Vancouver communications

Vancouver Communications

Question 1

In the age of globalization and international expansion , the establishment of trust as the fundamental groundwork needed for effective cooperation and successful partnership . Successful partnerships and new ventures depend upon the integration of internal formal and informal components and their interaction with the external environment . New market entry requires careful analysis of cultural values and possible differences between the host country and the new market . Cultural values and traditions govern how employees wish to be treated and how they treat others how they communicate , negotiate

process information , and make decisions the leadership style they like to use and how and where they want to be led

Vancouver Communications (VC ) and Helen Reeves , responsible for the new subsidy , should take into account cultural differences and their impact on both Canadian and Turkish workforce . For managers , whose fundamental challenge is the motivation of others to help achieve desired ends that is , to behave in productive , cooperative ways , it is difficult to understate the importance of understanding value systems in an increasingly global environment and increasingly diverse work forces (Brewster Harris 1999 . For Helen Reeves , it is crucial to take into account core values and the attitudinal and behavioral dimensions on which Turkish culture differs , and discusses some managerial implications (Bartlett Ghoshal 1999 . Helen Reeves should talk to Mike Ansell and explain the main differences caused by a new cultural environment and traditions

Following G . Hofstede (1996 , the main cultural dimensions are power distance , uncertainty avoidance , and masculinity / femininity individualism /collectivism . Hofstede found Arabs high in power distance moderately collectivist , slightly masculine , and moderately high in uncertainty avoidance . The management and organizational systems adopted in the UK and Canada will not work in Turkey because business enterprises still tend to be centered on the family . Autocratic hierarchical , patriarchy becomes the model form of administration of organizations . Large networks of affiliation based on reciprocal obligation would also become the norm (Brislin 1993

In contrast to the VC 's management system , Turkish agreements are informal rather than contractual . Common are strong feelings of belonging and loyalty to family and tribes . The intensity of these feelings could create rivalries and jealousies , however , and the fragmented nature of this society creates a sense of alienation and lack of commitment to or participation in anything larger than one 's tribe Following Hofstede (1996 , Canada lies well into the upper half of the individualism index , and Turkey , which fell just barely above the center of the scale . Great Britain ranked highest , just behind the United States (Hofstede 1996

Trompenaars (1993 ) develops similar to Hofstede 's framework of culture but states that cultural differences provides the starting point for the design of policies to manage cross-cultural business activities According to Trompenaars (1993 ) Culture is the way in which a group of people solves problems (p . 6 . Trompenaars singles out three areas of problems people deal with : (1 ) relationships with others (2 ) time dimensions and (3 ) problems connected with environment (p . 6 Trompenaars 's findings on...