Cross Cultural Management and Negotiation Strategies Case Study

This case study examines the cross-cultural management challenges faced by Wilhelm in his business dealings with Mr. Haider. It applies Trompenaars' seven dimensions of culture to analyze their behaviors and identifies key cross-cultural management issues related to communication, conflict resolution, task completion, decision-making, disclosure, and knowledge sharing. The study further explores how cultural value orientations impact these management issues and recommends actions based on a negotiation model (RADPAC) to help Wilhelm and Mr. Haider successfully conclude their negotiation and improve their cross-cultural management practices, emphasizing the importance of understanding each other's values and interests to achieve mutually beneficial agreements. Desklib provides students with access to this solution and many other solved assignments and past papers.

Cross Culture

Table of Contents
INTRODUCTION...........................................................................................................................1
Task 1: Situational Analysis............................................................................................................1
Trompenaar's seven dimensions of culture............................................................................1
Impact of Trompenaar's seven dimensions of culture in an organizational context...............2
Analyse the behaviour of Wilhelm and Mr. Haider using Trompenaar's dimensions including
country scores across each dimension for justification..........................................................2
Task 2: Cross Cultural Management Issues.....................................................................................3
Identify the main cross culture management issues faced by Wilhelm's business with respect
to management tasks and economic issues.............................................................................3
How the management issues are affected by culture value orientations in the model of culture
................................................................................................................................................4
Task 3: Action Recommendation.....................................................................................................4
Impact of culture differences on the three facets of negotiation............................................4
Using model of negotiation, suggest how Wilhelm and Mr. Haider can successfully conclude
the negotiation and improve their cross culture management................................................5
CONCLUSION................................................................................................................................6
References........................................................................................................................................7

INTRODUCTION
Cross cultural management can be defined as the management area which is studied in
context of cross culture domain. It defines the study of factors which influences the societal
culture on organizations and the management practices. It mainly focuses on the cultural
orientations of the employees and the employers within the company. It helps in proper
communication and easy interaction with the people who have different backgrounds. It basically
supports in dealing with people and understanding their educational or other cultural background
(Tietze, 2021). The following discussion is based on the case study of Wilhelm who is a football
agent and Mr. Haider who is a client of Wilhelm. This Scenario states Wilhelm visits Mr. Haider
for dealings but found some issues before confirming the deal. Therefore, the below report
discussed about the Trompenaar's seven dimensions of culture, culture management issues and
model of negotiation with proper conclusion and recommendation in context of the given case
study.
Task 1: Situational Analysis
Trompenaar's seven dimensions of culture
It is the model of culture which provides seven dimensions of culture. It helps in working
more effectively with the people having assorted or diversified cultures. First dimension is
Universalism vs. Particularism. Universalism culture focus on the equality which targets rules
more than relationship and particularism culture is opposite of it. Second dimension is
Individualism vs. Communitarianism. Individualism is the independent decision made by an
individual which is the result of own choices. Communitarianism is a group decision which
focus on helping each other. Third dimension is Neutral vs. Affective. Neutral culture based on
not sharing of emotions to anyone and affective culture is opposite of it. Fourth dimension is
Specific vs. Diffuse. Specific cultures is based on the separation of work and personal life and
diffuse culture is opposite of it. Fifth dimension is Achievement vs. Ascription. Achievement
culture is based on earning the status because of skills or knowledge. Ascription culture is based
on the given statues on what the person is. Sixth dimension is Sequential time vs. Synchronous
time. Sequential time culture is based on the importance of time and strict deadlines.
Synchronous time is based on the flexibility of deadlines. Seventh dimension is Internal
direction vs. External direction. Internal direction culture is based on the controlling of the
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environment to accomplish the goals. External direction is based on the adapting the
environment to accomplish the goals (Tietze and Piekkari, 2020).
Impact of Trompenaar's seven dimensions of culture in an organizational context
There is a positive impact of this model in an organizational context. Such as it helps
employees to understand the relationship between their work and values or beliefs. It provides
flexibility in making own decisions. It assist in the independent role and also the involvement in
other decisions also. It aids in being directed to the specific point and also to build good
relationships as well. It further supports in managing the emotions and managing conflicts also.
It results in the good performances and also clarifies the employee status within organization.
Moreover, it helps in being punctual and flexible as the same time with proper work
collaboration. It also provides opportunities to develop skills by providing right resources for
growth (Nguyen-Phuong-Mai, 2019).
