Cultural values comparing two International CEOs

Thèmes abordés

Rouen Business School, Global Economy, Trend Setting, MGM, CEO's, Challenges, Difficulties, Charisma, Carrefour, Mc Donalds, Accor

Résumé du document

In a globalized economy, the importance of having international managers and leaders in multinational companies has become primordial. The aim of this essay is to provide two examples of international managers that managed to provide the change their companies needed thanks to their cultural background...

Extraits

[...] In the contrary, Denis Hennequin is French and evolves in a US company, which is a high context person in a low context environment. (Hall, 1969) This statement can be illustrated with their style of communication. Carrefour's CEO style is clear, direct and sometimes abrupt. Everything is calculated, for him pragmatism and respect of the interlocutor are the more important values in a negotiation. Denis Hennequin's style is influenced by his French roots, using consensus, openness to ideas and opinions and by using indirect ways to communicate. [...]

[...] Retrieved 2010, from http://www.europeanceo.com/news/home/ceo-profiles/article745.html Le Point. (2010, November). Retrieved December 2010, from http://www.lepoint.fr/economie/accor-pelisson-s-en-va-hennequin-arrive-03-11-2010-1257561_28.php Hall, E. T. (1969). The Hidden Dimension. Javidan, M., Dorfman, P., Sully de Luque, M., & House, R. (2006). In the Eye of the Beholder, Cross Cultural Lessons in Leadership from Project GLOBE. Trompenaars, F. (1994). [...]

[...] Leaders' behaviours comparison: In this part, we are going to analyse the differences between the two leaders' behaviours. First of all their vision and mission are not the same. The basic objective of Olofsson is to renew the image of Carrefour by returning to the core values of the company. In the contrary, Hennequin's objective is to renew the image of McDonald's by creating new core values for the company. Second of all, both leaders are using different methods according to their own culture and the context they evolve in. [...]

[...] (2009). Retrieved 2010, from http://www.capital.fr/enquetes/hommes-et-affaires/les-petits-secrets-de-lars-olofsson-le-nouveau-dg-de-carrefour-421210 Capital. (2010). Retrieved December 2010, from http://www.capital.fr/bourse/actualites/denis-hennequin-remplace-gilles-pelisson-a-la-tete-d-accor-543167 Capital. (2010, August). Retrieved December 2010, from http://www.capital.fr/enquetes/hommes-et-affaires/les-petits-secrets-de-denis-hennequin-le-nouveau-p-dg-d-accor-529395/(offset)/3 Challenges. (2010). Retrieved December 2010, from http://www.challenges.fr/actualites/entreprises/20101103.CHA9748/le_cv_de_denis_hennequin.html Challenges. (2010). Retrieved 2010, from http://www.challenges.fr/actualites/entreprises/20101119.CHA0340/pourquoi_carrefour_planet_na_pas_fonctionne.html European CEO. (2010). [...]

[...] Cross Cultural Management Cultural values assignment 3rd of December 2010 In a globalized economy, the importance of having international managers and leaders in multinational companies has become primordial. The aim of this essay is to provide two examples of international managers that managed to provide the change their companies needed thanks to their cultural background. The two leaders' background: Lars Olofsson (CEO Carrefour) The French retailing group Carrefour announced end of 2008, the replacement of the current CEO José Luis Duran by Lars Olofsson, vice Chief Executive Officer of Nestle at that time. [...]