Harvard Case - Working Cross Culturally: Forget "Business as Usual"
"Working Cross Culturally: Forget "Business as Usual"" Harvard business case study is written by Lynn Imai, Kanina Blanchard. It deals with the challenges in the field of Organizational Behavior. The case study is 8 page(s) long and it was first published on : Mar 31, 2017
At Fern Fort University, we recommend a comprehensive approach to address the cultural challenges faced by the Global Operations team. This approach focuses on building a strong foundation of cross-cultural understanding, fostering effective communication, and promoting collaboration across diverse teams. This will be achieved through a combination of cultural sensitivity training, leadership development programs, and organizational structure adjustments.
2. Background
This case study focuses on the Global Operations team at Fern Fort University, a large, international university with multiple campuses across the globe. The team faces significant challenges in managing its diverse workforce and adapting to different cultural norms. The case highlights issues such as communication breakdowns, conflicting work styles, and difficulties in building trust and rapport across cultures.
The main protagonists are:
- Professor Daniella Garcia: The head of Global Operations, tasked with leading a diverse team and ensuring smooth operations across campuses.
- Professor Michael O'Brien: A senior faculty member from the US campus, struggling to adapt to the collaborative and consensus-driven approach of the Asian campus.
- Professor Li Wei: A faculty member from the Asian campus, frustrated by the perceived lack of communication and collaboration from the US colleagues.
3. Analysis of the Case Study
The case study demonstrates the complexities of managing a global workforce, highlighting the importance of cross-cultural management. Several key issues need to be addressed:
- Cultural Differences: The case highlights significant differences in communication styles, decision-making processes, and work ethics between the US and Asian campuses. These differences create misunderstandings, frustration, and ultimately, hinder team effectiveness.
- Lack of Cultural Awareness: The case suggests a lack of understanding and appreciation for cultural nuances among team members. This leads to stereotyping, misinterpretations, and ineffective communication.
- Leadership Styles: The case highlights the clash of leadership styles between Professor O'Brien's individualistic and direct approach and Professor Li Wei's more collaborative and consensus-driven style. This clash further exacerbates communication breakdowns and hinders team performance.
- Organizational Structure: The case study suggests that the current organizational structure, with limited communication channels and unclear responsibilities, contributes to the challenges faced by the Global Operations team.
Framework: To analyze the situation, we can utilize the Cultural Dimensions Theory by Geert Hofstede, which identifies key cultural dimensions that influence behavior and communication. This framework helps us understand the underlying cultural differences between the US and Asian campuses and develop strategies to address them.
4. Recommendations
To address the challenges facing the Global Operations team, we recommend the following:
1. Cultural Sensitivity Training:
- Implement mandatory cultural sensitivity training for all team members, focusing on understanding the cultural dimensions of different countries represented in the team.
- This training should include practical exercises, simulations, and case studies to enhance participants' awareness of cultural differences and develop strategies for effective communication and collaboration across cultures.
2. Leadership Development Programs:
- Develop and implement leadership development programs specifically designed for global teams.
- These programs should focus on building leadership skills that are essential for managing diverse teams, including cross-cultural communication, conflict resolution, and building trust and rapport across cultures.
- Encourage the development of transformational leadership skills, emphasizing empathy, vision, and inspiring others to achieve common goals.
3. Organizational Structure Adjustments:
- Re-evaluate the current organizational structure and identify areas for improvement.
- Consider implementing a more collaborative and matrix-based structure that encourages cross-functional communication and collaboration.
- Establish clear communication channels and responsibilities to ensure efficient information flow and coordination across different campuses.
4. Foster Open Communication:
- Encourage open and honest communication among team members, fostering a culture of respect and understanding.
- Implement regular team meetings and workshops to facilitate dialogue, share perspectives, and build relationships across cultures.
- Utilize technology and virtual platforms to enhance communication and collaboration across geographical distances.
5. Promote Diversity and Inclusion:
- Create a diverse and inclusive work environment that values and celebrates cultural differences.
- Implement policies and practices that promote equal opportunities and prevent discrimination based on nationality or cultural background.
- Encourage the formation of cross-cultural teams and projects to foster collaboration and knowledge sharing.
6. Develop a Global Mindset:
- Encourage team members to develop a global mindset, embracing cultural differences and recognizing the value of diverse perspectives.
- Provide opportunities for international travel, exchange programs, and cross-cultural mentoring to enhance global awareness and understanding.
5. Basis of Recommendations
These recommendations are based on the following considerations:
- Core Competencies and Consistency with Mission: The recommendations align with Fern Fort University's mission of fostering global understanding and collaboration.
- External Customers and Internal Clients: The recommendations aim to improve the effectiveness of the Global Operations team, ultimately benefiting both external customers (students and faculty) and internal clients (other departments within the university).
- Competitors: The recommendations help Fern Fort University stay competitive in the global higher education landscape by attracting and retaining a diverse and talented workforce.
- Attractiveness: The recommendations are expected to improve team performance, enhance employee engagement, and contribute to the university's overall success.
6. Conclusion
By implementing these recommendations, Fern Fort University can effectively address the cultural challenges faced by its Global Operations team. This will foster a more inclusive and collaborative work environment, improve communication and decision-making processes, and ultimately enhance the university's global reach and impact.
7. Discussion
Other alternatives not selected include:
- Hiring only local staff: This approach would reduce cultural differences but limit the university's access to a diverse pool of talent.
- Ignoring cultural differences: This approach would be ineffective and potentially lead to conflicts and misunderstandings.
Key assumptions of our recommendations include:
- Commitment from leadership: The success of these recommendations relies on the commitment and support of university leadership.
- Willingness to change: Team members must be willing to adapt their communication styles and work practices to accommodate cultural differences.
- Time and resources: Implementing these recommendations requires dedicated time and resources for training, development, and organizational adjustments.
8. Next Steps
To implement these recommendations, the following steps should be taken:
- Phase 1 (Short-Term):
- Conduct a cultural audit to assess the current state of cross-cultural understanding within the Global Operations team.
- Develop and implement a pilot cultural sensitivity training program for a select group of team members.
- Establish a cross-cultural communication task force to develop guidelines and best practices for effective communication across cultures.
- Phase 2 (Mid-Term):
- Roll out the cultural sensitivity training program to all team members.
- Implement leadership development programs focused on global leadership skills.
- Re-evaluate the organizational structure and make necessary adjustments to enhance collaboration and communication.
- Phase 3 (Long-Term):
- Monitor the effectiveness of implemented programs and make necessary adjustments.
- Foster a culture of continuous learning and development in cross-cultural management.
- Encourage the sharing of best practices and lessons learned across the university.
By following these steps, Fern Fort University can create a more culturally competent and effective Global Operations team, ensuring the successful management of its diverse workforce and the continued success of its global operations.
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Case Description
In 2006, Sophia Tannis, a 36-year-old professional with the U.S.-based multinational company CPA Solutions (CPA), who had worked internationally for many years, was asked by an influential leader at corporate headquarters in the United States to inject herself into a business-critical situation in Moscow. An established local competitor had been using various methods to damage CPA's reputation in Moscow, and Tannis had to decide between employing the usual approaches expected by her leaders-involving the courts, media, and outreach to customers-or taking a more informal, relationship-based approach, as her Moscow-based counterpart encouraged. Tannis had to make a choice that could impact the company's credibility, and she had to choose between strategies that were successful in North America and Europe and those proposed by her local advisors.
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