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Define and criticise models for understanding differences in national and organisational culture

Assignment Brief

In this paper you have to discuss and evaluate models for understanding differences in national and organizational cultures. Describe methods in which cultural differences influence on behaviour in organisations by comparing different national cultures

Cross-Cultural Management

Learning outcomes assessed within this piece of work as agreed at the programme level meeting
  • Define and criticise models for understanding differences in national and organisational culture
  • Describe ways in which cultural differences impact on behaviour in organisations by comparing different national cultures,
  • Demonstrate how models for understanding motivation, leadership and group behaviour take account or fail to take account of cultural differences
  • Define how verbal and non-verbal communication varies across cultures and the impact on managers
  • Determine the problems likely to be faced by international managers working in a different culture to their own
  • Be sensitive to cultural differences, when working within a diverse team or moving to a new culture
  • Explore ethical issues and dilemma’s relating to cross cultural management

Instructions for assessment

With reference to appropriate models, theories, frameworks and academic literature, you are required to respond to two essay titles, as follows:

  • the compulsory question from Box A
  • one from the selection in Box B 

You should provide your answer in the form of a discursive essay in not more than 1500 words for each title [3000 words in total]. 

  • Define and criticise models for understanding differences in national and organisational culture

The pieces of work are equally weighted at 50% of the overall mark.  Note that you should not include any appendices in your finished piece of work.

Box A

Compulsory Question:

Using an appropriate model of cultural values, contrast two cultures then discuss what potential problems might arise for people from these two cultures doing business with one another.

 

Box B

Please select ONE of the following questions:

  1. Critically   evaluate   cross   cultural   communication   as   being   an   under-estimated   challenge   in   international Management. Discuss providing examples. 
  2. 2. Critically   discuss   what   the   barriers   and   challenges   facing   multi-national   groups   and/or   teams   and   do they outweigh the opportunities?
  3. 3. Critically investigate what happens as the global economy develops so does ethics and social responsibility in the same way?
  4. Critically   evaluate   cross   cultural   communication   as   being   an   under-estimated   challenge   in   international Management. Discuss providing examples. 
  5. 2. Critically   discuss   what   the   barriers   and   challenges   facing   multi-national   groups   and/or   teams   and   do   they outweigh the opportunities?
  6. 3. Critically investigate what happens as the global economy develops so does ethics and social responsibility in the same way?
  7. Critically   evaluate   cross   cultural   communication   as   being   an   under-estimated   challenge   in   international Management. Discuss providing examples. 
  8. 2. Critically   discuss   what   the   barriers   and   challenges   facing   multi-national   groups   and/or   teams   and   do   they outweigh the opportunities?
  9. 3. Critically investigate what happens as the global economy develops so does ethics and social responsibility in the same way?
  10. What is meant by stereotyping, provide an example and discuss how this might act as a barrier, or an aid, to effective communication
  11. How much responsibility should an organisation take for helping its employees manage work and family interface?  Discuss with examples.
  12. Critically investigate whether organisations around the world are becoming more similar?
  13. Define and criticise models for understanding differences in national and organisational culture

Sample Answer 

Cultural Differences Between Two Nations and Their Impact on Business Relations

Introduction

In an increasingly globalised world, cross-cultural understanding is essential for effective international business. National and organisational cultures influence how people behave, communicate, and make decisions in a work environment. This essay explores cultural differences using Hofstede’s Cultural Dimensions Model, comparing the cultures of Japan and the United States, and analysing how these differences can lead to challenges in business relationships. It will also evaluate the model`s strengths and limitations in understanding cultural behaviour.

Hofstede’s Cultural Dimensions Model

Geert Hofstede’s model is one of the most widely used frameworks to compare national cultures. The model includes six dimensions:

  1. Power Distance – acceptance of unequal power distribution.

  2. Individualism vs. Collectivism – the degree to which people prioritise individual or group goals.

  3. Masculinity vs. Femininity – preference for competition and achievement versus cooperation and care.

  4. Uncertainty Avoidance – tolerance for ambiguity and risk.

  5. Long-term vs. Short-term Orientation – focus on future rewards versus immediate results.

  6. Indulgence vs. Restraint – extent of freedom in fulfilling personal desires.

While useful, the model has been criticised for over-generalisation and national stereotyping. Critics argue it fails to reflect individual differences and evolving cultural changes, and that it is based mainly on Western corporate settings, reducing its global validity.

Comparing Japanese and American Culture

Power Distance

Japan scores moderately high on power distance, reflecting respect for hierarchy and seniority. In contrast, the US has a low power distance, promoting flatter organisational structures and open communication. For example, American employees may feel comfortable challenging a manager’s decision, whereas Japanese workers may avoid confrontation, waiting for instructions from superiors.

Individualism vs. Collectivism

The US is highly individualistic, valuing personal achievement and autonomy. Japan is more collectivist, emphasising group harmony, consensus, and loyalty. In business, Americans may prefer to make quick decisions independently, while Japanese teams may take more time to reach group consensus. This can cause frustration in joint ventures.

Uncertainty Avoidance

Japan scores very high on uncertainty avoidance, showing a strong preference for rules, procedures, and risk minimisation. Americans are more comfortable with ambiguity and flexible work practices. Japanese partners might see Americans as reckless or informal, while Americans may view Japanese caution as slow or bureaucratic.

Long-term Orientation

Japan has a long-term orientation, favouring planning, persistence, and saving face. The US, with a short-term orientation, focuses on quick results, profit, and innovation. Americans may push for fast returns, while Japanese partners aim for stability and gradual growth, causing possible conflicts in project timelines and expectations.

Potential Problems in Business

When people from such different cultural backgrounds collaborate, several problems can arise:

Communication Breakdowns

Differences in verbal and non-verbal communication can cause misunderstandings. Japanese people tend to use indirect communication, relying on context and body language, while Americans prefer direct speech. For instance, a Japanese partner may avoid saying “no” directly to maintain harmony, leading Americans to misinterpret their true intentions.

Decision-Making Conflict

The American preference for quick, individual decisions can clash with the Japanese approach of collective, slow decision-making. This mismatch can create delays and tension in joint projects.

Trust and Relationship Building

In Japan, business relationships are based on trust, loyalty, and long-term cooperation. Americans may focus more on contracts and short-term outcomes, potentially harming relationship-building with Japanese partners.

Leadership Style

American managers are usually task-oriented and informal, while Japanese leaders are process-oriented and formal. Japanese staff may see American informality as disrespectful, while Americans may find Japanese formality too rigid.

Criticism of Hofstede’s Model in This Context

While Hofstede’s model highlights key cultural contrasts, it is criticised for cultural determinism – the assumption that all individuals in a country behave the same way. In reality, organisational culture, industry norms, and personal experiences can influence behaviour just as much as national culture. Moreover, globalisation has led to the blending of cultural values, reducing the model’s accuracy in modern settings.

Continued...

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