Cross Cultural Management : cross-cultural evaluation theories apply to François Bucourt professional experience

Résumé du document

In modern times, it has become extremely common to work with people from different cultures. First of all, we are in time of globalization and people are moving everywhere. That is why we so often talk about cross cultural management and the way to deal with cultural differences. Even if the barrier of language exists, there is also the barrier of national cultures and values that are different from one country to another. To really understand the real effect of cultural consequences, it was important for us to deal with a real case. The example of the CEO, François Bucourt, was an interesting case to understand how a French man tried to understand the way of working in other countries like Australia or Africa. To answer several questions, and to make a relation between theories and real example, we have decided to present our work according to the course and according to the meeting. The first important thing is to really understand the main theories dealing with the kind of issues that the CEO encountered during his all professional experience.

Extraits

[...] He, for example, tried to get involved with friends from the local culture instead of being always with common friends from France. The international manager must not believe in a one best way. He must be receptive to all the cultures that surround him, in order to be able to work and develop with them. Rather than try to erase the cultural differences and particularities, a good manager must consider what's best in each one of them and try to pass it on to the others. [...]

[...] As for the Americans, they are haunted by the ideal picture of the contract which, crossed between free men, remains fair because law united with morality to restrict power of the strongest. Finally for the Dutch, it seems as they are “allergic” to any form of pressure from the authorities, therefore they try to keep a great deal of objectivity when dealing with issues. These three points allow him to conclude that life in society makes a bow for traditions which reside compete with a capacity to be reinvented and created”. [...]

[...] This could be associated to the François Bucourt experience because this man, after several months in each country, could be able to resume how people worked over there. According to each country he worked in, François Bucourt met difficulties all the time and that's what is said in the logic of honor. The must important is to take into consideration that every country works differently and that for every people working over there it is sometimes difficult to understand and behave in a different way. [...]

[...] There is no career plan is this case, no way to do the work. But strong uncertainty avoidance shows that the future is strongly prepared because people are a little bit afraid of what could happen. In this case, there is an important need of rules to know how to deal with some kind of situations. Here, people give a lot of importance to knowledge and experts. A masculine society is a society where people live to work. So there is a separation between public and private life, and people are very interested in the salary. [...]

[...] Cross Cultural Management : cross-cultural evaluation theories apply to François Bucourt professional experience Summary INTRODUCTION Cross cultural theories 3 a. Geert Hofstede 3 b. Philippe d'Iribarne How do cross cultural theories apply to the CEO François Bucourt professional experience? 5 a. Relation of Hofstede's theories with the two different experience of François Bucourt 5 b. What are the main relations between F.B.'s experience and Logique de l'Honneur” 8 c. “Culture et Mondialisation” according to the meeting 8 CONCLUSION 9 Introduction Today it is more and more common to work with people from different cultures. [...]