Cross-Cultural Management in Euro Disneyland - Case Study Example

RUNNING HEAD: Euro Disneyland Case Study Name: Course: Course instructor: Date submitted: The case study on Euro Disneyland is a good example of management across diverse cultures. Euro Disneyland, initially started in America registered tremendous expansion which saw it open several branches in California, Tokyo and Finland. Although it was the right direction towards achievement of high profits, the management had to deal with major setbacks regarding culture discrepancies. For instance, introduction of Disneyland in France was faced with great opposition from the French people who felt that the park could replace the cultural values of the French people with American culture. According to Luthans, 2008, Cross cultural management may have several meanings. Firstly, it means managing organizations in different countries with differing cultures from one’s own. It may also mean managing an organization with employees from different cultures or managing an organization that is international. It is therefore important for international organizations such as Disneyland to understand the complexity of the issues concerned in having branches spread out throughout the different continents where cultural differences are evident. An understanding of the elements of culture as well as the interrelations between them is of paramount importance. Management of Disneyland also needs to perceive the urgent need to have cross-cultural studies for itself and its employees across all the countries (Johann, 2008). The paper seeks to demonstrate the cultural differences between United State and France with regard to Hosfstede’s cultural dimensions. Cultural differences have also been explained using Trompenaar’s research on organizational culture. Several mistakes of Disneyland management are quite evident from the case study and have been well outlined in this paper. I have also tried to evaluate some lessons that the company needs to apply in order deal with cultural diversity The French culture unlike the American believes in individualism. The ties between the individuals are loose and every person is expected to tend or look after him/herself. The immediate family comes before any other social institution. The American society believes in collectivism and the holding of the accountability of the social wellbeing of all the persons (Hofstede, 1991). For instance, the French did not see the essence of having a public relations campaign between the French Disney and the French agricultural society that the company was built. The French saw it as a way to bringing the American culture to the French (Hofstede, 2001). Secondly, the French culture unlike the American has the culture of uncertainty avoidance whereby the members of the culture are threatened by things that are uncertain and always wish to avoid certain situations that they are not sure of. For instance, the French culture tried to avoid the entrance of the Disney Company for the fear that it would have a negative magical influence on the French farmers and the children who was being turned in to consumers at an early age. The cultural differences between the two cultures is significantly evident in the form of dressing as the French particularly viewed and had particular taste for dressing as each occasion had a particular mode of dressing. The French have an appearance code that they are set to follow as a guideline to their dressing. The French unlike the Americans had to be molded to enable them have the squeaky clean Disney image (Kirkman et al., 2009). Trompenaars’ research on organizational culture has incorporated the promotion of consensus which his needed in the launch or delivery of new projects in new cultures. The idea realizes the need to be able to persuade others to be able to reach an agreement. The study emphasizes on the need to be able to study the culture of a given new environment where the business is to be set and compose strategies that will be able to have the business goals to be met. The idea aims at the adoption of strategies that are in line with the cultures to avoid the eventuality of obstacles which may result from political interests and other social differences (Fiske, 2002). The study of a given organizational culture is vital as it will be able to determine the type of leadership that will sustain the consumer market competition that exist thus, being able to form strategies that will have the firm or organization to be able to sustain and maintain its competitive market advantage. Lastly, the organizational culture is vital as it dictates the value the workers give to their work and the organization at large. It is not only essential to have relevant and innovative ideas but the team should have the real value strategies that are able to successfully deliver and easily adopt what was once thought to be thoughts and be able to make them a reality. It is however important for the organization to be able to have a knowledge of its workers and organizational culture to be able to realize better methodologies that are to be utilized in solving any disputes and form a proper communication channel (Inglehart, 2000). From the case study, it is evident that there are various mistakes that Euro Disneyland that was committed in managing operations within this company. It is very important that the layout of any business is perceived to be a platform towards its success. The layout that was used by Euro Disneyland was not friendly to all its customers. For instance, it was French tradition to serve meal after any meal. This was not considered by the company management since it placed an alcohol ban within the park regardless of it French customer attitude on wine. Further, many customers indicated that the images that were been displayed by this company such as those of gangsters and speakeasies gave a negative attitude to their children. A good layout calls for creating a brand image that is friendlier to the target group (Inglehart, 2000). Another main mistake that was evident in the management of Euro Disneyland was the techniques used in hiring its workers. The company had developed a handbook with very details rules and regulations on jewelry, clothing and hairstyle. This was a clear embroiling Euro Disneyland in a cultural and legal dispute. It is evidently that management of this company is very insensitive to individualism, privacy and culture. Researchers indicate that the management argued that employing individual without good standard such as dressing regardless of their culture may possible threaten the image of the company. Globalization entails the use of a common language that is been understood by people benefiting from that particular organization. This was not the case in Euro Disneyland as it is noted that its first work bids was in English making both French small and medium size companies feeling like foreigners in their own land (Fiske, 2002). Based on the company experience it is evident that there are several lessons that the company needed to have learned as a way to ensure that it is able to deal with diversity (Lok, 2004). First, it is obvious that a company like Euro Disneyland is global and so its management should carry out its operations in a more diversified manner. For instance, during its first ad for work the company should not have used English but rather French so as to attract a specified French target customer (Vandello, 1999). Globalization entails using a common language that is friendlier to a particular target group that promoting diversity. Secondly, the organization should realize that different culture have different ways in the way they dress and eat. For instance, the banning of taking alcoholic drinks within the park was not necessary in French since they were used into taking wine after every meal (Luger, 2009). The company should realize that their cultures that cannot be done away with but rather they should be utilized so as to ensure growth and stability (Ryals, et al., 2000).. It should be clear that culture should be developed into the organization to ensure that unity is strengthen as opposed to individuality thus organizational success and future growth. Culture should not be shunned away but rather positive culture should be incorporated and respected by all members within Euro Disneyland (Triandis et al., 1988). The success of Disneyland in France and all the other regions will depend on the conversancy of cultural diversity by management and employees. It is possible for Disneyland to achieve its goals in foreign countries if it understands the differences in cultures both in USA and France. This will enable it to incorporate cultural measures that best suit people from both countries and bring about customer satisfaction. It should be quite sensitive to matters pertaining to culture such as language, dressing code and individualism. As noted above, it is not possible to change the cultural values of a people hence one can only modify their own cultures to match that of the foreign culture for effective living. The managerial mistakes that come up in the company should be ironed out completely for the success of Euro Disney in foreign countries. Management as well as the employees should have adequate knowledge on cultural diversity to avoid situations like the one witnessed in France when Euro Disney opened park there. References Fiske, A.P. (2002). Using individualism and collectivism to compare cultures: A critique of the validity and measurement of the constructs: Comment on Oyserman et al. (2002). Psychological Bulletin, 128 (1), 78-88. Hofstede, G. (1991). Cultures and organizations. Software of the mind. London: McGraw-Hill. Hofstede, G. (2001). Culture’s Consequences. Second Edition.Thousand Oaks, CA: Sage. Inglehart, R. and Baker (2000). Modernization, cultural change and the persistence of traditional values. American Sociological Review, 65, 19-51. Triandis, H. C., Bontempo, R., Villareal, M. J., Asai, M. & Lucca, N. (1988). 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