Question One
The United States of America, Belgium, and China are part of an MNC, the Applied Materials. The company, which deals in the production of nanotechnology, has expanded to various countries. The three countries have diverse cultures; incorporating the three cultures into the firm’s organizational values has enabled it to achieve its set goals over the years. Teamwork is imperative in overcoming the merging challenges attributed to the diversity. Managers from each country can contribute in the decision-making processes, which increases creativity in the implementation of strategies.
Identifying a strong competitive advantage is essential in enhancing the efficiency among the teams (Ghorbanhosseini 1024). The MNC can use the cultural diversity as the primary competitive advantage. Clients are likely to remain loyal to the firm’s products when they attain a sense of concern for the management team. A competitive advantage contributes to the improvement in employees’ performance, which leads to an increase in sales.
Effective communication among the teams in the three countries can help the MNC’s teams work together. The managers should formulate relevant strategies that enhance the flow of information from one firm to another. According to (Ghorbanhosseini 1021), employees from the diverse cultures can help in the decision-making processes; this aspect is likely to give them a sense of belonging, which motivates them to increase their productivity.
Frequent assessment of the teams’ performance can help them strengthen their work relationships. Teams from different countries have different strengths and weaknesses; the assessment program can identify such issues, and offer remedies to enhance efficiency. Consistency in teamwork helps the members to achieve their targets within the scheduled time. Management teams from the three countries can share ideas to improve the strengths and minimize the weaknesses in their firms.
Question Two
Wall-Mart failed to succeed in Germany since the management team did not recognize the local, national culture, and rather focused on retaining its strong organizational culture. Employees, the legal authorities, and potential clients felt neglected by the firm’s operations, which led to its failure. If Wall-Mart were to reestablish a business in Germany, it would be useful for the management team to conduct a thorough market research to identify the main aspect in the country’s culture. Adequate knowledge on the market would help the company to create a local culture that embraces the people’s demands.
Allowing employees to express their feelings towards the corporate culture would be crucial in ensuring their satisfaction. Previously, the workers felt that the management team violated their social rights, and allowed sexual harassment. This may not have been the case, but the direct translation of the organizational culture may have contributed to such an implication. The German team should play a role in forming a local culture that satisfies their work demands.
Selecting a German management team can help the company understand the national culture. The team should comprise of local individuals, who have vast knowledge of the countries’ expectations. The team can help to deal with legal issues regarding the employees’ welfare; adhering to the country’s laws can help Wall-mart creates a reputable image. It is useful to acknowledge that the ethical values differ with people and geographical locations, and it, therefore, is vital to embrace the Germanic culture rather than transfer the organizational values into the German market. The firm should improve on its communication channels; arranging frequent meetings with workers can help the management team identify various issues, rather than using pamphlets, which may communicate the wrong information.
Works Cited
Ghorbanhosseini, Masoud. "The Effect of Organizational Culture, Teamwork And Organizational Development On Organizational Commitment: The Mediating Role Of Human Capital." Tehnicki Vjesnik / Technical Gazette 20.6 (2013): 1019-1025.
International Management: Culture, Strategy, and Behavior, 9th Edition. Chapter 6: Organizational Cultures and Diversity, pp., 174-178
