Cross Culture

Management

Group 2
Class: INS401802
Instructor: PhD. Phạm Thị Mỹ Dung
Table of Contents
Question 1: Why might we say that a company’s unique management structure is
like its own personal fingerprint?.................................................................................... 2

1.1. Management Structure ............................................................................. 2

1.2. Fingerprint ............................................................................................... 2

1.3. Why can we say that “unique management structure is like its own
personal fingerprint” ....................................................................................... 2

Question 2: To the extent that this statement is correct, how might it influence
managerial development and managerial behavior? Explain. ................................... 5

2.1. Managerial Development .......................................................................... 5

2.1.1. Definition ............................................................................................ 5

2.1.2. How Management Structure influences on Managerial Development ... 5

2.2. Managerial Behavior ................................................................................. 6

2.2.1. Definition ............................................................................................ 6

2.2.2. How Management Structure influences on Managerial Behavior ......... 6

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Question 1: Why might we say that a company’s unique management structure is
like its own personal fingerprint?

1.1. Management Structure

Definition: Management structure (as formally known as Organizational structure) is
the systematic arrangement of human resources in an organization so as to achieve
common business objectives. It outlines the roles and responsibilities of every member
of the organization so that work and information flow seamlessly, ensuring the smooth
functioning of an organization.

Different countries have different management structure characteristics, depending on

the culture of that country. For instance, Japanese companies, like Japanese society,
are hierarchically organized with individuals knowing their position within a group
and with regard to each other. It is this sense of belonging to the group that gives
Japanese companies their strength and purpose. In Japan, group orientation and
teamwork are more than just concepts and phrases; they are a way of life that pervades
all aspects of corporate life at all levels. In contrast, the organizational structure of the
US is quite different. Specifically, the company is an entity in its own right and exists
independently from its employees. Members come and go, perform necessary tasks at
particular points in the life cycle of the company and then leave when no longer
required for the well being of the organization.

1.2. Fingerprint
Definition: Fingerprint means the impression of a fingertip on any surface.
Fingerprints refer to the unique identification of an individual because each individual
case has a different fingerprint. In this case, fingerprints imply unique characteristics
to identify a company.

1.3. Why can we say that “unique management structure is like its own personal
fingerprint”
To link these two definitions together, we first need to take a look at the interaction
model presented below. The three key factors—cultural environment, organizational

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environment, and managerial environment—have certain interactions with one
another. And the cultural environment, which is the component created by each
person's beliefs, opinions, and values, is what shapes and influences organizational
structure as well as management structure. This is what gives management structure
their particular distinctiveness.

To evaluate, the management structure is fully dependent on the objectives of the

company and how it intends to achieve them because it dictates how duties and
responsibilities are distributed, how they will be monitored, and how communication
flows between various levels and sectors. Therefore, Organizations must always have
a formal structure in place in order to efficiently accomplish their aims. To maximize
the return on our participation, it is crucial to divide up the tasks into various groups.
Organizations cannot function without people, therefore this has the tendency to lead
to the creation of various informal structures or settings within the organization, which
in turn results in a variety of attitudes, perceptions, behaviors, and personalities, as
well as a wide range of aptitudes. Therefore, there are specific ways to speak and
interact when employees are expected to work together on a task within the boundaries
of a formal structure to achieve a certain objective. This effectively forms a

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management structure culture, which may be created knowingly or unknowingly by
the employees. The management structure of an organization is in some ways defined
by its organizational culture, but the culture is also somewhat defined by the structure.

It is also possible to argue that while the culture determines how the business should
be built, the structure serves as a framework for its implementation.

For example, Business performance in a Functional Organization structure can be

severely affected by the time it takes for the flow of communication through the
different levels of the hierarchy making the organization very slow to adhere to the
new technology, the political situations, the economy, cultural changes or social
factors and legal issues. On the other hand a Divisional Organizational structure has
greater flexibility because of low levels of management. This fast attribute to change
makes it competitive, able to adjust to customers wants and needs very fast, giving it
better performance.

To sum up, each organization is composed of individuals with unique minds,

personalities, and perspectives. As a result, any organization's atmosphere, aims, and
objectives will vary depending on the people who make up that organization.
Therefore, organizational structure is made up customized to each department and
person, including the founders' ideas and employees. And since each individual is a
person with a unique personality, no one is the same, so structure becomes unique.

Just like Geert Hofstede once said,

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So there is nothing wrong if we say that the Management Structure of each
organization is like its own fingerprint with each individual department as a ridge on
the overall fingerprint. Management Structure and fingerprint are similar in uniqueness
and diversity because although every individual has a fingerprint and every
organization has a Structure, they are never the same anywhere.

Question 2: To the extent that this statement is correct, how might it influence
managerial development and managerial behavior? Explain.

2.1. Managerial Development

2.1.1. Definition
Managerial Development is the systematic process of creating effective managers.
Managers' critical function is to translate leadership and shareholder objectives (or
create them on their own when they do not come from above) into legal and effective
actions to achieve those objectives.

