OUTPUT No.

5
IHRM in Action Case 2.1
1. The situation described in Hong Kong can be related to the cultural dimension of
"Power Distance" identified by Hofstede. Power Distance refers to the extent to
which less powerful members of a society accept and expect that power is
distributed unequally. In societies with high power distance, there is a significant
difference in power and authority between individuals or groups, and
subordinates tend to accept and follow the decisions of those in higher positions
without questioning or challenging them. The Chinese employees, who were
accustomed to a more hierarchical structure and respect for authority, found it
challenging to work under the leadership of three equal general managers. The
lack of a clear authority figure and the ambiguity of roles and responsibilities may
have caused misunderstandings and frustration, leading to inefficient
communication and task assignments
.
2. In a comparable situation in Germany or other Western countries with lower
power distance, a more egalitarian management structure with shared
responsibilities might have worked well. Employees would likely be more
comfortable with direct communication and might not be as concerned about
formal hierarchical structures. However, when implementing a similar
management approach in a high-power-distance culture like Hong Kong, the
consequences were unfavorable. Chinese employees may have felt uneasy
about the lack of a clear hierarchical authority, and the lack of a single point of
contact for important matters like dealing with the government and banks may
have been seen as a lack of responsibility or concern. Additionally, adapting to a
different culture goes beyond merely replicating a management structure from
the home country. It requires a deep understanding of the local culture and
context and the willingness to adjust and integrate cultural differences to create a
harmonious and productive work environment. Successful international business
operations involve open communication, empathy, and a willingness to learn and
adapt from both sides.
IHRM in Action Case 2.2
1. Base in the case given long term development plans of a German
Multinational in the USA, a German firm had to develop its activity in the
electrical industry in the USA for two years. In the case it also said that CEO
peter Hansen shocked that John Miller quit the job, at that point it is too
obvious and possible. In the position of Mr. John Miller where he should build
a future-oriented perspective as the US has a long term orientation. Base also
in the case that Mr. John Miller has already send into a various high level
training and program at top business school and provided him with long term
plan career. The theory of Hofstede a long term is delivering on social
 obligation and avoiding loos face are consider important, additionally is the
Power distance, where the boos has the total power and authority. Another is
Mr. Miller doesn’t try to adopt a practices of management style that is highly
value in Germany.

2. When we speak about culture it has a wide range and gives limit, in the given
case as to be competitive one of the high employee of Mr. Peter were send to
various training and program. This is to be more competitive and
knowledgeable. Mr. Peter was to adopt polycentric approach which means he
wanted to adapt the local cultural needs subsidiaries. Which is difficult to his
employee, not only in the employee but also to his firm. In the case the CEO
wanted also support a recruitment of local manager, which also a barrier with
in the firm. There are values in the case that Mr. John Miller never try to
practice some management that is high value in Germany in this part he
might be in rough position and not be modified the important style needed to
adopt for the firm to develop and enrich. Once you wanted to develop a firm
activities in the country it is important to value or practice, their doings. This
may give a value of retention and success.

IHRM in Action Case 2.3

1. In the case given Female Careers in Various Environment. This case highlighted
the female employee. In the Hofstede six dimension of national culture Fiminity
vs. Masculity also known as gender role differentiation. Within this dimension
looks at how much society values traditional masculine and feminine roles. Base
in the case given Elizabeth Harstad wherein she was a trainee in the Norwegian
risk management the company had a problem finding a job for Elizabeth in a
foreign subsidiary.

2. It could be done that the rules for quota of female mangers be applied in other
country. This is to respect the culture and to respect the company vision and
mission as well as the goal. There are country who really not accept female
employee, or they accept but in a lot of limit like Somalia and Pakistan. Quota for
application for woman is possible to other country for the respect and humanity of
the country.

IHRM in Action Case 2.3

1. The described situation in Kenya can be related to the cultural dimension of
"Uncertainty Avoidance." Hofstede's Uncertainty Avoidance dimension refers to
the extent to which a society feels uncomfortable with ambiguity, uncertainty, and
unpredictable situations. In countries with high uncertainty avoidance, people
 tend to have a strong need for rules, formalities, and structured communication to
minimize uncertainty and risk.

In the case described, the Kenyan government representative's behavior of

frequently taking or making phone calls during the meeting, using the local
language for discussions, and appearing nervous can be attributed to high
uncertainty avoidance. He might have felt the need to constantly check or
confirm information, possibly due to the sensitive nature of the issue at hand
(unpaid account balance) and the fear of making a mistake or taking a wrong
decision.Moreover, the constant apologies for interruptions and the difficulty in
progressing the conversation may indicate a preference for adhering to
formalities and maintaining harmony, as conflict avoidance is also associated
with high uncertainty avoidance cultures.

2. Comparison to comparable situations in the home country and the limits of a

cultural explanation: When comparing this situation to comparable situations in
other countries, it is essential to consider the cultural context and its impact on
communication and business practices. In some Western cultures, for instance, a
meeting with a government representative may be more focused on discussing
and resolving the issue at hand with minimal interruptions. Communication might
be more direct, and there could be less emphasis on formalities or harmony in
such situations. The limits of a cultural explanation lie in not overgeneralizing or
stereotyping individuals solely based on their cultural background. While cultural
dimensions like Hofstede's can provide valuable insights into how certain
behaviors and communication styles might be influenced by culture, it's crucial to
recognize that individuals within a culture can still vary widely in their
preferences, attitudes, and behaviors.