Cross Cultural Communications and Leadership Management Case Study

Cross Cultural Communications and Leadership Management - Case Study ExampleThis explains the attitude of Hernandez when he tells new wave West to take it slow, and that he is in control of the situation he would be able to solve all the raised grievances. Managers in the Mexican settings wasting disease less participative style of management (Morris & Pavett, 1995). Judged from the actions of Hernandez being out of the workplace as required. Stanford (1992) shape up argues that though American managers use participative management, Mexican managers are treated as figures of authorities, and Hernandez as a manager does not expect any control from Van west. To deal with Hernandez, Van West has to consider these Mexican settings. However, Hernandez might deal used the friendly link between them to act in this particular way. The first thing for Van West to do would be to call Hernandez, and precis his expectations, though he had earlier informed him concerning his management style s. This would help West in reminding Hernandez of his roles, and the expectations in the production Department. When this does not work, Van West has to involve his pronouncement as being the overall manager of the subsidiary, and replace Hernandez with a more competent manager. However, he must hold elaborate discussions with other departmental managers to alimentation these strategic actions in streamlining the failing production department. Hofstede (1994), in his cross cultural theory and work related values critically examined how bosses behave, and interact with employees in an organization. Mexicans, consort to this study have high scores in Power- Distance, Collectivism and Masculinity, and Uncertainty Avoidance. Employees from a high power Distance cultural background have a tendency to maintain professional distance away from their bosses. Bosses are therefore the ultimate decision makers, setting goals in an organization according to the Mexican conclusion (Hofstede, 1994). Bosses and managers in Mexico retain their local managerial cultural style in being authoritative, and are viewed as father figures meaning they are observed with cod respect (Shimoni & Begmann, 2006). The ability to have authority in making decisions individually, and being less involved, or being less participatory in the daily milling machinery operations makes these managers to be in less conflict with people on the factory floor. This guarantees these managers both power and authority, with the ability to act on personal decisions without consulting. The management- employee apprisal in the Mexican culture is a rather fascinating relation, which brings out important family values in Mexican management styles, and working environment. Hofstede (1994) explains the collectivism disposition of Mexican culture, which translates to a strong sense of team working, and the need for social harmony. There is need for team based work, and harmonized groups as compared to indiv idualistic competitions. Trompenaars (1994) further elaborates that Mexicans in being high on achievement dimension do not have preference in following any universal practice session rules. As managers are less participative, the relationship between employees and managers in Mexico is a vertical one, where managers are viewed as fathers to make decisions for their subordinates, who do not participate in the decision making process. De Forest (1994), in his study in management culture in