Managing Diversity in Work Cultures

1. Select two countries of your choice and research their business cultures. Compare and
contrast their business cultures with the US business culture. Evaluate the similarities and
differences that you find. How should international leaders respond to this diversity within
the international work culture?

The two countries that I chose to research the business cultures of both are the UAE and Turkey.
These two countries are located middle east and unfortunately located in the middle of terrorist
conflict and civil unrest. I chose these two countries because of their rich cultural history and
emerging business markets in trades of industry and production.
Turkish Management Style
Business culture in Turkey is very similar to the rest of the countries around the Mediterranean.
It is important to build a relationship with customers; this creates confidence and trust between
seller and customer. In Turkey you are very true to your clients, as well as customers rarely
change the product if he or she has a good relationship to the seller company and the product
serves its purpose. Turkey has an open economy and is considered an emerging market with
high-growth by the International Monetary Fund (IMF), making Turkey a newly industrialized
country. Turkey’s trading partners are Germany, Iraq, UK and Russia. Its main exports are vehicle
parts, machinery parts, knitted and crocheted goods and articles
(http://businessculture.org/southern-europe/business-culture-in-turkey/).
UAE Management Style
Local management style is directive and paternalistic. Managers are expected to give clear and
direct instructions to their subordinates and the subordinate will be expected to carry out the
instructions to the letter. The products produced in the UAE are construction items such as
doors, aluminum and oil. The other products produced are paper and textiles. Most businesses
are led by families and are limited in commercial trade (http://businessculture.org/southern-
europe/business-culture-in-UAE/).

When comparing the United states with these two countries, the differences are apparent. The
United Stated is diverse in natural products and manufacturing. The US also has a strong
economic profile with multiple investments and commercial revues. Also, the US promotes
independent enterprises to help boost the GNP and have a higher ROI. The American business is
largely not too concerned with building personal relationships, but in meeting the goals of the
company and making time count.

2. Explain how awareness of business culture across countries can enhance strategy
implementation.

The key point in understanding globalization as it pertains to businesses need to understand the
similarities and differences across national boundaries, in understanding this basic principal it
will help the business to function in the host country and to utilize the opportunities presented
and deal with the potential downfalls in global business proceedings. Communication also is
huge factor in planning a strategic plan for operations on foreign territory. Subtle differences in
how people communicate, both verbally and non-verbally, can make the difference between a
 deal going through and an agreement falling apart. Understanding the local language and
cultural norms are the main stays for having the global business be successful.
(http://www.referenceforbusiness.com/management/Str-Ti/Strategy-in-the-Global-
Environment.htm).

3. An organization has an aggressive diversity and gender equality program and has decided to
send a female senior manager to a subsidiary in another country where women are not
treated as equals. Take a position for or against this decision and support your position with
reasoned arguments and citations and references to justify your premises.

Despite the progress that nations have taken to ensure at all people are fairly treated and paid,
women remain underneath a glass ceiling, other places a steel barrier. Equality of opportunities
between women and men is a broadly recognized and protected right under national and
international law: The Declaration of Human Rights (United Nations, 1948), the Declaration
of the UN Assembly (United Nations, 1979). However, with the rapid growth of corporate
globalization; many cultural barriers remain for professional women. Many women are not
given international positions due to gender. Many companies fear that the host country will
reject the female executive and place the company at risk for losing the contract. One of the
most cited reasons for not sending top managers on international assignments is the rejection
that may arise in the host country (Adler, 1987; Tung, 2004; Varma, Toh, & Budhwar, 2006).
Some studies suggest that almost half of multinational companies use this argument for not
selecting women for international assignments (Adler, 1984, 1987) and almost 70% cite foreign
prejudice against women as a reason for not sending them (Sinangil & Ones, 2003). However,
upon further research, as cited above, the parent company has more fear of losing the host
country; Evidence contradicts these stereotypes. For example, Adler (1994), in a study of
expatriate women in Asia, found that they had a higher status and visibility among foreigners
than their male peers. Other studies also have found similar results: women have full
acceptance in the assignment countries (Stroh et al, 2000), particularly in those in which they
are fully incorporated into working life (Caligiuri & Tung, 1999), where womanhood is not
relevant (Taylor & Napier, 1996a, 1996b) and they are even likely to be preferred to men
(Guthrie et al., 2003; Tung,2004; Varma, et al., 2006). More recent studies have found that
women have full acceptance even in countries where one might expect some reluctance, such
as the UAE (Harrison & Michailova, 2012; Hutchings, Michailova, & Harrison, 2013), South Africa
(Mathur-Helm, 2002), and Iran (Ghorbani & Tung, 2007). So ultimately, it is up to the female
executive to take on the challenge of a top tier foreign assessment and for the company to offer
the assignment. As female executives there is still a long road to go to be being as competent as
our male counterparts.
Reference:

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Adler, N. J. (1994). Competitive frontiers: Women managers managing across borders. Journal of
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Caligiuri, P., & Tung, R. (1999). Comparing the success of male and female expatriates from a US based
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Ghorbani, M., & Tung, R. L. (2007). Behind the veil: an exploratory study of the myths and realities of
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Guthrie, J. P., Ash, R. A., & Stevens, C. D. (2003). Are women better than men? Personality differences
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Stroh, L. K., Varma, A., & Valy-Durbin, S. J. (2000). Women and expatriation: Revisiting Adler’s findings.
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