Intercultural Management Analysis

Name of the Student

Name of the University

Author’s Note

Table of Contents

1. Cultural Comparison Summary and Observations. 2
2. Cultural Models and Dimensions selected for MBI. 2
3. EXCELL Cultural SCENARIO MAP. 8
4. Recommendations for a Business Solution. 12
5. Reflection. 13

Reference List: 16

1. Cultural Comparison Summary and Observations

1. Case: Blue Ridge Spain has made the joint venture with the Spanish company Terralumen S.A. However, the joint venture is currently brink of dissolution due to various cultural issues. The article is ailed to analysis the cultural dimensions, models as well as scores with the help of MBI analysis framework in order to find out most appropriate course of action.
2. Key Business/Management Issues: Despite a long a hard effort Blue Ridge Spain is being forced to dissolve the joint venture.
3. Goal: To find a most appropriate alternative against dissolution of the Joint venture.
4. Key Players: Sodergran, Yannis Costas, Carlos Martin

2. Cultural Models and Dimensions selected for MBI

After considering the cultural models identified by Kluckhohn & Strodtbeck, the case study indicates several major cultural differences (Ferraro and Brody 2015). The case study observation has been greatly successful to indicate three major cultural models that are presented by three key players, which are Sodergran, Yannis Costas, Carlos Martin. Sodergan has strongly presented American cultural model, Yannis Costa presented a combination of American and Greek culture model and Carlos Martin presented a Spanish cultural model. The cultural dimensions of these models are presented below:

Duty towards others:

Sodergan: Sodregan presented a very individualistic cultural trait. He put a greater onto himself rather than others. At the same time, he used to brush of others’ suggestion easily, without giving any consideration.

Yannis Costa: Costa exhibited a strong sense of social hierarchy. However, he also presented that he is capable of performing duty towards others. It can be easily observed that despite his loss of deserved promotion, he has been supportive to new hired managers.

Carlos Martin: Carlos presented that he differentiates social classes with a greater extent. He has been open to support Balaguer’s veiled insult to Sodergan referring to his intellectuality. In this context, it can be observed that, Carlos put a greater emphasis on duty to self than others.

Mode of activity:

Sodergan: Sodergan believes that his status has been earned by what he has achieved rather than belonging from a distinct social class. Therefore, he tends to emphasize greatly in his designation and decision making power. He tends to discard lots of suggestion without any consideration.

Yannis Costa: Costa also believes that his achievement has been able to point out his status. However, he has been ready enough to offer necessary respect to the distinctive social class.

Carlos Martin: Carlos has expressed greater emphasis on the social class. He believes that his belonging is more important than his action.

Privacy of space:

Sodergan: Being an individualistic, Sodergan greatly emphasize on the personal space. He tends to avoid any kind of contacts outside of his work. Personal contact is not of great interest to him.

Yannis Costa: Costa has greatly balanced his action in this context. On one hand, he has been able to maintain a professional distance from the American managers, while on the otherhand, he has been ready enough to make some personal contacts via dinner with Spanish managers.

Carlos Martin: Carlos greatly emphasize on the personal contacts at the time of performing business. The subjective nature of business has been greatly expressed through his action.

Mapping

Culture	Strength	Weakness	Impact
Spanish	The Spaniards greatly emphasize on the social status. The personal contacts are of high importance in their business performance.	The Spaniards greatly depends on the subjective nature of the business. The social pride is strongly noticed in their business action.	·      Due to the social status centric business approach, the Spaniards are indirectly depended on the social factors. Emphasis on the personal contact immensely helps the business performance. On the other hand, the subjective nature hinders the growth speed and the social pride hinders their business venture with foreign companies (Ferraro and Brody 2015).
Greek	The Greeks mainly focuses on action oriented business approach at the same time putting necessary biasness on the social status.	The Greeks are often noticed to show greater biasness on the social status. The business decision is often made based on subjective perspective (Boons, F. and Lüdeke-Freund 2013).	The extra emphasis on the social status hinders the availability of creative ideas. Te subjective nature hinders the growth opportunity. The personal contacts greatly helps the business growth.
American	The Americans greatly focuses on speedy business approach putting great emphasis on the punctuality (Peterson et al. 2012).	The Americans are highly individualistic.	The speedy business culture helps to make sharp business decision within a short period of time. The individualistic nature would create great stress on the individual.

