LB5240 Culture and Business Management Report Sample

ASSESSMENT ITEM 1: DESCRIPTION

The aim of this assessment task is to develop both your researching skills as well as your presentation skills in a team context.

Useful Information

• Video recording of a group presentation (Your video should look professional, speak clearly, and annunciate your words clearly. Look at the camera and talk to it as if it is a person, or director.

• Group member: maximum 03.

• The recorded group presentations will be played in class, decided by the lecturer on the day.

• Each student in the team must present at least part of the presentation.

• Marking will be on group performance, and all members of the team will receive the same grade. Ensure you review the rubric criteria for assessment 1 as you develop your group presentation.

Instructions

1. Select any two (2) cross-cultural leadership models (e.g. Hofstede and Lewis), and associated readings/ studies that encompass both 'leadership' and 'cross-cultural' aspects of these theories.

2. Research these two models and develop a 10-minute presentation aligned with the SLOs around relating to models. The presentation should include an:

a. Introduction

b. Description of the two theories underpinning both models

c. Your perspective on the application of these models to business and leadership

d. Summary

Solution

Member 1

Introduction

The concepts of cross-cultural management are integrated with business and leadership procedures through team management, man management, organisational culture, and more. Therefore, this presentation for MBA assignment expert reflects the theoretical alignment of the concepts and the processes through which they impact the leadership and business of International business firms.
Description of two theories underpinning the Models

Hofstede cultural model

Hofstede's cultural dimensional model signifies a nation's cultural perspectives, such as power distance, individualism, indulgence, cultural orientation and others. These perspectives are directly aligned with the business procedures regarding operational management and leadership skills.

Power distance: This specific perspective is associated with the social standpoint towards the acceptance of power and equality among leaders. Therefore, leadership practices are based on this particular dimension in terms of followers' responses. Considering this fact, the iceberg theory of culture reflects the unseen segment of a national culture that has a huge role in shaping business practices and leadership. On the other hand, hierarchy is tremendously endorsed. In a low-power-distance culture, there is a trend towards egalitarianism and a democratic process of authority. For example, Australia's power distance index is 39, which is considerably low (Hofstede Insights, 2024). Therefore, the office distribution process and working mechanism are influenced by a low power index.

Member 2

Uncertainty avoidance: It is an impulsive tendency of a population reflecting initiatives of proactiveness to avoid uncertainties (Hofstede, 2001). It is suitable for effective leadership skills and the implementation of adequate business strategies. According to the iceberg theory of culture, such traits cannot be recognised from visualisation rather than working with a population.

Member 3

Individualism: Collectivism and group performance are based on this cultural dimension, one of the most crucial components in modern workplaces (Hofstede, 2001). Cultural insights such as values, regional perspectives and others are incorporated with this particular aspect that states the importance of the iceberg model. In addition to this, organisational management can evaluate group approach or individual brilliance in a wide range of populations.

Member 4

Masculinity and orientation: This factor controls gender bias and the population's mentality towards workplace diversity (Hofstede, 2001). For example, Australia has different gender perspectives in the workplace compared to the UAE. This difference triggers the required leadership adaptations for operational balance and strategic management of cross-culture.

Indulgence: The iceberg cultural theory explores a wider range of hidden cultural aspects, including employee mentalities, personal choices and more. For example, preference towards professionalism, active engagement and others signify a population’s indulgence, which shapes the business policies and requirements of internal stakeholders.

Lewis cross-cultural model

Member 1

Lewis's cultural model is related to workplace culture. It depicts three core dimensions: linear-active, multi-active and reactive. These dimensions impact the leadership process and differentiated leadership styles, such as transformation, dictatorial, and many more.

Linear-active: Considering communication, workplace behaviour and other key attributes, linear-active employees can be recognised easily (Lewis, 2006). For example, Australia, the UK, and the USA mainly consist of linear-active employees who reflect their step-by-step approach to achieving professional goals. This particular approach is suitable for the transformational leadership style, which can be explained through the same theory. According to transformational leadership theory, employees are valued and motivated through appropriate goals and visions (Ketprapakorn & Kantabutra, 2022).

Member 2

Multi-active: This specific dimension reflects the flexibility among the workers in terms of certain changes and others. It affects the business and leadership procedures as any strategic management or decision cannot be implemented adequately. Therefore, this culture states the importance of transformational leadership theory to reduce employee turnover and keep them motivated throughout the workplace.

Member 3

Reactive: Reactive culture reflects the segment of active listeners (Lewis, 2006). Such employees are more oriented to the self-decision-making process, signifying the importance of workplace orientation in terms of team formulation and task development. Thus, the theory of transformational leadership sheds light on the key traits of leaders, such as emotional intelligence and social attachment, to influence such employees to retain higher professional goals (Ketprapakorn & Kantabutra, 2022).

Therefore, the theory of transformational leadership underpinning the Lewis cultural model depicts key challenges in terms of differentiated employee perspectives and opinions that might affect organisational performance. Hence, proper evaluation of employee traits and behavioural patterns helps leaders implement adequate business practices.

Member 4

Application of these models to Business and Leadership

The Hofstede cultural model impacts business and leadership, making it useful for analysing the foreign market. For example, a business company in Australia tends to expand its operations in India. The Hofstede model will help professionals plan precise recruitment policies in the target nation based on Indian culture. Similarly, associated changes in leadership practices will also need to be adopted to perform well in the operational markets.

Along with this, Lewis's cultural model directly impacts leadership styles. Considering associated factors such as organisational values and operational mechanisms, the implication of this model will help to categorise employees, resulting in effective team management and skill management procedures for operational leaders,

Summary

Based on the above discussion, the Hofstede model and Lewis' cultural model are associated with the employee management and business perspectives that shape the leadership roles and strategic management of a business firm. Therefore, differentiated leadership skills and business practices are being shaped by the workplace culture and market nature in terms of strategic development and crucial business activities such as marketing, public relations and many more.

Reference list

Arslan, S. (2020). Culture in Textbooks and Curricula. World Englishes And Culture in English as a Foreign Language (EFL) Education, 143-158. Retrieved from: https://www.researchgate.net/profile/Sezen-Arslan/publication/346630565_Culture_in_textbooks_and_curricula/links/5fe0920da6fdccdcb8ec4ee6/Culture-in-textbooks-and-curricula.pdf

Hofstede Insights (2024) (08 June 2024). Country comparison tool, Hofstede Insights. https://www.hofstede-insights.com/country-comparison-tool?countries=australia
Hofstede, G. (2001). Culture's Consequences. Sage Publications.

Hofstede, G. (2001). Exploring Culture: exercises, stories and synthetic cultures. Intercultural Press.

Ketprapakorn, N., & Kantabutra, S. (2022). Toward an organisational theory of sustainability culture. Sustainable production and consumption, 32, 638-654. DOI: https://doi.org/10.1016/j.spc.2022.05.020

Lewis, R. (2006). When cultures collide: leading across cultures. NBI.