Cross Culture Management Cases

Anonymous
timer Asked: Nov 5th, 2016

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Good afternoon,

its two cases with questions and I need the answer for the questions

Turkey and the EU Turkey is often seen as the bridge or crossroads between Europe and Asia. Its largest and most populated part, together with its capital Ankara, lies in Asia; its smaller western part in Europe. The country’s largest city, Istanbul, straddles the Bosphorus, the traditional border between Europe and Asia. Turkey has been an associate member of the European Union since 1963. Although negotiations for it to become a full member began in 2005, a number of EU countries have made it clear that they do not consider Turkey would be a suitable member. Their one fundamental concern is that Turkey is not European, culturally or geographically. This particular standpoint has forced Europe as a whole to consider its own identity. Although the founding treaty of the EEC – later the EU – declares that, for a country to join, it has to be European, the treaty gives no actual definition of the term ‘European’. Proponents of Turkey’s membership argue that the country is European: It is successor state to the partitioned Ottoman Empire which stretched from the Red Sea to the gates of Vienna; as such it played an influential role in the history of Europe for over four centuries. Opponents maintain that if Turkey eventually became a full member of the EU, its large, mainly Muslim, pop- ulation would threaten the Judeo-Christian cultural homogeneity of the continent. The GLOBE project places Turkey in the Middle East cluster, but its cultural profile displays both Eastern and Western values. It may show a strong focus on in-group collectivism: its ‘As Is’ score is one of the highest among those calculated and is almost equalled by the ‘Should Be’ score. At the same time, Turkish business is very competitive and places great emphasis on efficiency and performance. Furthermore, in ideological terms, although the vast majority of its inhabitants practice Islam, they live in a state that has been a secular democracy since 1923. Questions 1. Do you consider Turkey to be part of Europe, Asia or of the Middle East? Justify your opinion. 2. Using your resources, develop arguments for and against Turkey’s full membership of the European Union. 3. Analyze the culture differences between Turkey, EU and Arab by referring to the information of any Hofstede dimensions . A tale of two Russian factories It takes less than 10 minutes to drive from Avtovaz, maker of Lada cars, to its joint venture with General Motors. But to make the journey feels like crossing the border between the Soviet Union and the West 20 years ago. On one side are grey and crumbling concrete factories, military-style security and unsmil- ing workers. An office block towers over the plant, with a top-floor restaurant reserved for managers. On the other is a modern-looking factory, with low-key security, welcoming workers in blue overalls and a canteen where managers and workers eat at the same tables. Workers in both places are Russian and live in the same city. But one factory is stuck in the Soviet era while the other is part of the modern world. Inside, the differences do not lie in technology: Avtovaz has a new assembly line, equipped with the latest German and Italian machinery, to produce its slick-looking Kalina model. But as one foreign executive puts it: ‘What these guys do not understand is that it is not about a car, it is about people. Spending $5bn or even $10bn in the same environment will not make a good carmaker.’ The real distinctions between Avtovaz and its joint venture lie in management approaches and relations between managers and workers. ‘Here everything is different: the work culture, the discipline, the attitude,’ says Evgeny Berezin, assembly manager at GM-Avtovaz. ‘You can build the same factory as the one here, but it is all in the mind,’ he adds. He says all workers at GM-Avtovaz are encouraged to show initiative and make suggestions, which can be quickly taken on board. Any suggestion at Avtovaz usually gets lost in bureaucracy. ‘Avtovaz makes the same model for 10 years – almost unchanged. The car we make here today is different from the one we made a couple of years ago. I like working here because I can see the result of my work. People here have real responsibility.’ Vadim Klassen, who has worked in both plants, says: ‘If we learn from [foreign carmakers] we will catch up quickly. If we go down our own path, we never will. But you have to want to learn and know how to learn.’ Source: from A tale of two Russian factories, Financial Times, 07/07/2006, p. 9. Questions 1. Could you explain what the foreign executive means by saying: ‘What these guys do not understand is that it is not about a car, it is about people.’ 2. Comment on the last paragraph of the case. Do you agree with Vadim Klassen?

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