Business Case Study: Culture Differences
Introduction
In these days human beings seem to travel frequently. It could seem that modern technology has made the world smaller and more accessible. For business purposes this increased globalisation could raise challenges when different socially constructed cultures interact. Such cross-cultural friction can be difficult to recognise, but is important to be aware of to avoid confusing communication.
This case study will examine the unsuccessful experience when a Belgian businessman was hired as team leader for an Indonesian company. It will identify the cultural problems that occurred and provide advice to avoid miscommunication.
Analysis of Case Study
When Jonkhart was offered extra privileges he refused. The offers may have made him uncomfortable since in Belgium “offices tend to be simple and functional” (Mole, 2003: p. 126) and there is usually little sign of differences in power. However, in Indonesia power distance is high. Conaway and Morrison (2006) writes that hierarchy is strong and Indonesians show respect to people with visible status or power. It could therefore seem clever that Jonkhart embraces high power distance to win trust and respect. To do so he could accept secretaries to work as intermediaries as this will move him higher up in the hierarchy.
There are other problems linked to high power distance as well. Firstly, Jonkhart does not understand why colleagues do not speak to him in corridors or visit his office. The reason could be that Indonesian workers stay true to the hierarchy and do not approach individuals in higher positions than their own, whilst in Belgium “the boss is expected to be approachable” (Mole, 2003, p. 126). Secondly, he is puzzled by a manager’s dictator-like behaviour and does not understand why he is admired. However, for Indonesians his attitude might be considered normal and fair due to his hierarchical position. Thirdly, Jonkhart believes his team members are not contributing well in meetings. Often
In these days human beings seem to travel frequently. It could seem that modern technology has made the world smaller and more accessible. For business purposes this increased globalisation could raise challenges when different socially constructed cultures interact. Such cross-cultural friction can be difficult to recognise, but is important to be aware of to avoid confusing communication.
This case study will examine the unsuccessful experience when a Belgian businessman was hired as team leader for an Indonesian company. It will identify the cultural problems that occurred and provide advice to avoid miscommunication.
Analysis of Case Study
When Jonkhart was offered extra privileges he refused. The offers may have made him uncomfortable since in Belgium “offices tend to be simple and functional” (Mole, 2003: p. 126) and there is usually little sign of differences in power. However, in Indonesia power distance is high. Conaway and Morrison (2006) writes that hierarchy is strong and Indonesians show respect to people with visible status or power. It could therefore seem clever that Jonkhart embraces high power distance to win trust and respect. To do so he could accept secretaries to work as intermediaries as this will move him higher up in the hierarchy.
There are other problems linked to high power distance as well. Firstly, Jonkhart does not understand why colleagues do not speak to him in corridors or visit his office. The reason could be that Indonesian workers stay true to the hierarchy and do not approach individuals in higher positions than their own, whilst in Belgium “the boss is expected to be approachable” (Mole, 2003, p. 126). Secondly, he is puzzled by a manager’s dictator-like behaviour and does not understand why he is admired. However, for Indonesians his attitude might be considered normal and fair due to his hierarchical position. Thirdly, Jonkhart believes his team members are not contributing well in meetings. Often