People and Global Organizations (Cross-Cultural Team Working in Almond Chemical)

University of Lincoln Assessment Framework Assessment Briefing 2023-2024

Module Code & Title: People and Global Organizations

Contribution to Final Module Mark: 100%

Part A: Choose one of the three topics below to address the issues in the above case study:

1. Cross-cultural negotiations

2. Diversity in global organisations

3. Cross-cultural team-working

The Selected Topic is Cross-cultural Team Working and Company Case Study is Almond Chemical

Part B: Reflection

Solution

Introduction

As a global company with strong roots in Germany and its operations in China, Almond Chemical comes up against cross-cultural problems of business practice. This case study points out the ethical standards of Europe and China versus each other, as well as raising problems over alignment. A commitment to ethics and safety by leadership underpins the company's global image but is also a factor in relations with Chinese partners. With Almond Chemical's case study as step one, this essay analyzes the meaning of cross-cultural teamwork considering Almond Chemical's unique and creative corporate culture. The point is to study the problems and rewards of cross-cultural teams from a theoretical perspective, using Almond Chemical as an example (Katherine & Wang, 2011).

2. Cross-cultural Team Working: Literature Review

The concept of cross-culture acknowledges the differences among businessmen from different countries, social backgrounds, and ethnicities and how to overcome them. As the world has globalized, cross-cultural education is now necessary for business success in opening and maintaining new markets.

2.1 Cross-cultural Team Working and its Impacts on Individuals and Organizations

Cross-cultural teamwork is a complex and fertile phenomenon, with far-reaching consequences for both people themselves. As organizations become global, the importance of teamwork across different cultures becomes even more evident. Research indicates that heterogeneous teams can generate the widest range of views, thus promoting creativity and innovation. In such a politics, the globally distributed teams at Almond Chemical serve as an example. They have established through their daily experience with each other that inclusiveness is not only possible but worthwhile, and they exploit cultural diversity to enhance business success (Kirsch, et al., 2012).

Individuals working in cross-cultural teams often experience enhanced problem-solving abilities. For example, experience shows that when people are drawn into many cultural circles, it enhances their cognitive elasticity and gives them more versatile thinking habits to apply to problems. This is precisely why Almond Chemical's multicultural workforce stands as a testament to this. Employees from different cultural backgrounds bring forth an array of insights; the company has learned how to become more flexible, with constant learning based on changes in the market environment and product offering (Indeed, 2023).

For an organization, the effects of cross-cultural working go beyond innovation rates, and throughput and into market competition. An organization that can manage the diversity of its teams can draw on a wider pool of talent, and this produces innovative answers. Engineered for diversity Built on the principle of not just tolerating but embracing difference, Amazon has become one of the world's recognized innovation leaders. (TechPlay, 2023)

2.2. Types and Approaches to Managing Cross-cultural Team Working in Organizations

There are different types and methods of cross-cultural teamwork, with their advantages and difficulties. In addition to adopting a variety of strategies, Almond Chemical has established an industry model for cross-cultural cooperation.

Types of cross-cultural teams are virtual teams and multicultural teams.? In the digital age, there are more and more virtual teams. With a widespread international workforce, Almond Chemical frequently uses virtual teams. However, such challenges as time zone differences and the need to rely on digital communication call for strategic thinking to ensure smooth-functioning teams. The multicultural teams at Almond Chemical are a little world in which the company operates. The company embraces the advantages of cultural diversity and attaches great importance to “cultural intelligence” among its employees (Allthingstalent, 2019).

Almond Chemical provides a cross-cultural training approach to its employees so they can adapt to cultural differences. This kind of training not only raises cultural consciousness, it also engenders team spirit. Almond Chemical's leadership principles stress inclusiveness and diversity. They are invited to esteem diversity and respect cultural differences, creating an ambiance in which every voice is heard. Realizing the importance of effective communication, Almond Chemical approaches this question in different cultural and language-related ways. This way information can be spread out clearly and inclusively (Fontaine, 2007).

3. Cross-cultural team working in Almond Chemical

3.1 Contextual Factors

The key to Almond Chemical's global success lies in its skill at handling cross-cultural staff relations. Some contextual factors affect Almond Chemical's policies and practices in this area.