2.1.2. How Management Structure influences on Managerial Development

Despite the fact that the company has a wide variety of departments carrying out
various duties, they are all cohesive and laser-focused on achieving the established
objectives. Each employee in a business has a clear understanding of their
responsibilities and who they respond to thanks to the organization's structure. The
organizational structure also specifies how much influence a member of the group has
over his work. Each organization member plays a certain role and contributes their
efforts to the group's success in achieving its objectives.

The division of labor among the members, which guarantees each person's knowledge
and intense involvement in a particular task. The effectiveness of the organization will
be impacted by the appropriate assignment. For each different Management structure,
the impact on each individual is different and it directly affects the development of
Managerial development.

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Building a suitable structure will favorably encourage the interchange of information
and expertise as well as relationships within a work organization. Management
Structure has a direct impact on how members function as well as work management.
hence fostering the team's togetherness, which is necessary for establishing order
within the company. Increasing the accountability of organization members who desire
to work more effectively and scientifically while also supporting creative endeavors.

For example, In egalitarian countries, such as Sweden, companies tend to have a

flatter, less hierarchical organizational structure. When IKEA, a Swedish company,
opened stores in the United States, many American employees were uncomfortable
with different employees all having the same title. This can hinder an organization's
Managerial when individuals are at odds with the Management Structure, which, if not
adjusted to the Organizational Culture soon, can lead to dysfunction among
departments.

2.2. Managerial Behavior

2.2.1. Definition
Managerial behavior is a function of ability, motivation and opportunity as reflected in
various situational circumstances.

2.2.2. How Management Structure influences on Managerial Behavior

The relationship between organizational structure and management behavior:
Organizational structure generates situational contingencies that influence managerial
behavior differently depending on each contingency. The members of the organization
will adjust their behaviors to achieve the goals of the organization.
In short, Management Structure will outline the rules, norms and rules that affect and
affect Managerial Behavior, on the other hand, Managerial Behavior will also have an
opposite effect on Management Structure by performance assessment.

Below is an analysis and examples of the influence of organizational structure on

managerial behavior in situational contingencies.

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- Individual differences: influence the behavior of employees towards each other in the
organization.
Example: For example, in an organization with an overwhelming number of male
members compared to women due to the structure of required position, communicating
and behaving, working and handling work will also be completely different than in an
organization with a balanced number of men and women.

- Goals and tasks: motivate employees to succeed. They understand exactly what they
have to do to achieve the goal. Goals and tasks not only increase motivation and
productivity, but also morale. When employees feel that their actions really make an
impact in the company, they want to do well. However, motivation can only be
motivated when there is a worthy reward. If employees have goals without any sense
that they will be compensated, their motivation will suffer.
Example: This behavior will also be directly affected by Management Structure, when
there is a suitable operating and management apparatus, employees will tend to work
more productively and effectively due to the process of exchange, communication,
perception and information processing are enhanced.

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- Roles and responsibilities: The structure of an organization clarifies the roles of its
members, so that each member knows what they are supposed to do and to whom they
report. This structure also prescribes the degree of control an organization member has
over his work in the organization. When they clearly define their roles and work in the
organization, they will have specific behavior towards their work.
Example: An accountant in a company will only care about the company's revenue and
expenditure and they want to reduce the company's expenses, but a finance officer will
be interested in investment and want to spend more money on investments. A director
would be concerned with the production management and maximization of the
company's profits.

- Location: Geographic location also has a great influence on managerial behavior in

an organization. Different locations will have different cultures on how to talk, dress,
eat, and work style. Employees in the organization will have different behaviors in
each different geographical environment. The geographical distance between
employees and the workplace also affects employees' working attitudes.
Example: A meeting is held in the company's office, members will pay more attention
to their attire and demeanor than a meeting taking place in a cafe. Another example of
geographical distance is that employees who are far away from the company will often
feel more afraid of going to work than those who are closer to the company.

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 References

1. Think Insights (October 29, 2022) Management Structure. Available at:

https://thinkinsights.net/strategy/management-structure/ (Accessed: October
30, 2022).

2. S., C. (2020) Organizational Structure, Study.com. Available at:

https://study.com/academy/lesson/organizational-structure-definition-and-
influence-on-organizational-behavior.html (Accessed: October 30, 2022).

3. Mitchell, L.E. (Ed.). (2009). Corporate Governance: Values, Ethics and

Leadership (1st ed.). Gower. https://doi.org/10.4324/9781315574288.
(Accessed: October 30, 2022).

4. Wallstreetmojo Editorial Team. Wall Street Mojo. What is Organizational

Structure? Available at: https://www.wallstreetmojo.com/organizational-
structure/

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 Table of Contribution

Student Name Student ID Contribution

1 Nguyễn Vũ Hoài Linh 19071411 100%
2 Nguyễn Anh Quang 19071483 100%
3 Bùi Xuân Bách 19071314 100%
4 Nguyễn Thị Bảo Hà 20070153 100%
5 Nguyễn Thị Như 19071465 100%
6 Lê Thị Vân Anh 18071017 100%
7 Nguyễn Thị Ngọc Ánh 19071312 100%

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