Analyzing Relationships, Ethics, and Cultural Models in Management

This essay delves into the complexities of relationships and ethics within cross-cultural management, utilizing Trompenaars’ seven dimensions of culture to analyze various aspects of business interactions. It discusses the application of personal culture models, the role of statistical databases like the ABS Population Clock and CIA World Factbook in informing managerial decisions, and the significance of cultural intelligence in adapting to diverse workplace environments. The essay also reflects on the corporate values of Wesfarmers and the concept of indispensability in the workplace, emphasizing the importance of mutual value generation and adaptability to organizational changes. The document provides a comprehensive overview of navigating cultural differences and ethical considerations in a global business context.

Running head: RELATIOSHIPS AND ETHICS IN CROSS CULTURE MANAGEMENT
RELATIOSHIPS AND ETHICS IN CROSS CULTURE MANAGEMENT
Student’s Name
University Name
Author’ Note

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Table of Contents
1. Trompenaars’ seven dimensions of culture............................................................................3
2. Application of model of personal culture...............................................................................5
3. Role of ABS Population Clock, CIA World Fact Book and others.......................................5
4. Description of Cultural Intelligence Theory..........................................................................5
5. Reflection on Cultural Intelligence........................................................................................6
6. 6 Corporate Values of Wesfarmers........................................................................................6
7. Reflection of indispensability................................................................................................6
Reference List............................................................................................................................7

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1. Trompenaars’ seven dimensions of culture
The Onion model of Trompenaars is a framework that delves deep in to cross cultural
which is applicable to general business management. The first contrast that is highlighted in
the Onion model is Universalism versus Particularism. Universalism professes those
business ideas and motives that can be applied to any business context without any
modification (Thi, Trang and Latt 2017). On the contrary, Particularism professes that
individual business circumstances actually determine in what ways business ideas as well
practices ought to be applied.
The next dimension discusses the contrast between Individualism and
Communitarianism. In this context, individualism implies the significance of individual
talents in development of business. On the contrary, Communitarianism professes that
organisations flourish as an impact of the combined efforts of work groups in various
companies.
The next comparison depicts the stress between neutral and emotional workplace
culture. The Japanese and the British firms generally reflect the Neutral working culture
(Trompenaars and Greene 2016). Some exquisite specimens of emotional work cultures are
that of Mexico, Italy, and Spain and so on.
Another way in which the Trompenaars’ model differentiates work culture is under
the columns specific and diffuse. In specific workplace culture, individuals occupy large
public spaces which other employees. On the contrary, Ferwerda and Schedl (2016), states
that in diffuse culture, individual employees substantially guard their public spaces because
in such cases entry in to the public domains gives the externals license to enter their private
spaces as well. The culture of diffusion in workplace is specifically observed in the German
companies’ executive standards.
Achievement and in its contrast ascription forms another dimension of comparison
according to Trompenaars. In the domain of achievement, people reach their designated
professional status based on the credibility of the functions they perform to fulfil the
organisational goals. As per Beugelsdijk, Maseland and Van Hoorn (2015), in ascription
culture, status or power is assigned to an individual based on the social identity of a person.
Achievement based culture is demonstrated by the organisations in Austria, UK, Switzerland
and so on. On the contrary, Venezuela, Indonesia and China are exhibitors of ascription
culture.

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Moreover, Sequential time culture and in its comparison synchronic culture is
constituting another aspect of the Onion Model. In the sequential mode of culture, people
prefer that events occur in chronological fashion. Punctuality is reflected in the professional
lives and work regime of sequential people through the scheduling and plannification that is
achieved by them. The synchronic culture of working recognizes specific time periods as of
high significance and importance and meeting deadlines is the key objective based on which
they make preferential distribution of their time.
The last aspect of contrast is constituted by the differential controlling authority of
organisations. Prolific and dynamic business agencies often control the industry they operate
in and thus they exemplify internal business control. On the other hand, Lo, Waters and
Christensen (2017), opines that external control is reflected by those organisations that have
become potentially rich by utilising the favourable business prospects of the business
atmosphere in which they operate.
Figure 1: The Onion Model of Trompenaars’

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(Source: Trompenaars and Greene 2016)
2. Application of model of personal culture
In my working atmosphere, the culture of Communitarianism is highly followed.
Perform-ability is basically analysed based on how well each employee can deliver within the
deadline set by the clients. Again, the organisation is bred in synchronic culture, since for any
employee of our organisation it is important that he or she gives the best performance hat that
time of the day while serving the deliverables of the clients within affixed deadline.
Individual achievement is also greatly acknowledged here. However the culture of
communication between the various work teams in my organisation is very diffusive. The
members of any work team cannot communicate openly regarding task affairs within work
hours. This is however, systematised by the HR department so that client details of one team
do not get leaked to the other teams.
3. Role of ABS Population Clock, CIA World Fact Book and others
The ABS population clock database have developed an excellent ERP software for the
international managers. The managers can create own population clock database through
which they would be always aware and updated with the demographic statistics and other
professional data of the entire database (Krockenberger 2015). Statistical databases like the
CIA world Fact book helps managers of international organisations to analyse representative
group of potential customers. This analysis helps the managers to get an in depth, accurate
and cost effective snapshot of the projected market. As an impact of this implemented
planning, the management do not need to attempt conducting census of every individual
customers. Statistical databases like the ABS population clock, the CIA work book and so on
provides standalone figures along with hard evidences which in turn provides a level of
certainty to the companies. As per Daly (2016), this helps the mangers to take more precise
decisions based on risk weighted assets. These statistics can serve as fundamental for
business relationship also. For evidence, careful analysis of the data reveals a link between
variables like specific sale offers and revenue changes, as also dissatisfied customers and
purchased products. Lastly international standard quality assurance program carried out in
companies based on Six Sigma or Lean management, can make use of statistics as a means
for measuring and controlling production processes for the minimization of variations leading
to error and/or waste.
4. Description of Cultural Intelligence Theory

