Culture Shock Case Study

A multinational corporation is an entity that its headquarters is based in one country and incorporates a group of organizations that are geographically distant and have various goals. "Such an entity can be conceptualized as an inter-organizational network that is embedded in an external network consisting of all other organizations such as managers, customers, suppliers and regulators"(Ghoshal & Barlett, 1990). As the organizations develop and find their way into significant growth they are inclined to identify the goals, perspectives, assimilation, and rules of their framework. The role of the managers in such entities is to coordinate organizations that work in various cultures and environments, in which the levels of involvement, diversity,

While the way of doing business may be similar everywhere in the world, cultural differences can have a significant impact on how these organizations operate. Local cultures can disorient a newly appointed expat manager and can lead to culture shock (s.,2011). Culture shock can be caused due to difference in ethics, ideology, execution and values between a manager 's native country and the local culture. Although culture shock can be disruptive to the manager 's performance, it can be defeated using a set of techniques and mechanisms. The manager has to understand and embrace the new culture and accept the differences it may have with his own. He should observe how people deal in the new culture and mimic the basic ways of dealings and conversing. Also, he should create a comfort zone where he can meet new people and practice his hobbies and interests with from time to time. Furthermore, it is useful to use stress reduction mechanisms to help him blend in to the new society

Albeit in the same continent and the close proximity, German and French managerial styles have their differences. "In Germany there is a clear chain of command in each department, and information and instructions are passed down from the top. Managers work long hours, obey the rules and, though expecting immediate obedience, insist on fair play. For their part, German employees welcome close instruction: they know where they stand and what they are expected to do" (Sarosi,2016). Meanwhile in France the "style is more autocratic, though this is not always evident at first glance. In France, the boss seems to have a more roving role than his focused German counterpart, and often appears to consult with middle managers, technical staff and workers – but decisions are generally made by the chief executive and orders are top-down. The role and status of the leader in France is revealed by a glance at French history. Napoleon and Petain, for example, are remembered for their heroics rather than their failures. Ultimate success is less important than the thrill of the chase and the ability to quicken the national pulse. Hence, unlike elsewhere, there is a high tolerance in French companies of management blunders"