Cultural Values

UNIVERSAL DIMENSIONS: CASE STUDIES
MINI-CASE STUDY 1
Topic: Corporate Strategy Design
Countries: USA, Europe, South America
MCC, the Missouri Computational Company, was founded in 1952. It is
a very successful American company which develops and sells mediumsize and large computers. The company currently operates as a
multinational in North and South America, Europe, South- East Asia,
Australia and the Middle East. Sales activities are regionally structured.
The factories are in St Louis and Newark. The most important research
activities take place in St. Louis.
Production, R&D personnel, and finance are co-ordinated at the
American head office. Business units handle the regional sales
responsibilities. This decentralised structure does have to observe
certain centralised limitations regarding logos, letter types, types of
products, and financial criteria. Standardisation of labour conditions,
function classification and personnel planning is co-ordinated centrally,
whereas hiring is done by the regional branches. Each regional branch
has its own personnel and finance departments. The management
meets every two weeks and this week is focusing on globalisation
issues.
Internationalisation Policy
Mr. Johnson, the Vice-President of Human Resources worldwide could
be facing serious problems. Management recognises that the spirit of
globalisation is becoming more active every day. Not only do clients
have more international demands, but production facilities need to be
set up in more and more countries.
This morning a new logo was introduced to symbolise the worldwide
image of the company. The next item in the agenda was a worldwide
marketing plan.
Mr. Smith, the CEO, saw a chance to bring forward what his MBA
taught him to be universally applicable management tools. In addition
to global images and marketing, he saw global production, finance and
human resources management as supporting the international strategy.
Johnsons hair started to rise as he listened to his colleagues
presentation:

-
The organisation has to be flatter. An excellent technique for this

would be to follow the project approach that has been so successful
in the USA
Johnsons question about acceptance of this approach in Southern

Europe and South America was brushed aside with a short reply
regarding extra time that would be alloted to introduce it in these
cultures.
Finally all of this would be supported by a strong pay-for-performance
system so that in addition to more effective structures, the employees
would also be directed towards the right goals.
-
Johnsons last try to introduce a more human side to the

discussion concerning implementation of this policy was useless.
INTERNATIONALISATION STRATEGY:
WHAT GEOGRAPHICAL AREAS WILL BE MORE AFFECTED BY THE
NEW CORPORATE STRATEGY?
WHAT IS THE SOLUTION PROVIDED BY THE AMERICAN COMPANY
FOR THOSE AREAS?
WHAT IS YOUR OPINION ABOUT THIS SOLUTION?
MINI-CASE STUDY 2
Topic: Recruitment
Countries: Ireland & Holland
Considering your own cultural roots, who do you feel more identified:
with the Irish HR Manager or with the Dutch candidate?
MINI-CASE STUDY 3
Topic: Decision making
Countries: USA, Mexico, Portugal, Kenya, Holland,
Norway
During a meeting in Milan, Mr. Johnson became annoyed at the way Human
Resources meetings were always run and decided to introduce guidelines on
how all future meetings should be conducted. He did not like the Portuguese
always turning up in groups and changing their representatives on each
occasion. Affiliates should confine themselves to one permanent representative.
This suggestion was not very popular among some of the managers. Mr.
Soares, from Portugal, Mr. Velazquez from Mexico and Mr. Akele from Kenya
wanted to know the reasons for such comments.
Mr. Soares asked why, since different issues were on the agenda on each
occasion , they should not have different representatives knowledgeable on the
various items?
The discussion was not going anywhere and after an hour Mr Johnson
suggested to put it to a vote, confident that most European managers would
back him.
But this too proved controversial. The Mexican representative, Mr. Velazquez,
threw up his hands and said:
-
I am shocked that on such sensitive and important issue you seek to

impose this decision upon a minority; there should be a consensus on this
even if it takes another hour.
The Portuguese manager agreed that voting should be saved for trivial
questions and Mr. Akele recommended that at the very least the discussion
should be postponed until the next meeting.
Johnson looked at the Dutch and the Norwegian representatives for support,
but to his surprise they agreed that consensus should be given more of a
chance.
Indicate which statement you agree the most considering the management style
in your country. After completing your answers ask one of your partners:
YOUR CULTURE:
..
The more people involved with making a

decisionthebetter.Wecangetasmanyideas
as possible and be sure we are thinking of
everything. After we have shared our ideas,
the management should make the final
decision based on what is best for the
company.
Everyone should share equal decisionmaking

power.Wearemoreapttoacceptdecisionsif
they are made by us. In this way we stay in
controlofourenvironment,makingushappier
workers.
Decisions are best made by one person who

really knows his or her workers and all of the
issues involved. In this way, decisions are
madefaster.
MINI CASE STUDY 4