 

Bridging

In order to properly bridging the cultural differences in this particular joint venture, the communication would be highly necessary (Schwarz and Liebl 2013). There are three highly necessary steps, which are most important for effective bridging of various cultural dilemmas. These steps are discussed below:

Prepare:

All of the parties in the Blue Ridge joint venture must use motivation for understanding as well as communicating their differences. The leadership must maintain confidence in the effective communication ability (Trinh and Lam 2016). They need to be confident that the business venture would provide positive outcome.

Decenter:

The joint venture parties need to explain the problems without any blame to others and with proper conflicts and problems (Mazanec et al. 2015). In addition, the parties need consider others’ practice at the time of receiving and sending messages.

Recenter:

In order to properly establish effective communication they need to share understanding on the situation (Lundstrom et al. 2013). They need to find a common ground on which they can mutually agree. They need to develop a guideline or business conduct with a shared understanding.

Integrating

In order to integrate the bridging component and manage cultural differences the leading parties of Blue Ridge joint venture must focus on two major factors, which are

Building Participation:

The leadership of the joint venture need to monitor participation rate and establish routine so that they can easily develop the participation (Dato-on 2015).

Conflict Resolving:

At the same time, the joint venture must identify the disagreement and conflict. They need to address proper ways to resolve the conflict (Rallapalli and Montgomery 2015). They need to focus on avoiding destructive conflict.

3. EXCELL Cultural SCENARIO MAP

Scenario:

A joint venture manager tries to attempt demonstrating the culture mending process to the other parties of Blue Ridge joint venture.

Social Competency:

The manager is highly capable of identifying the conflicts and acting on it. The manager is also adept to understand the body language of others.

Preparation Steps:  – Sends an email to call upon a meeting with every responsible managers in Blue Ridge Joint Venture.

–  The manager confirms the meeting time and place

Stage	Verbal Behaviour	Non –Verbal	Values	Cultural Dimension
A. Approach	Greetings with Pleasantries Shortly After entering to the business discussion	Make Eye Contact Smile	Desire to enhance the managers understanding on others culture	Duty towards others
B. Bridging	Let us focus on solely the business growth of Blue Ridge joint venture rather than blaming to others.	Asking for others’ response Considering every comment with greater attention	Importance on finding out the common ground in the joint venture business approach	Collective Approach
C. Commenting	It is a great pleasure to conduct business with you.	Facing every managers	Importance of positive feedback at the beginning
D. Departure/Developing	I hope we would achieve success with mutual contribution	Smiling More eye contact	Confirming positive response from other managers

 

4. Recommendations for a Business Solution

For Mikael Sodergran: From the case study, it is found that Sodergran is only concerned about the sales and wants to put more emphasis on operating business that can reap more profits and returns. It is recommended that Sodergran must allow Terralumen to run the Spanish operation. The reason is very simple that Sodergran must focus on France and Germany. Once they start reaping in deent profits, Sodergran can buy Terralumen and operate it according to his business rules and regulations. Moreover, by allowing the business to run, the organization can stay in the Spanish market which is a positive revenue market for the company.

Yannis Costas: From the case study it is evident that Costas is a central figure of the case. The main that he is facing is to make proper strategies to develop a dissolution strategy whch can help Delta to move away from the joint venture with Terralumen. In the present condition where Costas has developed a positive relation with Terralumen, it would be inappropriate to form a dissolution strategy. It is highly recommended for Costas, that he must make sure that all the targets and goals that provided to Terralumen must be reasonable and available. On the other hand, Sodergran is extremely concerned about profitability of Terralumen. Therefore, Costas must revise the targets in order to ensure that they are achievable. This would both the parties to continue doing business and making sure that Terralumen stays as a joint partner for the new organization.

Delta Foods: Before providing any recommendation for Delta it is important to analyze the issues that he is facing. He is facing problems as he wants to expand itself in Germany and France while also opening up more stores in Spain. In this condition, the problem for Blue Ridge is it has developed a profitable relationship with Terralumen. If the decision of eliminating the partnership is taken then the relationship amongst the two companies shall effect in a negative manner. It is also important to provide recommendation for Delta Foods as he should not go for the dissolution of Blue Ridge Spain. From the case study it is seen that the organization is a long standing partner and has always accumulated reasonable profits. The case study also caters that the collaboration has always been a beneficial one for both the parties who are involved. That is why; the current situation, a decision of dissolution would present a negative image of the condition.

Mikael Sodergran: From the case study it is clear that Sodergran cannot play much of role in this situation. However, what he can do is to buy Terralume and take over control. Then he must allow Terralumen to run operation in Spain.

5. Reflection

After going through entire case study, some issues that I figured out are mentioned below.

Delta’s team: He and his team do not like joint ventures and they strictly want to implement a strategy for aggressive growth and profit for Blue Ridge Spain.