The global reach of Almond Chemical is reflected in the diversity of its workforce, which includes persons from a variety of cultural backgrounds. The company's commitment to diversity and inclusion is reflected in its policies on cross-cultural teamwork. The company promotes a multicultural workplace so that teams can draw on the varied views and experiences others have to offer (Kundu & Mor, 2017).

Seamless global collaboration across borders is needed to facilitate Almond Chemical's aggressive international expansion. So cross-cultural teams come about to take account of consumer habits that are different from nationality. Teams adapt to the cultural differences between their markets so that Almond Chemical can be locally innovative (Tang & Wang, 2017).

The cutting-edge technology upon which Almond Chemical relies makes it easy to collaborate across cultures. These sophisticated means of communication and digital platforms developed by the company reduce the geographic barriers to real-time interactions among team members. This piece of technological infrastructure is a background factor influencing the way Almond Chemical works across boundaries.

Working in several countries means facing various legal and regulatory environments. Such regulations also have an impact on the methods by which Almond Chemical runs its cross-cultural teams. This encompasses compliance with labor laws, data protection regulations, and other legal considerations that differ from one jurisdiction to another (Carl & Olokooba, 2014).

3.2 Hofstede theory

Here's a comparative understanding of cross-cultural teams if related to two countries, Germany. Individuals can understand many things from the model developed by Hofstede regarding cultural dimensions.

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Figure 2: Cultural Difference

Because power distance is relatively reduced in Germany, with support from a large middle class; the nation is by no means one of those farthest removed (ranking 35th).

But German society is a fundamentally individualist one (79). It appears that smaller households with an emphasis on parents and children rather than uncles or aunts are more common.

Germany is counted as a motivation towards achievement and success, grade 66. Because the educational system separates students into different types of institutions at age 10, achievement is highly valued from an early date ?(Hofstede, 2023).

Given the 57 that Germany has earned for long-term orientation, this is a much more pragmatic nation.

Here the German civilization gets an indulgence 40 score on this dimension. The reason is that their national character tends to be narrow and confining by nature. Communities with this low score are generally skeptical and gloomy.

Therefore, Chairperson of the Almond Chemical John Liu Allows me to illustrate with an example. The diagram above depicts a few planning items that Mr. Now, however, Almond Chemical wants to branch out into business activities overseas it has the problem of crossing cultural barriers ?(Kong & Yao, 2019).

3.3 Lewis Model:

The Almond Chemical case is particularly important in terms of the Lewis Model, which focuses on communication styles and cultural profiles. The clash with Chinese partners belongs to Lewis's categories of communication patterns--linear, active multi-active, and reactive. Dealing with these different approaches to communication is an important prerequisite for effective cross-cultural collaboration. This model prompts a subtle, multifaceted solution. Recognition of cultural differences between Almond and its Chinese counterparts is key to breaking down communication barriers and smoothing future cooperation (Lewis, 2010).

3.4 Edward Hall Model:

It is uncovering hidden cultural dimensions in the clash at Almond Chemical that requires Edward Hall's Cultural Iceberg Model. Digging deeper, the Chinese partners 'claim of overspending itself exposes underlying cultural values. Hall's model which differentiates between high-context and low-context cultures brings out the necessity for Almond to decode inferred meanings. As the parents maneuver through these cultural complexities, Almond finds himself being led by circumstances to look below the surface and see that apparent differences are interrelated in hidden ways. Such awareness is essential for promoting effective methods of communication and cooperation between Almond and its Chinese adversaries in those cross-cultural contact points (Bccampus, 2023).

4. Issues Arising

The cultural clash at Almond Chemical has raised some problems which need to be addressed and resolved. Secondly, there is a contrasting core of business practices such as standards and ethics in the Chinese market which conflicts with Western society. This collision puts Almond's policy of strictly following international ethical standards at risk--a standard demanded by the U.S. Foreign Corrupt Practices Act (FCPA) (Koehler, 2012).

The environmental and safety practices are extremely disparate. However, Almond's adamant commitment to maintaining German standards is at odds with the Chinese partners 'understanding that these are wasteful and extravagant. This goes as far as dictating resource allocation or even compromising security procedures (Pekovic, 2015). The differences in expense and allegations of wasting money show a divide within financial management. Chen Dong and other Chinese partners call for stronger cost control, stressing the need to meet profitability targets, and expressing dissatisfaction with what they consider conspicuous waste.

