How Does an Unequal

Distribution of Power
Impacts Managerial
Approaches
Abstract
The following report comprises of cultural framework and approaches that are being used
dealing with them. The trompenarrs & hampden-turner cultural dimension is utilised for having
understanding related with culture and way this can be used by organisation to deal with
environment that prevails. For this it is important that different strategies are used through which
overall goals can be attained. In addition to this, it becomes important to make use of centralised
power so that the fair play takes place rather than emphasising on politics.
 Table of Contents

Abstract............................................................................................................................................2
Introduction......................................................................................................................................1
Literature Review.............................................................................................................................1
To understand concept of cultural dimensions of variability, regularity and cultural impact on
international business.............................................................................................................1
To identify distinct strategies that can be used within international business for management
of cross cultural situations in Bentley Motors........................................................................3
Findings and Analysis......................................................................................................................4
Conclusion.......................................................................................................................................5
References........................................................................................................................................6
Introduction
The primary function of management is to make sure that people work in alignment for
eensuring that objectives and goals of organisation are attained within timely manner. This can
be only attained when power is distributed in a affirmative manner rather than the one who do
not have capabilities to deal with those capabilities (Colvin, Witt and Lacey, 2020). In case if
power is unequally distributed among employees then it will lead to creation of pessimistic
culture which further leas to hamper overall productivity of individuals
Aim:
“To acknowledge the impact of unequal power distribution on managerial approaches”
A study on Bentley Motors”
Objectives:
 To understand concept of cultural dimensions of variability, regularity and cultural
impact on international business.
 To identify distinct strategies that can be used within international business for
management of cross cultural situations in Bentley Motors

The report is based on Bentley Motors which is a British multinational firm and renders
their services worldwide. The report will cover literature review based on the objectives and
accordingly findings will be illustrated.

Literature Review
To understand concept of cultural dimensions of variability, regularity and cultural impact on
international business
According to Elftouh and et. al,(2020), businesses are becoming global and due to these teams
are diverse which means that the probability to work with people from different cultures as well
as countries increases. To acknowledge the concept of cultural variability and regularity,
trompenarrs & hampden-turner cultural dimension model can be used by Bentley Motors that is
specified beneath:
 Universalism vs. Particularism: Here, the emphasis is made on understanding
relationship or rules. Universalism means treating all employees in similar manner and

1
 focus is made on rules. This culture is adopted via Bentley Motors in Australia, US and
UK. In particularism, emphasis lays on relationship and understanding needs of others.
 Individualism vs. Communitarianism: With reference to individualistic culture,
management of Bentley needs to give reward on basis of performance, encourage them
and align with needs of individuals. In communitarian culture, the group has to be praised
along with this all have to be included within decision making.
 Neutral vs affective: Management of organisation need to emphasise on what is being
said by individuals and they might not express exact emotions in case of neutral culture.
In affective culture, emotions are used for communicating and techniques can be used for
diffusing situations (Jacobs, 2020).
 Specific vs. Diffuse: The agendas must be developed in case of specific culture and it
becomes important to stick to them by emphasising on formulation of objectives. In
diffusive culture, relationships are developed before developing objectives and carry out
discussion in accordance to social situations.
 Achievements vs. Ascription: Employee must be praised in front of peers and individual
performance is being praised in case of achievement culture but titles needs to be
avoided. On the other hand, ascription culture, titles will be used and extra respect will be
given to superiors.
 Sequential time vs. Synchronous time: The sequential time culture is apt while working
on projects as it enables to ensure commitments, deadlines and ensuring that schedule is
not deviated. Synchronous time schedule means allowing some kind of autonomy in
schedules, allowing peoples to come late in meetings and calling out deadlines.
 Internal direction vs. External direction: Individuals are allowed to set up development
plans, have precise objectives and goals in case of internal direction. Feedbacks can be
given in external direction and people can also make use of their relationships for
attainment of results.
These are certain entities that are illustrated within cultural framework of trompenarrs &
hampden-turner which clearly illustrates the culture and the way in which projects or any kind of
operations are carried out in organisation (Malik and Singh, 2020). It entirely depend upon the
higher authorities the culture which they develop within Bentley Motors for ensuring that they
are able to accomplish their projects on time. Furthermore, it also depends on individual who are

2
at higher position and the way in which they use power for getting out work done either on the
basis of relationship or rules.