Terralumen Team: He along with his team believes that Delta’s strategies are in order to gain growth in Spanish market are too much aggressive and unrealistic.

Sodergan: He wants to achieve a continuous growth for the organization in Spain while developing markets in Germany and France. On the other hand as Terrralumen in on board, he also wants to terminate this joint venture.

Costas: Costas strongly believes that Sodergran has no idea about how to run a business and questioned about his ability. He strongly believed that the partnership must continue where the focus must be placed on expanding the markets in Germany and France.

Therefore, it can be seen that there was a huge gap in communication between each of the key personnel who were handling the business. On the other hand, most of them did not trust their counter parts. Besides, as they belonged from different cultural backgrounds, their ideas and definition to success was different from each other. In order to resolve this cross cultural issue in the organization, it is important for them to do a little homework which will help them to learn who they are negotiating with. There was a sense of mistrust between Delta and Terralumen team. Therefore, I think both of them must do a little homework I order to find out what their previous experiences was. It would help them to understand that both the parties are capable of handling a business and their strategies are different but effective. After going through the case study I also understood that it is very important to learn how your values, attitudes, behaviors and communication style may be perceived by someone from another culture. It is possible that my counterpart who belongs from a different culture will take humors seriously. I also realized that it is not a feasible idea to start a new venture in a different country where the aspects of the culture are entirely different. Before doing such things it is very important learn about other cultures. There are several books and articles on cultural diversity. Besides, internet is another major source from where unlimited resources can be gathered to learn about cultural differences between two countries. From the case study I also understood that some cultures are group-centric and do not like focus on individuals. In this situation, praising an individual person rather than praising an entire group might create a negative impact. Besides, honest and proper communication is another aspect that I believe can help me to improve my knowledge on inter cultural business relationships. The case study clearly shows that there was a big gap in communication among the leaders and that is why they started to predict things that were not right actually It was required to call a meeting and to discuss all their concerns all together in order to find out a proper solution.

Reference List:

Boons, F. and Lüdeke-Freund, F., 2013. Business models for sustainable innovation: state-of-the-art and steps towards a research agenda. Journal of Cleaner Production, 45, pp.9-19.

Dato-on, M.C., 2015. The Impact of Cultural Dimensions on Ethical Judgments, Intentions, And Behaviors–Abstract. In Proceedings of the 2000 Academy of Marketing Science (AMS) Annual Conference (pp. 233-233). Springer International Publishing.

Ferraro, G. and Brody, E.K., 2015. Cultural Dimension of Global Business. Routledge.

Ferraro, G. and Brody, E.K., 2015. Cultural Dimension of Global Business. Routledge.

Lundstrom, A., Zhou, C., von Friedrichs, Y. and Sundin, E. eds., 2013. Social entrepreneurship: Leveraging economic, political, and cultural dimensions (Vol. 29). Springer Science & Business Media.

Mazanec, J.A., Crotts, J.C., Gursoy, D. and Lu, L., 2015. Homogeneity versus heterogeneity of cultural values: An item-response theoretical approach applying Hofstede’s cultural dimensions in a single nation. Tourism Management, 48, pp.299-304.

Peterson, M.F., Arregle, J.L. and Martin, X., 2012. Multilevel models in international business research. Journal of International Business Studies, 43(5), pp.451-457.

Rallapalli, K.C. and Montgomery, C.D., 2015. Marketing Strategies For Asian-Americans: Guidelines Based on Hofstede’s Cultural Dimensions. In Minority Marketing: Research Perspectives for the 1990s (pp. 73-77). Springer International Publishing.

Schwarz, J.O. and Liebl, F., 2013. Cultural products and their implications for business models: why science fiction needs socio-cultural fiction. Futures, 50, pp.66-73.

Trinh, G. and Lam, D., 2016. Understanding the attendance at cultural venues and events with stochastic preference models. Journal of Business Research, 69(9), pp.3538-3544.

Insights into Blue Ridge Spain Case:

Here are some further insights to guide your thinking as you progress with your IMA on the Blue Ridge Spain Case:

• Players: There is no need to use all the characters in the case. Really there are three key players – Sodergran, Costas and the Spanish counterpart. You can choose one of the Spanish characters to represent Spain, or deal with the Spanish counterpart as a group – it’s up to you.
• Cultures: In choosing which cultures to map, our suggestion is to do Finland, Spain, and then its up to you to decide whether Costas is ‘Greek’ or ‘American’ or both, as he will exhibit strengths/weaknesses of both due to his upbringing and education.  Depends on how well you can analyse Costas, you can do it for both cultures, and you should aim to do this, because you would disadvantage yourself with a single-culture analysis on Costas. So use parts 1) and 2) of the mapping section wisely.

