Perspectives on Organization Culture, Essay Example

Shell Petroleum is a truly global firm “Shell is a global group of energy and petrochemicals companies. With around 101,000 employees in more than 90 countries and territories, Shell helps to meet the world’s growing demand for energy in economically, environmentally and socially responsible ways.” (Shell Global, 2010). Shell is headquartered in the Hague in the Netherlands but has a truly global reach “Our strategy seeks to reinforce our position as a leader in the oil and gas industry in order to provide a competitive shareholder return while helping to meet global energy demand in a responsible way.” (Shell Global, 2010).

Despite Shells international reputation it does not have a long history of dealing with China and the cultural ramifications of doing business with same. The offices in Hong Kong had largely been influenced by the British and colonial ways of doing business. In 1997 when Britain handed back Hong Kong to Chinese administration it left a gap in cultural values and ways of doing business with the new administration “Western and Chinese differences often impede effective interaction. If Hong Kong is to remain an international centre of business, cross-cultural training will be increasingly required to forge new links between the cultural groups in Western multinationals.” (Bond, 1990).

An I/O Psychologist might improve this situation by examination of the cultural values and beliefs that Chinese Business Executives follow and compare this to the way the Managers and Executives of Shell conduct business.  Produce an appropriate gap analysis and develop an intervention strategy that enables east to bridge west and thereby create a mutually harmonious business environment for Shell and the new business administration in Hong Kong.  This may also be examined from the greater perspective of commercial trading applications within China. This is essentially a facilitation role providing an independent view of cultural business transformation requirements.

Works Cited

Bond, D. M. (1990, 1 30). “Cross-Cultural Issues in Managing the Organization: The Case of Hong Kong”. Retrieved 10 28, 2010, from Pacific Forum: http://www.sfu.ca/davidlamcentre/forum/bond.html

Shell Global. (2010). Shell Global. Retrieved 10 28, 2010, from Shell Global: http://www.shell.com/