To identify distinct strategies that can be used within international business for management of
cross cultural situations in Bentley Motors
According to McNeill, Clifton and Harvey (2018), organisation can use different
strategies while carrying out their operations worldwide or in international boundaries. This will
lead them to ensure that they can be successful in marketplace. But this denotes that power is
used affirmatively rather than exploiting employees and taking advantage of relationships. An
instance can be taken into consideration like in case if manager of Bentley Motors share good
relationship with any of the employee than rather than giving them any award it is necessary to
appreciate those who have made efforts and excel within their responsibilities. This further leads
to creation of affirmative environment, inspires the employees and also ensures that overall
objective of firm is attained. For this, it is crucial that relevant strategies are being formulated by
management of Bentley Motors and some of them are mentioned below in context of delivering
services across international market:
 Vertical organisational hierarchy: The strict organisational structure in which power is
from top to bottom. In this, there is a chain of command that is in well-defined form and
decisions are taken layer to layer and employees at bottom have least autonomy. Bentley
Motors via this will be able to give direction that will be responsible for what and
accordingly the power has to be shared.
 Centralised decision making process: In such kind of working environment decision
making is present at peculiar leader. With reference to Bentley Motor, the decision
making power is with head office and other offices will be given commands like what
they have to do (Shields, 2020).
 Less empowered employee empowerment: In this case, employees will not be given
power but they are involved while working on any project like they can share ideas in
context of project that they have to carry out. But the final decision lies with leaders
which way to follow so that project can be successfully accomplished.
 Autocratic leadership style: Within this style of working, one individual is liable for
controlling entire decisions and takes restricted input from other members of the group.
The decisions within Bentley Motors will be dependent on beliefs of top management

3
 and will not depend on what is being said by others. But a point of opinion can be taken
and final call is with leader.
 Centralised management style: The centralised management denotes organisational
structure in which individuals take most of decisions within organisation. For an instance
within a project development team of Bentley Motors, the decision will be made by
leader by taking into consideration what best the team can do and in what manner they
can work (Tweedie and et .al, 2019).
 Motivation style: The way in which people are encouraged and inspired to deliver their
services is referred to motivation style. With respect to Bentley Motors, they can for
achievement based style where employees are appreciated with reference to efforts that
are being made by them rather than any kind of influence or relationship shared with top
authorities.
The different strategies have illustrated above which can be utilised by Bentley Motors
while delivering their services in global market. It depends on the way power is used by top
management and to have affirmative influence it becomes crucial to ensure that it is in right
hands as well as adequate decisions are made (Vitolla and et. al, 2019).

Findings and Analysis

On the basis of above discussion done in the report, it has been analysed that
globalisation is a trend that has driven the businesses to become global. In this relation,
businesses take use of those strategies which can help in gaining a higher market share and
positioning in the global market place. The application of Trompenarrs & Hampden-Turner
cultural dimension model has been done by the management of Bentley Motors to analyse the
notion of cultural variability as well as regularity. There are 8 main aspects which form a part of
this model and thus demonstrate the cultural alignment of a company to sustain in the global and
hypercompetitive era. On the basis of Universalism vs. Particularism, it has been identified that
the management of Bentley Motors use universalism in the United Kingdom, United States and
Australia, US and UK. In relation to Individualism vs. Communitarianism, it is determined that
the respective automotive organisation makes use of individualistic culture but needs to make a
shift to communitarian culture in order to ensure long term sustainability. With respect to Neutral
vs affective, the organisation uses neutral culture which avoids emotions and focus on work
dimension of the workplace. With regards to Specific vs. Diffuse, it is determined that diffusive

4
culture is better and can be adopted by the firm to achieve efficiency and effectiveness in the
organisational premises. In relation to Achievements vs. Ascription, achievement culture is
determined to be better as it focuses on awarding and recognising the employees to motivate
them. In accordance with Sequential time vs. Synchronous time, it can be said that the former is
better at time of working on important project as it is focused on fulfilment of commitments.
Lastly, in the case of Internal direction vs. External direction, the management of Bentley Motors
focuses upon the latter to obtain feedbacks.

Conclusion
Based on the above discussion, it is inferred that global businesses are expected to behave
in congruence of the market environment and cultural awareness. In addition to this, this allows
the company to streamline the business operations. In the long term, this will imply betterment of
the operational conditions of the firm so that it can gain an edge over the rival firms in the global
market place.

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References
Books & Journals
Colvin, R.M., Witt, G.B. and Lacey, J., 2020. Power, perspective, and privilege: the challenge of
translating stakeholder theory from business management to environmental and natural
resource management. Journal of Environmental Management, 271, p.110974.
Elftouh, H. And et. al, 2020. The Unequal Wilkinson Power Divider 2: 1 for WLAN
Application. Procedia Manufacturing, 46, pp.777-781.
Jacobs, S., 2020. The Unequal Distribution of Power within Henrik Ibsen's" A Doll's House".
Malik, A.R. and Singh, P., 2020. Outcomes of talent management: the role of perceived
equity. Employee Relations: The International Journal.
McNeill, A., Clifton, J. and Harvey, E.S., 2018. Attitudes to a marine protected area are
associated with perceived social impacts. Marine Policy, 94, pp.106-118.
Shields, C.M., 2020. Leading to transform our world. In Transformative Leadership in Action:
Allyship, Advocacy & Activism. Emerald Publishing Limited.
Tweedie, D. and et .al, 2019. How does performance management affect workers? Beyond
human resource management and its critique. International Journal of Management
Reviews, 21(1), pp.76-96.
Vitolla, F. and et. al, 2019. The impact of national culture on integrated reporting quality. A
stakeholder theory approach. Business Strategy and the Environment, 28(8), pp.1558-
1571.