Analyse the behaviour of Wilhelm and Mr. Haider using Trompenaar's dimensions including
country scores across each dimension for justification
 Behaviour of Wilhelm is based on the universalism which includes the countries US,
Canada, Germany and Australia. Mr. Haider's behaviour is based on the particularism
which includes countries Russia, America and China.
 Behaviour of Wilhelm is based on the individualism which includes the countries New
Zealand, Switzerland and UK. Mr. Haider's behaviour is based on the communitarianism
which includes countries America, Africa and Japan.
 Behaviour of Wilhelm is based on the neutral which includes the countries UK, Sweden
and Finland. Mr. Haider's behaviour is based on the affective which includes countries
Italy, Spain and France.
 Behaviour of Wilhelm is based on the specific which includes the countries UK,
Scandinavia and Netherlands. Mr. Haider's behaviour is based on the diffuse which
includes countries Argentina, Spain and India.
 Behaviour of Wilhelm is based on the achievement which includes the countries US,
Canada and Australia. Mr. Haider's behaviour is based on the ascription which includes
countries France, Italy and Saudi Arabia.
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 Behaviour of Wilhelm is based on the sequential time which includes the countries UK,
UK and Germany. Mr. Haider's behaviour is based on the synchronous time which
includes countries China, Russia and Saudi Arabia.
 Behaviour of Wilhelm is based on the external direction which includes the countries
Russia, China and Saudi Arabia. Mr. Haider's behaviour is based on the internal direction
which includes countries US, New Zealand and UK (Romani, Mahadevan and Primecz,
2020).
Task 2: Cross Cultural Management Issues
Identify the main cross culture management issues faced by Wilhelm's business with respect to
management tasks and economic issues
Different Communications Styles is one of the cross cultural management issue. Both
the parties have different styles of communication which affects the managements tasks and
economic issues. This is because it results in the improper communication which hinders in the
completion of management tasks and also the monetary issues as well. Different Attitudes
Toward Conflict is an another cross cultural management issue. Both the parties have different
attitudes towards conflicts. It negatively impacts the management tasks as it leads to the higher
emotional as well as the professional damage of the employees due to the higher conflicts.
Different Approaches to Completing Tasks is also one of the cross cultural management issue.
Both the parties have different approaches in accomplishing the tasks. This results in an
ineffective coordination while task completion. Due to different perceptions regarding the work
completion, approaches also differs which leads to lack in coordination (Szőcs and Miska, 2020).
Different Decision-Making Styles is also an another cross cultural management issue. Both the
parties have different styles of decision making that negatively impacts the systematic
management of tasks within organization. This is because decision making style differs the way
of conducting the management task that also results in the different outcomes which not meets
up the expectations of the manager. Different Attitudes Toward Disclosure is one of the cross
cultural management issue. Both the parties have different attitudes towards disclosure. This
results in the inefficient outcomes and low productivity with the common project started. This
affects the managements tasks in future and also affects the confidentiality of the information
they are containing with them. Different Approaches to Knowing is an another cross cultural
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management issue. Both the parties have different knowing approaches which means that their
tactic of gaining and sharing the knowledge is different. This can result in the sharing of
inappropriate knowledge among the stakeholders which highly affects the management tasks and
also the economic issues as well (Moore and Mahadevan, 2020).
How the management issues are affected by culture value orientations in the model of culture
Improper communication is one of the impact of culture value orientation. It affects the
management issue of different styles of communication among both the parties. It results in the
hindrances in the proper interaction level which leads in conveying of wrong information.
Higher conflicts is an another the impact of culture value orientation. It affects the management
issue of different attitudes towards conflicts among both the parties. It results in the bad team
management which also can lead to the high turnover of staff within the firm. Ineffective
coordination is also one of the impact of culture value orientation. It affects the management
issue of different approaches in task completion among both the parties. This results in mismatch
of the tasks assigned to the members that leads to the lack of coordinating the activities.
Inefficient outcomes is also an another impact of culture value orientation. It affects the
management issue of different styles of decision making among both the parties. This results in
the inaccurate outcomes or the outcomes which were not expected due to the assorted decision
making styles. Low productivity is one of the impact of culture value orientation. It affects the
management issue of different attitudes towards disclosure among both the parties. This results
in the low profit maximisation due to the problem of confidentiality of information.
Inappropriate knowledge is an another impact of culture value orientation. It affects the
management issue of different knowing approaches among both the parties (Riahi, Hamouda and
Henchiri, 2020).
