Team Building
EURO DISNEYLAND
INTRODUCTION –
It is essential to be conscious of various cultural values across the world for fruitful execution of international human resource and business strategies. The organisations must think locally and not globally, they must try to fit into the culture of the country or region they are about to venture into (Hofstede, Jonker, & Verwaart, 2012). Euro Disneyland is an organisation that failed to think locally and did not try to fit into the French culture rather, dictated their terms on the way the most famous lucrative amusement park would function in France. This report distinguishes the cultural differences between America and France, using Hofstede’s cultural dimensions, brings to light the various operational mistakes by Disneyland and also some key learning from their mistakes which Disneyland should consider.
HOFSTEDE’s CULTURAL DIMENSIONS -
1. Power Distance -
Power Distance is a measure of the extent to which power is distributed unequally amongst the members of the society or organisation. France has high power distance when compared to the United States of America. Disney was negotiating with the French government by demanding a tax cut on Value Added Tax (VAT) from 18.6 per cent to 7 per cent. Also, Disney was primarily hiring only American expatriates into the top positions at Euro Disneyland most of whom did not have a command over the local language, French. In contrast, United States of America have a lower power distance.
2. Individualism -
Individualism focuses identity based on the individual, personal goals and individual rights. According to Hofstede, people focus only on themselves and their families. USA is more individualistic and France is collectivist. Disney had forced its employees to a strict dress code and code of conduct and wanted them to smile and greet the guests, which was not a part of the French culture. Americans are open, friendly, warm, while in the other hand the French are closed,
INTRODUCTION –
It is essential to be conscious of various cultural values across the world for fruitful execution of international human resource and business strategies. The organisations must think locally and not globally, they must try to fit into the culture of the country or region they are about to venture into (Hofstede, Jonker, & Verwaart, 2012). Euro Disneyland is an organisation that failed to think locally and did not try to fit into the French culture rather, dictated their terms on the way the most famous lucrative amusement park would function in France. This report distinguishes the cultural differences between America and France, using Hofstede’s cultural dimensions, brings to light the various operational mistakes by Disneyland and also some key learning from their mistakes which Disneyland should consider.
HOFSTEDE’s CULTURAL DIMENSIONS -
1. Power Distance -
Power Distance is a measure of the extent to which power is distributed unequally amongst the members of the society or organisation. France has high power distance when compared to the United States of America. Disney was negotiating with the French government by demanding a tax cut on Value Added Tax (VAT) from 18.6 per cent to 7 per cent. Also, Disney was primarily hiring only American expatriates into the top positions at Euro Disneyland most of whom did not have a command over the local language, French. In contrast, United States of America have a lower power distance.
2. Individualism -
Individualism focuses identity based on the individual, personal goals and individual rights. According to Hofstede, people focus only on themselves and their families. USA is more individualistic and France is collectivist. Disney had forced its employees to a strict dress code and code of conduct and wanted them to smile and greet the guests, which was not a part of the French culture. Americans are open, friendly, warm, while in the other hand the French are closed,
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