Answer:
Cross-Cultural Misunderstanding in the Workplace
a) The cultural dimension of Hofstede (2001) central to the problems Kurt is experiencing are Power Distance and Individualism/Collectivism. Kurt "reasoned that by involving all Malian sales staff in decision- making, the company could attain double-digit growth easily." Whereas, the Malian sales staff were expecting Kurt to issue orders, since they were used to receiving orders, Kurt wanted all to be involved in decision-making. They were certainly not used to such liberty.
b) The possible causes of Kurt's ineffectiveness in leading the Malian sales team include: i) his lack of knowledge of the Malian culture where subordinates expected to receive orders instead of being asked to contribute to decision-making. ii) his confidence and optimism are intimidating to his subordinates. They are not shared feelings. iii) his openness and directedness do not go well with his boss, either.
c) According to Schein (2004), understanding some underlying cultural assumptions might help Kurt to adapt culturally to the Malian environment. The values shared by the Malian employees are different from Kurt's values. Most of them have come to work to earn a living and not to make a difference. Kurt wants to solve problems by diving deep, being open and direct. The employees are not used to being directed to take actions, and not being given the chance to discuss the actions.
d) To improve his relationship with the Regional Boss, Davido, Kurt needed to understand Davido's leadership style and the cultural practices that have evolved during Davido's tenure. Davido was on ground before Kurt. Kurt should observe and study him to know what style works for him. There should be open discussion with Davido to educate Kurt on the cultural nuisances of the Malian organization. Giving Davido the opportunity to explain how things work there, would enable Kurt to know the leadership approach to adopt.
Explanation:
a) Culture is the way of life of a people. According to Hofstede (2001), "Culture is the collective programming of the mind that distinguishes the members of one group or category of people from others". It is the accepted practices for handling group situations that evolve over time. Culture impact relationships, judgements, and achievements. They are not easily changed.
b) According to Schein, (2004) "Organizational cultural assumptions are usually “known,” but are not discussed, nor are they written or easily found." You will find unconscious thoughts, beliefs, perceptions, and feelings that have shaped practices in the organization. For a change to be effectiveness, a study of the underlying assumptions becomes necessary to make room for gradual improvements.