Also, the increasingly belligerent conflict over the proposed sales combined with many agents' repeated promises of commissions or all-expenses-paid trips shows just how hard it is to reconcile sales strategies and commercial realities against both ethics guidelines and cultural expectations. The battle over who gets to choose the finance director reflects a more serious political struggle in which governance issues within this joint venture raise important questions about decision-making authority and strategic direction (Singh, 2014). Facing these multifaceted challenges, Almond Chemical's approach to resolving them requires one that combines cultural sensitivity with ethical standards and financial pragmatism to promote successful cross-cultural cooperation as well as environmentally sustainable business behavior.

5. Critical Leadership Evaluation Approach in Almond Chemical.

Examining critical leadership at Almond Chemical requires scrutinizing how leaders move through the complex culture and ethics. The President of Almond China, Liu Peijin has shown a determined resolve to adhere globally to standards for ethics and safety in the face of cultural differences. His persistence on ethics, safety, and environmental issues exemplifies a leadership style of principled decision-making. But this recent board meeting shows the limitations of such simplistic leadership. A small degree of hesitancy the venture's Vice Chairman, Dolf Schulman expressed cultural and financial dissent. When different cultures have entirely differing expectations as to what represents good communication and effective stress relief, how can you make an objective assessment? Liu's emphasis on ethics demands backing from people like Schulman-culture is too delicate for bumbling interlopers. Also, cultivating an atmosphere conducive to cooperation and channeling cultural cross-currents will be vital for keeping the joint venture afloat (Kappagomtula, 2017).

6. Recommendations

To structure its cross-cultural training programs, Almond Chemical should invest in the Hofstede Cultural Dimensions model. This model, which focuses among other dimensions on Individualism vs. Collectivism and Power Distance: Framework gives sense to cultural differences. In tailoring training content to address challenges identified in different regions, relevance, and effectiveness are ensured (De Mooij, 2010).

The Situational Leadership Theory can make leaders more adaptable to the cultural environment. This theory, which stresses the modification of leadership styles following how prepared followers are to move forward, is compatible with a variety of viewpoints among cross-cultural teams. Frequent leadership training (incorporating elements of the GLOBE-Global Leadership and Organizational Behavior Effectiveness) framework can help fine-tune cross-cultural leadership skills (Thompson & Vecchio, 2009).

Relying on Milton Bennett's Intercultural Sensitivity theory, Almond Chemical can develop programs that will promote cultural sensitivity among employees. This theory sets up stages of cultural sensitivity development and provides a guide for program activity aimed at opening people's minds from ethnocentrism to ethnorelativism. Having events to celebrate different cultures fits in with the MCOD model, creating an environment of inclusiveness (Knezevic & Bratina, 2017).

The Geert Hofstede Cultural Dimensions model can help design digital platforms that enable cross-cultural exchange. Knowing dimensions such as Uncertainty Avoidance and Long-Term Orientation can help guide designers when building platforms that will accept different styles of communication and notions about time. Further, using aspects of the Technology Acceptance Model creates user-friendly platforms designed for easy adoption (Hofstede, 2011).

7. Managerial Implications

The managerial consequences for Almond Chemical are sweeping. Overcoming cross-cultural difficulties requires a strategic change. Cultural intelligence must then become the most important for leadership, with an organizational culture that values different points of view (Balogh, et al., 2011). Under these circumstances, targeted cross-cultural training programs become imperative. All employees must understand the fine points of international ethical standards. Diverse cultural backgrounds should be encouraged, with inclusive leadership practices. In addition, clear communication channels and platforms for cross-cultural cooperation must be set up in the future. Almond Chemical, then, needs to take a proactive stance. Its management should encourage cultural sensitivity efforts and create an environment where each employee feels he is making his unique contributions. Taken together, these measures put the company in a strong position to craft its future on an ever-changing playing field (Balogh, et al., 2011).

8. Conclusion

Almond Chemical's experience points up the complexities of transnational teamwork and offers challenges as well as opportunities. This collision requires a delicate balance between universal ethical norms and indigenous business customs. Almond Chemical can use its cultivated cultural integration that simultaneously integrates the world's leading ethical standards and emphasizes decision-making at all levels of personnel as a competitive edge, turning one part of the differences between cultures into an advantage. Adaptability is the need of today, and lessons are to be learned from cross-cultural challenges. Almond is also preparing itself to battle on the larger stage of international competition, not only by overcoming obstacles but using its cross-cultural experiences advantageously in a rapidly changing world. By doing this, the company is providing a blueprint for not only survival but success in navigating cross-cultural collaboration.