Task 3: Action Recommendation
Impact of culture differences on the three facets of negotiation
Three facets of negotiation is highly affected due to cultural differences. Tactics is one of
the facet of negotiation. It is based on the strategies which both the parties made mutually. But
culture differences in terms of behaviour can lead to the ineffective formulation of tactics in
regards with the deal done among both the parties. There is a systematic way of developing the
tactics of negotiation which creates an effective pitch. Culture differences leads in the lack of
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understanding of each other values. Deal design is an another facet of negotiation. It is based on
the proper documentation of the final deal design and stages to implement along with the sign off
of the document as well. There are different policies and rules which must be mentioned in the
documentation but mutually agreed by both the parties. Cultural differences hinders the common
agreed policies to be mentioned in document which also affects the negotiation process among
both the parties. Set up is also an another facet of negotiation. It is based on the final
implementation of the negotiation made after ultimate decision making. It is the execution
process which can be hindered if there is a cultural differences. If initial stage of negotiation is
not executed properly then it negatively affect the entire dealings among both the parties (Rezaei,
Jafari-Sadeghi and Bresciani, 2020).
Using model of negotiation, suggest how Wilhelm and Mr. Haider can successfully conclude the
negotiation and improve their cross culture management
Negotiation model is based on the RADPAC. These are stages of negotiation and also
forms the several elements of negotiation. It is basically used in the formal negotiations.
Rapport is the first stage of negotiation process. It states that both the parties first understand
each other feelings and values along with the perceptions and then proceed with the negotiation
process of dealings. Analysis is the second stage of negotiation process. Both the parties must
identify the interest of each other and gather the facts so that common assumptions can be drawn
out while haring opinions together (Romani, Boussebaa and Jackson, 2020). Debate is the third
stage of negotiation process. Both the parties must conduct the brainstorming process in order to
find out the potential solutions with proper summary and clarification. Propose is the fourth
stage of negotiation process. Both the parties must participate in proposing the ideas and
summarizing it for easy implementation while sharing and showing of interest in each others
thoughts. Agreement is the fifth stage of negotiation process. Both the parties must agree with
the terms and conditions of each other so that the cultural differences can be avoided and fluent
negotiation process can be generated. Close is the sixth stage of negotiation process. Both the
parties must summarise all the pitches so that implementation process can be smooth without any
conflicts in a potential manner (Fischer and Karl, 2020).
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CONCLUSION
It is concluded that cross cultural management is an important concept to learn study so
that its applications can be applied in the world organizations. This is because it aids the
organization in conflict resolutions and proper team management as well. Moreover, it also assist
in understanding the behaviour and values of the people for effective management in the firm.
Therefore, it is essential to analyse the Trompenaar's seven dimensions of culture. It is necessary
to determine the culture management issues. It is significant to examine the model of negotiation
as well. Hence, the above report covers all such areas in order to better understand the
conception of cross cultural management.
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References
Books and Journals
Fischer, R. and Karl, J.A., 2020. Experimental methods in cross-cultural management. The SAGE
handbook of cross-cultural management, pp.111-126.
Moore, F. and Mahadevan, J., 2020. Ethnography and cross-cultural management. The Sage
Handbook of Contemporary Cross-Cultural Management, pp.128-40.
Nguyen-Phuong-Mai, M., 2019. Cross-cultural management: With insights from brain science.
Routledge.
Rezaei, M., Jafari-Sadeghi, V. and Bresciani, S., 2020. What drives the process of knowledge
management in a cross-cultural setting: The impact of social capital. European Business
Review.
Riahi, R., Hamouda, F. and Henchiri, J., 2020. Measuring cultural dimensions for cross-cultural
management: corporate governance outlook. Corporate Ownership and Control, 17(2),
pp.157-164.
Romani, L., Boussebaa, M. and Jackson, T., 2020. Critical perspectives on cross-cultural
management. The SAGE Handbook of Contemporary Cross-Cultural Management, p.51.
Romani, L., Mahadevan, J. and Primecz, H., 2020. Methods of critical cross-cultural
management. SAGE Handbook of Cross-Cultural Management. London: SAGE, pp.141-
155.
Szőcs, I. and Miska, C., 2020. Ethics in the context of cross-cultural management. SAGE
handbook of contemporary cross-cultural management.
Tietze, S. and Piekkari, R., 2020. Languages and cross-cultural management. The SAGE
handbook of contemporary cross-cultural management, pp.181-195.
Tietze, S., 2021. Cross-cultural management revisited: A qualitative approach.
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