Managing Cultural Differences, Case Study Example

The most effective cultural difference on Rob Miller’s recommendation to Jim Richardson regarding the approach on Herr Wallenburg is the one showing the relationship of Germans and other people. It is known that they do not socially engage in the chitchat while a work. They are perfectionists, direct and industrious. Unlike the Americans, the Germans are thorough in all things whether it is small or immense, frank and direct in their whereabouts. They do not engage themselves casually while at business, or be friendly and have unstructured informality, which leads to the cultural conflict.

The almost unsolvable communication issue from the Americans perspective shows how Medici went and contacted customers directly. As a result, there were lawsuits filed by the company. This was known to be utterly circumventing, and it brought intensified confrontations between Wendland and Medici (Moran, Harris, and Moran 76).

The Germans would feel that Richardson had no business interfering since they had Wolfgang Wallenburg who was an individual that used methods and was purposeful. He also had the character of being stable and rarely defensive. He was also interested in the opinions of others. The Germans saw that he was suitable because of his authoritarian characteristics and had a reputation of being a driven taskmaster (Ditzel 15). These characteristics were also evident in the Germans (Moran 61). They believed that his approach to decision making would be in a cautious manner. Essentially, he would be only committed in a course of action after having the complete knowledge of all circumstances that were relevant including the financial implications. Again, his evaluation of opinion based on economics was significant because it would help him in selecting the best alternative (Ditzel 12).

The business necessities that are driving this case are the decision making regarding the best way to go about the conflict in the two companies. The alternative on the way the Americans can solve the cultural logjam between Wedland and Medici is by adjusting the contractual agreement. This is because the conflict arose from this instance and any idea of dissolving it negates the contract with Medici, which has proven to be extremely difficult. This has led to Wendland subcontracting with another company so that it can develop the electronics that seem too expensive. Therefore, negotiating the contract would be the way to go.

The cultural characteristic attributed to Americans by most Germans that work against Richardson in his attempts to solve crisis is that he is narrow minded, too self-confident, emotional and prone to bursts of anger (Hollensen 231). This might essentially work for him because the motives of Medici’s president where not known. Although he was brilliant, NAIM caught him lying making him untrustworthy. Conversely, James Richardson is professional, dedicated, and honest in his undertakings (Moran, Harris, and Moran 37).

From the situation, I agree with Miller that the situation is salvageable. The leaders need to change their way of relating and management of anger outbursts. Leaders need to be aware of the diversified people and cultural background working together and have a plan of action, embracing and supporting their needs (Hollensen 161).

Works Cited

Ditzel, Ulrike. Cultural Differences in Business Life- Understanding German and American Business Culture. Munchen: GRIN Verlag, 2006. Print.

Hollensen, Svend. Global Marketing: A Decision-Oriented Approach. New York: Pearson Education, 2007. Print.

Moran, Robert, Harris Philip and Moran, Sarah. Managing Cultural Differences: Global Leadership Strategies for the 21^st Century. New York: Butterworth-Heinemann Publications 2007. Print.

Moran, Robert. Case 2. Confrontation or Collaboration: Two Strong Executives. New York: Elsevier, Inc 2007. Print.