According to Steers, Nardon & Sanchez-Runde (2016) communication is the principal way of reaching out to others and exchanging ideas, commodities, establish relationships and conduct business. The authors point out that communication can be challenging within a language group or even culture. This is especially true across age groups, gender, and geographic regions. Communicating across culture implies that individual come from different cultural background, organizations and must work with other team members and employers with different backgrounds and expectations. The authors also note that third parties can also increase the confusion when they try to clarify issues. The text points out those simple yet unintended words, signs, behavior and symbols can contribute to misunderstanding, embarrassment, conflicts and strained business relations. Global managers, therefore, find effective communication across culture as a major challenge. The AIA model can be used to identify the challenges faced by managers working in a culturally diverse environment. Similarly, it is necessary to understand the cultural screens that affect communication. The first screen is culturally mediated cognition that involves the cultural influences that surround communication episodes. The second screen is the culturally mandated protocols and involves the cultural influences on the required behavior.
Cultural dimension for Argentina and Netherlands
On power distance, Argentina has a score of 49 which implies that status and appearance are very important. Netherland score of 38 implying being independent and hierarchy is for convenience purposes only. The country believes in equal rights coaching leaders and the superiors are accessible. The management also facilitates and empowers. Power is decentralized and team members are expected to contribute based on their experience.
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Argentina has a score of 46 on individualism and is the most individualist country in Latin America. There are many collectivistic traits. The employer-employee link is likely to be calculative and there are boundaries between private and work life. Netherland has a score of 80 on this dimension implying that it is a highly individualistic country. The country has a loosely knit social framework where people are expected to take care of themselves as well as their immediate family.
Argentina has a score of 56 on masculinity. It has a strong achievement orientation and is the assertive Netherlands has a sore of 14 on masculinity and therefore is more of a feminine society that maintains a work-life balance and includes all. Managers are supportive and decision making is through involvement. On uncertainty avoidance, the country has a score of 86 indicating a strong desire for rules and established legal systems to structure life. The need to obey the law is weak and corruption cases are still high. The Netherlands, on the other hand, has a score of 53 in this dimension and slightly avoids uncertainty. It maintains rigid codes of beliefs and behavior and is there is an emotional need for rules.
On long-term orientation, Argentina has a score of 20 indicating a normative culture. Individuals in such societies desire to establish the absolute truth and are normative in their thinking. The Netherlands has a score of 67 indicating that the country has a pragmatic nature where individuals believe that the truth depends on the situation, context and time.
On indulgence, Argentina has a score of 62 which indicates that people exhibit a willingness to exhibit a willingness to realize their impulse and desires. The Netherlands has a score of 68 where people are willing to realize their impulse and desires to enjoy life and have fun.
From the case study, it is evident that cultural differences affect the manner in which information is communicated. The differences in the two cultures led to the reactions by Gutierrez' whose response worsened the situation. Dekker can clarify the matter and encourage Gutierrez' to periodically follow in the communication and respond on time to avoid the occurrence of such a situation. She should also clarify the matter with the senior management so that the issue can be addressed from an organizational perspective rather than at a personal level.
References
ountry Comparison - Hofstede Insights . (2018). Hofstede Insights . Retrieved 1 March 2018, from https://www.hofstede-insights.com/country-comparison/argentina,the-netherlands/
Steers, R., Nardon, L., Sanchez-Runde, C., Samaratunge, R., Ananthram, S., Fan, D., & Lu, C. (2016). Management across cultures (3rd ed.). Port Melbourne, Vic.: Cambridge University Press.
