operated in successful manner.
Air Pie have stop their working in UK due to market
saturation and hence is shifting to Japan and UK.

REFERENCES
Ahammad, M .F and et.,al , 2016. Knowledge transfer and cross-border
acquisition performance: The impact of cultural distance and
employee retention. International Business Review. 25(1). pp.66-75.
Baier, E., Rammer, C. and Schubert, T., 2015. The impact of captive
innovation offshoring on the effectiveness of organizational
adaptation. Journal of International Management, 21(2). pp.150-165.

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