*Note: this part may be a challenge, but think about how many of your peers, friends, even yourself, represent more than one culture…*

• Issues: Yes, there are a number of issues one could identify in the case, but you have the practicality of a word limit for your assignment, so deal with the most obvious business issue at hand – that after all this time and work, the company is facing dissolution, and the impact this might have in business terms.
• Do you think the venture can still be saved? If so, align your goal accordingly, and allude to this in your analysis, and propose solutions. If you don’t think it can be saved, then align your goal accordingly, allude to this in your analysis, and propose solutions. Either way you look at it, the case ends with Costas facing a challenge on how to move forward. So if you were the “cultural consulting guru” whispering in his ear… what would you advise him to do? And how should he go about it?
• Your MAPPING analysis and how you go about it should reveal to the approach you will take to the case. This will then inform your thoughts around WHO should be BRIDGING and HOW, and that will then inform your thoughts around INTEGRATING (suggestions to improve the communication and workability of the players) and SOLUTIONS to resolve the business
• Cultural Map: Depending on where you MBI analysis takes you, pull one of those elements into your EXCELL map (there are countless scenarios that can be created here). A suggestion to keep yourself (and us when we are reading your cultural maps) on a clear page, is to articulate clearly what scenario you have chosen to create for the map.

I hope this helps you tackle this case!

Best wishes,

Agata

Item 2:            Intercultural Management Analysis (IMA)

Type:              Individual Essay (online)

Due Date:       Refer to Unit Outline

Weight:           40%

Length:           3000 words

Learning Outcomes Assessed:  1, 2, 3, 4, 5, 6, 7

Submission:   Online via Turnitin

Feedback:       Summative and Formative

 

Rationale:

This assignment comprehensively assesses all the learning outcomes. It will also provide you will a step-by-step approach to identifying and solving cultural issues in a business context. You will be able to take this knowledge and this stepped-process and apply it to any cultural situation you may come across as a Griffith graduate.

 

Important Comment:

This is a complex assignment. The unit is designed in such a way that each week aligns with one aspect of the assignment, therefore we STRONGLY recommend that you work on this assignment progressively as the weeks progress (beginning in Week 5), so that you don’t leave it to the last minute and get stressed around it. To help you along the way, we will offer a series of interactive (Collaborate) sessions – see Weekly Study Plan for Dates and times. These sessions will be hosted by the Convenor where each of the sections will be progressively discussed, and you will have the opportunity to ask questions about your assignment.

 

Task Description:

 

Analyse the Blue Ridge Spain case and write a detailed Intercultural Management Analysis (IMA), as well as a critical personal reflection.

 

Structure your IMA as follows:

 

1.  Cultural Comparison Summary and Observations

(2%, unlimited length – not counted in the final word limit) 

 

Compare the relevant cultures in the case using Kluckhohn & Strodtbeck and at least one other cultural dimension (the more dimensions you use the deeper your analysis). Make observations about relevant cultural elements related to the case.

 

Notes for this section:

• This section comprises your summary of notes needed to complete the rest of the analysis, hence there is no length limit and no strict formatting.  Refer to the practice case exemplar for ideas on how to write up this section.
• Put this section in an Appendix at the end of your assignment.

 

2.  MBI Analysis

(10%, approx. 1000 words)

 

Using the MBI model template (provided in the Global Manager’s Briefcase on the website), complete a detailed MBI cultural analysis of the business issue at hand.

 

Notes for this section:

• You need to have a minimum three cultural dimensions and two cultural models in total to at least pass this assignment.
• Ensure you identify clear issues, and also a clear goal e.g. to save the joint venture, or to dissolve the joint venture.
• Also ensure you identify which dimensions of your chosen cultural models you intend to address in your analysis.
• Refer to the practice case and other support materials on the website.

 

3.  EXCELL Cultural Scenario Map 


(8%, approx. 200 words) 


 

Choose a social competency (according to Mak & Barker, 1998) that is relevant to this case, and using the EXCELL Cultural Map template (provided in the Global Manager’s Briefcase on the website) to draw up a cultural scenario map for your identified social competency.

Notes for this section:

• Where possible, in the Verbal and Non-Verbal sections, demonstrate behaviour that is appropriate to the cultural dimensions you identified in your MBI.

 

4.  Solutions

(10%, approx. 600-800 words) 


 

Using the information and analysis from the previous sections, and the knowledge you have taken from the theory in the textbook, provide culturally justified business solutions that address the identified business issue in a culturally improved manner.

