Film Analysis: Saving Mr. Banks

Management, and the ability to lead and cultivate a team of individuals who strive to meet targets, work hard, and have loyalty to their company is an extremely difficult task by any standards. It requires a unique kind of person who is both demanding and rewarding, who can handle confrontation and who holds people to reasonable standards while encouraging teamwork and cooperation. This alone makes running a company, and finding upper and middle managers to facilitate plans and goals a worthy task, but with the advent of fast paced globalization, companies are now having to handle not only their internal management styles, but the management styles of a variety of different countries and cultures.

Managers in today’s world are important assets to the multicultural organisations. Leadership styles of managers are highly important in terms of managing the team of followers, which has a correlation to the productivity and results that the team would achieve in the future. By having good management, it contributes to the success of the organisation. Hence, it is vital to identify the different leadership styles especially in different cultures to suit the working environment and culture of the organization. In the present multicultural global business industry, cultural differences can come in the way of the success of project completion (Anbari, Khilkhanova, Romanova, & Umpleby , 2009) . It has been claimed that rigid leadership does not promote motivation and creativity, therefore, managers should lead by flexible leadership and be culturally sensitive, adapting to different cultures, for the team to be able to move forward and reach their goals (Anabri et al. 2009). The way a manager’s leadership takes place also affect’s the experience of the employees at work and the relationship between the manager and the employee. Jariya (2012, p66) states that ‘different cultures differ in the values they endorse, people from these cultures often interpret the same managerial practices

American business people like to start and end meetings on time. They usually set a specific time period for a meeting. This means they are expected to be efficient and to finish tasks within a limited time period. They always prepare objectives before the meeting, concentrate on the content during the meeting and complete tasks after the meeting.

With the second murder, the process is very similar to the first one, in that Mr. Brooks is able to effortlessly break into the apartment, seeming to cut through wires to get through the security system and the door. The same approach to wearing a specific serial killer outfit and planning to burn it afterwards ensures that there is no trace left of him at the scene that can be detrimental, and Mr. Brooks does not take any actions that would leave any other trace of him. Obviously, the trace that is left at the second crime scene is when Mr. Baffert urinated and left a puddle on the ground, which only helps Mr. Brooks as to fooling the police to think that Mr. Baffert is the thumbprint killer. Mr. Brooks seems to pull of the second murder

It is these values that effect the business etiquette and behavior within the work environment. American culture operates on “time is money” so time should be effectively used and decisions and action should be done in a timely manner. Meet and Greets are important for first impressions with firm handshakes that convey confidence, respecting space of the other person is crucial, and eye contact while speaking all play an important role in business relations. A smile, is perceived as friendly, social able, positive and approachable and is the expectation in a business setting as good manner. Americans believe in communicating in a friendly yet firm tone and gets right to the point, clear concise and politely. In all business setting the American culture expects professional dress style, it is best to be a bit over dressed than to be underdressed in the

“When Cultures Collide”, Richard D. Lewis charted 24 leadership styles from around the world and I noted some similarities of the leadership styles that he made between an American and British that echoed that of a Kenyan and Tanzanian: British managers are diplomatic, casual, helpful, willing to compromise, and seeking to be fair, though they can be ruthless when necessary. Unfortunately, their adherence to tradition can result in a failure to comprehend differing values in others. American managers are assertive, aggressive, goal and action oriented, confident, vigorous, optimistic, and ready for change. They are capable of teamwork and corporate spirit, but they value individual freedom and their first interest is furthering their own career

In most cultures, behavior can be placed on a continuum, so that not all individuals are stereotypical. Chinese mangers place more value on keeping harmony within a workgroup. Managers influence the need for co-operation and group welfare, further affect work relationships, leading to a managing philosophy based on loyalty, and collectivism. These attributes joined with a strong correlation among age and seniority and status, can translate into legitimate authority and power. The culture this creates, relies on benevolent styles of communicating with middle managers and down the line.

Part 1: The difference between a high-context and a low-context culture comes down to what the high-context thinks versus what the low-context says. In a high-context culture, communication is done indirectly, for this reason; more visuals are used instead of text. And with low-context culture, they rely on what is said, written, and changes take place quickly. These differences affect communication between diverse cultures by association and interaction, both sides meeting can be problematic when the parties involved become impatient and irritated. First, the high-context cultures have a difficult time trying to understand the meaning in some conversations, so in order to clarify; multiple questions are being asked in order to move on with the exchanges. For the most part, this need for an explanation comes across as being blunt, especially for people that uses feelings to express themselves so the high-context society depends on signals to understand what is being said. Second, low-context culture uses logic to present their message, generally, their words speaks for itself. This style of communication can be viewed as restrained, tricky, and

Cultural differences between countries have strong effects on individual personality and behavior, as well as on organizational culture (Hofstede 2001). These differences can be a significant barrier for an international business leader. Failure to understand and adapt to these differences may

The cost of overlooking culture is hard to quantify, but it can be substantial. Evidence suggests that companies that make even moderate adjustments to selection, training, and work design systems based on national cultural value differences in a normally functioning organization are likely to yield improvement in performance. This may translate into several million dollars of additional revenue annually for medium-sized organizations. More importantly, if management systems are devised without regard for culture or blindly generalized from one cultural environment to another, the result is often conflict, misunderstanding, dissatisfaction, undermined morale, and high turnover. The productivity losses due to this can easily lead to a complete business failure (2). This idea seem to be lost on DF who appear confrontational and unwilling to compromise their positions in the JV.

The culture of China, in terms of management inside of a company is described as each person has a very clear role and that helps organization to keep things in order. Unlike Serbia and Montenegro where it has a culture of employees expecting employer to give them detailed directions and no questions are expected. Generally managers in China use autocratic leadership style. However they will not embarrass or punish employee publicly or in front of the colleagues. Another important factor is the hierarchy of Chinese culture. Even though the actual control is at the top of line management there may be informal interaction between staffs or managers and staffs (Kwintessential.co.uk,

This report presents a literature review on business etiquette, cultural dimensions, leadership styles, communication channels, decision-making process and managing teams and value system followed in the two different nations where different cultures are followed (Kittler, et. al., 2011). This assignment discusses the different business culture present in Bangladesh and Canada. This assignment covers the similarities and differences which exist between two different cultures followed in Bangladesh and Canada.

Our four bordering cultures clearly all have very different business orientations. Though German business culture might anticipate explicit instructions from their management concerning what their roles and functions involve, the French business culture might prefer an implicit understanding of their roles´ function and the responsibility attached to it. The Italian culture would appreciate a manager with whom they can have a reciprocal relationship in an environment where responsibility, obligation and loyalty are needed within working relationships. Last, British business culture would value indirect and diplomatic communication, along with the qualities of modesty, reservedness and fair play.

INTERNATIONAL MANAGEMENT: CULTURE, STRATEGY, AND BEHAVIOR, EIGHTH EDITION Published by McGraw-Hill, a business unit of The McGraw-Hill Companies, Inc., 1221 Avenue of the Americas, New York, NY 10020. Copyright © 2012 by The McGraw-Hill Companies, Inc. All rights reserved. Previous editions © 2009, 2006, and 2003. No part of this publication may be reproduced or distributed in any form or by any means, or stored in a database or retrieval system, without the prior written consent of The McGraw-Hill Companies, Inc., including, but not limited

Effective cross-cultural management has to be grounded in a detailed knowledge of individual cultures. Discuss using examples from two multinational companies.