Case Summary (Cross Cultural Management) Essays

889 Words 4 Pages
Summary Of the case
Organizational and National Cultures in a Polish/ U.S Joint Venture


* The case looks at differences in cultural values and beliefs of Polish and U.S managers employed in a joint venture in Poland. * Joint venture with a Polish partner and a wholly owned subsidiary of a U.S multinational corporation located in Poland. * Small joint venture, non-bureaucratic organization with 140 employees. * Family type of relationship existed among the managers. * Both local Polish managers and U.S expatriates reported a friendly work climate.

Polish Attitudes Regarding U.S Management * Polish managers described U.S business as “real”, “healthy”, “tough”, “honest” and “fair”. * Polish
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On the other hand, they were confused where to draw the line between professional and private lives. Many of the Polish managers felt that, for them to succeed as employees, the organization demanded too much of their private lives. * Trust * A U.S cultural trait found surprising by Polish employees was the perception of an underlying good faith in people. Both the company culture and the expatriate managers had positive valuations regarding the intentions of people within the organization * The Polish managers expressed much more negative attitudes regarding the nature of people. Distrust, fear, and a disbelief that the boss wishes well for the employees were common attitudes observed by the U.S expatriates.

* Informality * U.S managers valued blunt and direct speaking. Saying exactly what you mean was considered a virtue, and the U.S managers had a low tolerance for ambiguity. Therefore, expatriate managers took most explanations at face value. However, this style of communication clashed with the indirect communication habits of Polish employees.

* Positive Feedback On The Job * They were significant differences between Polish managers and expatriate Americans in the type of feedback given on the job. Consistent with U.S views of management practices, the U.S managers were quick to recognize achievements publicly and

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