Cross-Cultural Management: Case Studies and Intercultural Theories

Mark, a recently arrived American Manager in India, was complaining to his American associate, “I’ve been finding that I need to give much more detailed, specific instructions to these people than I would to Americans back home in order to get even the simplest things done. And unless such minute detail is provided, problems usually develop. These people don’t seem to take the initiative to do anything other than what is clearly outlined in advance. I know they are smart.... I’ve seen a lot of innovative work on their part...they have a lot of creative ideas, really. But they don’t seem to want to share them with me. I feel that they just want me to tell them what to do and then leave them alone to do it. What am I doing wrong? What can I do to help them feel more comfortable with me?”

1. Where did Mark go wrong?

2. How could you help Mark better understand this cross-cultural problem?

3. Use intercultural theories to explain it and support your discussion.

4. What would be your advice to Mark?

Within the past decade, Ray Cisneros had worked hard to become the top sales person for the entire West Coast district of his company, which manufactures and distributes vinyl floor coverings. When his company received an invitation to make a marketing presentation to a large distribution firm in Buenos Aires, Ray’s Hispanic background, fluency in Spanish, and excellent salesmanship all made him the logical choice for the assignment. Ray had set up an appointment to make his presentation on the same day that he arrived from Los Angeles. But upon arrival, the marketing representative of the host firm, who met him at the airport, told him that the meeting had been arranged for two days later so that Ray could rest after the long trip and have a chance to see some of the local sights and enjoy their hospitality. Ray tried to assure his host that he felt fine and was prepared to make the presentation that day. Ray could see no good reason not to get on with the business at hand. Eventually, the marketing representative (somewhat reluctantly) intervened on Ray’s behalf, and the meeting was reset for later that afternoon. But once the meeting began, Ray noticed that the Argentinean executives never really got beyond the exchange of pleasantries. Finally, the vice president in charge suggested that they meet again the next afternoon. Ray was feeling increasingly frustrated with the excruciatingly slow pace of the negotiations.

1. Where did Ray and the company go wrong?

2. How could you help Ray and the company better understand this cross-cultural problem?

3. Use intercultural theories to explain it and support your discussion.

4. What would be your advice to Ray and the company?

You may find it helpful to follow this structure:

This is a very important part of any report. It provides a brief outline of the major themes or issues covered in the report – reader can gain an appreciation of the whole picture without having to read the full report.

This gives a broad, general view of the report, indicating what will be covered and why it was necessary to write it. It provides sufficient background information to enable the reader to understand the context of the report and provide the motivation for them to continue to read. Findings (the main body of the report)

(In this section you answer 4 questions that come with the chosen case study)

This section presents the detailed facts and findings and indicates how they were arrived at and the inferences to be drawn from them – it is the foundation for your conclusions. This is your evidence.

1. Develop ideas logically and as fully as possible ( with one main topic or idea per paragraph)

2. Consider the different aspects of the problem but keep an appropriate balance – do not develop one section to the exclusion of others

3. Your reasoning should be clear to the reader

4. Explain and justify the points made, presenting supporting evidence where appropriate. You can use theories or data or both but always support your statements, otherwise they could be seen as ‘hearsay’.

5. Keep focused by constantly referring to the terms of reference

Conclusions

Materials in the main body of the report lead the reader logically to the conclusions. The conclusion is not just a summary of the information but summarises the main findings and offers some evaluation and or opinion of them.

They should indicate action needed in order to achieve the aid of the report – should follow naturally from and based on the material presented in the conclusions. Do not introduce any new issues or arguments at this point.