Analyzing Regional Cultural Impact on a Global Financial Organization

This report examines the influence of regional cultures on the organizational culture and business practices of a global financial organization with offices in Tokyo, Berlin, and Argentina, in addition to its New York headquarters. The analysis highlights the importance of considering regional values, customs, and approaches, such as punctuality, etiquette, and dress code, which vary significantly across locations. The report discusses how cultural differences in Tokyo (formality, group dynamics), Argentina (greeting styles, dress), and Berlin (loyalty, environmental consciousness) impact the company's operations, employee behavior, and overall business strategy. It emphasizes the need for the multinational organization to adopt a global perspective, integrating local nuances to effectively manage its regional centers, foster cultural exchange, and ensure smooth business operations while avoiding cultural misunderstandings. The report references several cross-cultural management texts to support its findings.

Conclusion

The global financial organization does its business in an international level and has its regional
offices in places like Tokyo, Berlin and Argentina and it can thereby be understood from it that
the regional culture will have an impact on the corporate organizational culture of this
multinational organization (Tjosvold 2017). From the analysis and the study it is known that this
financial organization based in New York has its own set of values, culture and organizational
setting and all these impacts regional offices as well. In the same way it is noted that these
regional centers have its own set of values and customs and approaches and those creates an
impact on the head office of this organization as this multinational organization works on an
international level and also thereby needs to take care about its roles and working approach
based on the surrounding environment and position (Tjosvold 2017). Some of the regional
cultural issues include punctuality, etiquette, dressing sense and style, body language, formality,
presentation and others. These are all the key terms and aspects that are very vital here and all
these have an impact on the global financial organization. The multinational organization needs
to keep in mind about the business provisions and also the business approaches while they are
conducting their business from the regional centers and while they are supervising their centers
from far away land (Tjosvold 2017). The issues that can be found in Tokyo include punctuality,
mannerism, formality, dressing sense and attitude. Being an American firm they might tend to
forget about these points and also might tend to do away with the importance of these points as
the American firms are more casual in their behavior and dressing sense but in Japan these are
important and needs to be followed. The corporate culture in the Tokyo center should be based
on the intrinsic values and customs of Japan and this cannot be based on the values and culture of
New York as it is their regional centre and this needs to be in accordance with the culture and
values of the region only. The issues are based on group culture and on group customs and guide

the working environment as well of the head office of the multinational organization (Tjosvold
2017). This has already been discussed that how interacting with regional culture comes with
special attention and guide and at the same time in this concluding phase it can be said that the
encounter with the regional culture is guided by the embedded values and principles of the
specific location. Use of group dynamics show that each of the four countries, Berlin, New York,
Tokyo and Argentina are culturally different from one another and the basic reason behind this is
that each has different faiths and beliefs (French 2015). For example coming late in office in
Tokyo is regarded as something very negative and irresponsible where as being late in New York
does not matter much thus when this organization is doing their business in Tokyo they need to
keep this thing in mind and act accordingly so that there is no contradiction with the regional
values and customs and business can be done smoothly (French 2015). The effect of this regional
values and culture thereby can be seen in the multinational organization as well as they will plan
and devise their setup and their operations as per the regional beliefs and values. This creates an
impact of new learning and new knowledge as well on the part of the multinational organization
based in New York. The effect also includes new cultural exchange and interchange as the
multinational organization based in New York gets to know about the intrinsic culture and values
of Tokyo (French 2015). Effect of regional cultural issues include dressing sense, conduct with
female employees and formality as well on the part of the multinational organization in New
York. In Tokyo while coming to office one needs to dress formally and behavior towards female
should always be courteous and humble (French 2015). These can be an issue for the American
multinational organization as the American culture is not something like this (Thomas and
Peterson 2017). Group dynamics show that how culture can also be an issue in other regional
centers like Berlin and Argentina. In Argentina the people value some of the very important

points in their work environment such as meeting and greeting, body language, corporate culture,
and dress. The beliefs and values of Argentina are based on the fact that when one is meeting for
the first time it should be formal, the dress should be modest and handshake is important. All
these help in creating an impression and generally this approach is adopted when they are
meeting and greeting someone for the first time for business purpose. In Argentina modest
dressing is taken positively whereas in America wearing casual even half pants in office is taken
to be normal and acceptable. This brings in the context of regional cultural issue because of the
divided perspectives and culture of the places (Thomas and Peterson 2017). This thereby points
out to the In the conclusion it is also referred to that that the financial organization needs to come
out from their own idea of vales and custom and needs to adopt a global view so that it is easy
for them to supervise the regional centers and is also easy for them to understand the situations
and the context. However the regional cultural issue in case of Berlin center would be loyalty,
environmental consciousness which America is not at all concerned about and some others
(Thomas and Peterson 2017). Berlin dwells on these values and intrinsically believes in all
these values since these are a part of their custom and tradition and a deviation from it is not
taken in a positive way. It is thereby seen that cultural issues are there and based on these issues
and from within the issues the use of resources need to be done.

Reference:
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.
Reiche, B.S., Stahl, G.K., Mendenhall, M.E. and Oddou, G.R. eds., 2016. Readings and cases
in international human resource management. Taylor & Francis.
French, R., 2015. Cross-cultural management in work organisations. Kogan Page Publishers.