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Cultural Intelligence also known as cultural quotient is recent concept applicable to
business domains. This is basically a parameter that measures the potential to relate with
people and work effectively across cultures. The concept is actually aligned to cross-cultural
competence, however going beyond that to test the business intelligence in the form of
intercultural capabilities. According to the opinion of Ang and Van Dyne (2015), this concept
is developed out of the behavioural, motivational as well as metacognitive aspects of
individual employees when he or she have to adapt to people of various cultures in the
workplace.
5. Reflection on Cultural Intelligence
In my opinion cultural intelligence is the spontaneity with which we are capable with
dealing client base of various demographic origin than ours. Often the work breakdown
structure of the clients from various cultures are different. In order to cope up with the
variegated needs, the “think-tank” of our company have to engage in intense market research.
In another context, culture intelligence is an aspect that influences the management of our
organisation when they deal with the employee base of outstation perks.
6. 6 Corporate Values of Wesfarmers
The first aspect is that they run their business in autonomous way by giving lots of
freedom to the workers along with the team having its own board of directors, internally
comprising of senior executives. Secondly, they expect the people working with them to
work honestly and ethically by observing laws and regulations. Thirdly, they give their
suppliers a respected position in their business. The fourth value is that they look after the
working environment of their workers and make that safe and fulling for the workers. The
fifth value holds an important place among all the values. According to this, they expect that
the business they are currently doing would make positive and solid contribution to the
society around them. The final corporate value that holds great significance for Wesfarmers is
there are many people who are unable to perform to certain values and in that case they
becomes very much strong and decisive and takes action in a fast manner.
7. Reflection of indispensability
Becoming indispensable is actually a reflection of the mutual value generation of the
respective employee or the work group and the employer as well. An agent can generate
value towards the company only when they have synchronisation with the other work

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departments and/or the clientele of direct client communication is a part of the job role. The
respective employee should attempt to make significant contribution towards innovation or
development of the learning factors that the company have been adopting. However, as per
the opinion of Fischer and Friedman (2015), one important consideration in this respect is
that the employee(s) have to strive to get promotion from their entry level position in the
shortest possible span. Betting promoted to higher position gives the employees the
discretionary power to intervene in the policy decisions. Another factor of becoming
indispensable is always remaining towards organisational changes. The Chinese Ideogram is
highly favourable in this respect. This insists that in crisis situations danger in organisational
context should be perceived as an opportunity. Those employees who can rise above average
amidst crises, becomes the cradle of new restructuring within the organisation.

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Reference List
Ang, S. and Van Dyne, L., 2015. Conceptualization of cultural intelligence: Definition,
distinctiveness, and nomological network. In Handbook of cultural intelligence (pp. 21-33).
Routledge.
Berman, E. and Wang, X., 2017. Essential statistics for public managers and policy analysts.
Cq Press.
Beugelsdijk, S., Maseland, R. and Van Hoorn, A., 2015. Are Scores on H ofstede's
Dimensions of National Culture Stable over Time? A Cohort Analysis. Global Strategy
Journal, 5(3), pp.223-240.
Daly, A.J., 2016. Leading Cross-border Collaboration in the USA-Mexico Border Region:
What is important?. Cross Border Studies, p.23.
Ferwerda, B. and Schedl, M., 2016, July. Investigating the Relationship Between Diversity in
Music Consumption Behavior and Cultural Dimensions: A Cross-Country Analysis.
In UMAP (Extended Proceedings).
Fischer, D. and Friedman, H.H., 2015. Make yourself indispensable: Skills employers
desperately need to succeed in the knowledge economy.
Krockenberger, M., 2015. Population growth in Australia. Australia Institute.
Lo, K.D., Waters, R.D. and Christensen, N., 2017. Assessing the applicability of Hofstede’s
cultural dimensions for Global 500 corporations’ Facebook profiles and content. Journal of
Communication Management, 21(1), pp.51-67.
Thi, T., Trang, T. and Latt, K.Z., 2017. Cross-Cultural Communication Challenges between
Swedish Managers and Burmese and Vietnamese Employees: How are those Communication
Challenges related to GLOBE’s Cultural Dimensions?.

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Trompenaars, F. and Greene, R.J., 2016. Reconciling Universalistic with Particularistic
Perspectives. In Rewarding Performance Globally (pp. 55-72). Routledge.