10. Part 2: Reflection

This type of activity can produce material to support the information's meaning, helping students reflect on how their selves fit with self and society and about the environment as expressed through life ?(CLA, 2022). By one of the best-known cyclical frameworks of reflection, Gibb’s model guides users via six phases of delving into personal knowledge: descriptions, feelings, evaluation, investigation and conclusions; and plan.

1. Description

In the People and Global Organizations course, students received a thorough examination of managing multicultural teams in international firms. Through analysis of diverse cultural paradigms, such as those propounded by Hofstede about his five dimensions, the course provided a sophisticated understanding of some facets not only of cross-cultural but even international teamwork. Held in combination with lectures and seminars, this created a vibrant atmosphere for learning that combined theory and practice. Its course structure broke through cultural complexity, providing a comprehensive understanding of international organizations (Adeani, et al., 2020).

2. Feelings

Taking part in the class entitled People and Global Organizations aroused many emotions, from interest to introspection. Exposure to cultural theories, especially the intriguing ideas contained in Hofstede's model, stimulated intellectual curiosity. Participation in social activities and discussions enlarged horizons, cultivating a spirit of openness to all kinds of ideas. The emotional journey also provided moments of insight into the value of cultural sensitivity, emotional intelligence, and strong communication capabilities for global collaborations. These subconscious feelings along with others resulted in an increased sensitivity to the complex pros and cons of leading teams under international conditions (Aneeis Hashim, et al., 2023).

3. Evaluations

In evaluating the People and Global Organizations course, I would term it an enriching experience that led to both personal and professional development. This course combined theoretical frameworks with practical points and provided a complete understanding of cross-cultural relations. The assessment does not stop at the appropriateness of theoretical models like Hofstede's, which proved very useful in handling multicultural exchanges. This helped bring greater practical applicability to the knowledge acquired by incorporating real-life cases and discussions with industry professionals. All in all, this course not only improved my cultural maturity but also taught me the necessary skills for operating effectively amidst global interdependence and a rapidly changing environment conducive to professional practice (Mitchell, 2011).

4. Analysis

Looking at the People and Global Organizations course, I can see its ability to provide a multi-pronged approach toward cross-cultural management. The course looked at some different cultural models, including Hofstede's and Lewis', providing a well-rounded analytical framework. Real-world problems in global business were better understood by incorporating practical case studies, such as the Almond Chemical example. Interpersonal skills, emotional intelligence, and effective communication strategies also added new layers to the analytical toolkit. This whole perspective has not only widened my horizons but also provided me with the knowledge and skills of adaptability required for such a complex world as international business, let alone multicultural teamwork (AC, 2023).

5. Conclusion

In sum, the People and Global Organizations course has been a rewarding trek whereby one comes to comprehend all the complexities of transnational management. This course, in its practical applications such as the Almond Chemical case study and theoretical models like Hofstede's, provided a complete education. This focus on personal skills, emotional intelligence, and effective communication has not only increased my professional repertoire but also instilled in me a deep sense of the worthiness and quality of cultural contribution. Now fortified with this information, I am more adept at the demands of handling teams from across national borders. This is important because it enables us to make decisions that are well-considered and participatory when interacting in multicultural settings which typify our globalized era(AC, 2023)..

6. Action Plan

The next step? My strategy consists of lifelong learning and the practical application of cross-cultural management theory. One is to expand my understanding of these cultural frameworks (e.g., the Lewis Model and Edward Hall Model) as well as improve my skill of decoding implicit messages across vastly differentiated cultures in each culture area; Secondly, I expect to join in more multicultural activities and exchange ideas with people from different backgrounds, thus improving my communications skills. In addition, I want to participate in cross-cultural training programs to enhance my cultural competence. With these strategies consistently used, I predict that my sensitivity to cultural differences could be honed to a fine edge; and this in turn would enable me in both my personal life as well as professional work to more effective cross-cultural cooperation(Mitchell, 2011).

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References

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