Southem Star Corporation - Term Paper Example

The cultural analysis undertaken includes a comparison of both cultures based on Hofstede’s four dimensions and Trompenaars’ universalism-particularism dimension. In addition, the communication styles are also compared and further peculiar cultural aspects are also discussed. It is found that power distance shows the greatest contrast between the two countries, which probably explains much of the miscommunication. In addition, the Moroccans are found to be more collectivistic, have stronger uncertainty avoidance, and in communication, are more indirect, implicit, affective and contextual.

The consequences and implications are also discussed and recommendations are made based on these. Furthermore, there is a need for SSC to adapt to the Moroccan custom of hospitality and establishing close relationships, and most of all, to win the respect and trust of the Moroccan people. Table of Contents 1. Introduction 5 1.1 Outline and rationale 5 1.2 Purpose of the report 5 1.3 Theoretical basis 6 1.4 Scope of the report 6 2. Problems being faced 7 2.1 First problem: alleged intimidation of locals 7 2.

2 Second problem: opposition from NGOs 8 2.3 Third problem: legal tensions 9 3. . 1.1 Outline and rationale This report compares the organizational culture of Southern Star Corporation and its New Zealand management style with the culture of Morocco. It uses the MBI (Map-Bridge-Integrate) model and primarily Hofstede’s model of cultural dimensions supplemented with appropriate dimensions from Trompenaar’s cultural model and other relevant aspects. Understanding the effect of culture on people’s behaviour is important because it helps to better manage them within a global context.

It helps to know the norms of the target culture, the organisational climate and the suitable philosophy for relating with employees and customers. 1.2 Purpose of the report This report has been prepared as a direct response to the negative media reports on foreign companies mining in Morocco, and the subsequent decision by SSCs executive body to address the situation. As a cross-cultural management consultant for SSC, the main objective is to try to diffuse the situation through informing the company of the cultural aspects involved.

Moreover, the aim is to help to create a socially responsible approach for the company to take with respect to its mining operation in the region with the involvement of the local population. 1.3 Theoretical basis The models used to explain the cultural differences highlighted in this report are grounded in international research on managers and workers. For example, Hofstede’s research is based on 116,000 IBM workers across 70 countries since the 1980s. The cultural profiles of nations are reflected in their management styles and practices.

Trompenaars’ findings are also based on thorough research, on a survey of 15,000 managers across 28 countries and spanning a period of 10 years. 1.4 Scope of the report This report is focused on