Topic: Project Development
Countries: Italy, Switzerland
A major Italian manufacturing company needed a new computerized system for
its shipping and handling department. The Italian company hired a Swiss
software engineering company to develop the computerized equipment. This
equipment was going to be put in the Italian companys warehouses.
The two companies agreed on a plan with the following four phases: 1) develop
software specifications 2) design the software 3) make the computerized
machines using the software 4) put the new equipment in the warehouse. They
also developed a general schedule of when each phase should be completed.
In the first phase, the two companies agreed on the preliminary specifications
and began to write a more detailed description of these specifications. At first,
these meetings were friendly and effective. The two teams used English in the
meetings and had no difficulty speaking to each other. However, within three
months there was a breakdown in communication and cooperation between the
two companies.
The Swiss engineers complained that the Italian team changed the software
plans too frequently. Every time the Swiss team thought they had an agreement
on the detailed specifications of the computer software, the Italian team came
up with new ideas and changes that delayed the project. The Swiss team
complained that the Italians were often late and therefore the deadlines were
not being met.
The Italian team also had complaints. They said that after the preliminary
specifications were made, they thought of some basic ideas that would lead to
great improvements. The Swiss team rejected them even though the new ideas
might be important because they said they were finished with the step in the
process. The Italian team complained that the Swiss team required fixed dates
for everything and only cared about keeping the schedule.
INTERNATIONAL MEETINGS (iii):

WHY DO YOU
DEADLINES?
THINK
THE
ITALIAN
TEAM
MISSED
THE
Punctuality:
When business people form different time orientations (monochronic and
polychromic) do business together, problems can occur, since monochronic
depend much more on fixed schedules. Punctuality means that when you set a
time for an appointment or a date, you arrive exactly at the time set and no
later. Imagine you are waiting for a person from a different country.
YOUR CULTURE:
..
How would you react if
the person arrives too
early?
What is it too early for
you?
What would it be the
average delay would
you tolerate?
Is your time orientation
monochronic or
polychronic?
MINI CASE STUDY 5

Topic: Managerial Style / Socializing
Countries: USA, France
An American manager by the name of Bill Morris worked for an American
multinational firm. One year was transferred to France. When he began working
in the French office, he wanted to get to know his employees and show them
that he was friendly and interested in a good work relationship.
He decided to throw a party for the whole office. He thought it would be a good
way to get acquainted with everyone in a less formal environment. He invited
everyone in his office, including secretaries and executives, for a big party in his
elegant apartment. Everyone accepted the invitation. He was pleased that no
one had declined it.
At his apartment Morris served a buffet of snack foods and drinks. The
employees could help themselves to whatever they liked. The manager liked
this casual style of parties. As an informal and relaxed host of the party he could
show them that he was an open person and easy to talk to. Morris feels these
are important qualities of a manager and boss.
The party, however, was not a success. The employees were very
uncomfortable guests. They felt they didnt know Morris well enough to be in his
home. They thought he was showing off his money by inviting them to his
elegant apartment. They also were not comfortable with one another and most
of them socialized in different groups.
SOCIALIZING:
WHY DO YOU THINK
THE FRENCH
UNCOMFORTABLE AT THE PARTY?
EMPLOYEES
FEEL
PROVIDE A SOLUTION TO THE CASE CONSIDERING MORRIS

OBJECTIVES

Cultures differ considerably when it comes to socializing and entertaining
visitors. Complete the table below with your point of view about what is done in
your culture:
Country
Entertaining business visitors
South Korea
Dinner parties, drinking, singing in Karaoke bars and

sometimes in Ksaengs (nightclubs with hostesses).
Playing golf together. Spouses are not usually
included.
Dinner in a restaurant or at home. Spouses are
often included. Playing golf, tennis, or racquetball.
Guests may be accompanied or offered tickets to
cultural sports or events.
United States
YOUR COUNTRY:

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UNIVERSAL DIMENSIONS: CASE STUDIES

UNIVERSAL DIMENSIONS: CASE STUDIES

The organisation has to be flatter. An excellent technique for this

Johnsons question about acceptance of this approach in Southern

Johnsons last try to introduce a more human side to the

UNIVERSAL DIMENSIONS: CASE STUDIES

UNIVERSAL DIMENSIONS: CASE STUDIES

I am shocked that on such sensitive and important issue you seek to

UNIVERSAL DIMENSIONS: CASE STUDIES

The more people involved with making a

Everyone should share equal decisionmaking

Decisions are best made by one person who

UNIVERSAL DIMENSIONS: CASE STUDIES

MINI CASE STUDY 4

INTERNATIONAL MEETINGS (iii):

UNIVERSAL DIMENSIONS: CASE STUDIES

UNIVERSAL DIMENSIONS: CASE STUDIES

MINI CASE STUDY 5

PROVIDE A SOLUTION TO THE CASE CONSIDERING MORRIS

UNIVERSAL DIMENSIONS: CASE STUDIES

Entertaining business visitors

Dinner parties, drinking, singing in Karaoke bars and

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