 

Notes for this section:

• Solutions should be clearly formed out of the MBI analysis and cultural understanding on the key players to demonstrate cultural appropriateness.
• This section must be supplemented with minimum 4 supporting external references,in addition to referencing the relevant theory from the textbook
• We recommend referring to Chapter 6 or 7 and using some of the theory to build your solutions on, and then find additional external support references to further diversity and justify your solutions.

 

5.    Personal Reflection

(10%, approx. 500 words) 

 

Preamble:

Being culturally aware doesn’t necessarily make one culturally competent, yet Cross-Cultural Competency (CCC) is what the world needs – at all levels of management and life!

 

Provide a critical reflection on how your experience through this unit has informed your image of a ‘cross-culturally competent manager’, and your alignment with this ideal state?

 

You can use the following as a guide:

• Key aspects that you have taken away from this course
• The attributes/behaviours/beliefs/actions of a culturally competent manager
• Aspects of yourself still needing development to become a culturally competent manager
• Tools and information you are likely to rely on when dealing with a future cultural situation
• Steps you can take to minimize/avoid ethnocentrism on your part (tools, information, actions)

 

Notes for this section:

• You can use first person in this section.
• There is a process to evoke deep reflection. Refer to the guide on How to Write a Reflective Assignment on the unit website.

 

AT2 Formatting Checklist:

• Access the IMA Template from the Resources Folder in this section or the Global Manager’s Briefcase
• FontArial, Size 12, 1.5 line spacing.
• Remember to complete theAssessment Cover Sheet and include it at the start of your assignment, else your assignment will not be marked!
• Use the templates provided for the MBI and EXCELL sections. For other sections a neat heading and paragraph style is sufficient.
• There is no need to provide an Introduction or Conclusion.
• Citation and referencing format should conform to the Griffith Business School. We prefer you use APA (American Psychological Association) style. Refer to the GBS Resource Bank or the Library Referencing Tool for correct referencing format.

 

Criteria & Marking:

• Marking will be according to the criteria and rubric provided to you on the unit website. Note: you need to use at least two of the cultural models covered in this Unit to pass this assignment. The more models you use, the deeper the cultural insights and the resultant quality of your analysis.
• To ensure your privacy, you will be notified of your mark via My markson Learning@Griffith 

 

Submission:

• Submit before the deadline via theonline submission point on your Unit website under the Assessment folder link.
• See Submission of Assignments section further down for more detailed submission requirements and information.

 

Resubmission:

• If you fail this assessment task, you may request a resubmission by emailing your convenor. IF the Convenor approves your request (following consultation with the Program Director), you will have the opportunity to resubmit your assessment withinfive working days from return of the assessment task.
• Resubmission is where a student is permitted to make substantial changes to a nominated assessment task, which they have failed, within a specifiedtimeframe for re-examination by the original examiner, to achieve a mark no greater than the minimum for a pass standard for the assessment task. Only one opportunity to resubmit the assessment task can be awarded.

 

Self/Peer assessment:

• Yes, this assessment task includes a self-assessment component.

IBA304

Intercultural Management Analysis (Template)

 

by:
<insert name>

CONTENTS

Summary…………………………………………………………………………………………………. 3

MBI Analysis……………………………………………………………………………………………. 3

EXCELL Cultural SCENARIO MAP………………………………………………………… 4

Recommendations for a Business Solution……………………………………………. 5

References……………………………………………………………………………………………… 5

Appendix A – Cultural observations……………………………………………………….. 5

Summary

1. Case

2. Key Business/Management Issues

3. Goal

4. Key Players

MBI Analysis

Cultural Models and Dimensions selected for MBI

(Identify key cultural models, dimensions and scores chosen from Observations in the Appendix)

Mapping

(Describe strengths and differences of each culture and identify their impact (Lane & Maznewski, pg 74))

Bridging

(Address the three steps: Prepare, Decenter,  Recenter (Lane & Maznewski, pg 78))

Integrating

(Address the three integration skills to manage the differences in order to generate higher performance (Lane & Maznewski, pg 86))

EXCELL Cultural SCENARIO MAP

Scenario:

Social Competency:

Preparation Steps:  –

Stage	Verbal Behaviour	Non –Verbal	Values	Cultural Dimension
A. Approach
B. Bridging
C. Commenting
D. Departure/Developing

 

Recommendations for a Business Solution

(Refer to a section of theory to apply workable solutions. Integrate with knowledge gained from MBI and EXCELL to justify cultural appropriateness)

References

Appendix A – Cultural observations