learning outcomes after completing the module you should be able to

Learning Outcomes:
After completing the module, you should be able to:
Understand the role of culture in international business including knowledge of the
major policies.
Develop knowledge of key organisational and national cultural characteristics in order
to manage successfully in diverse contexts.
Evaluate the challenge and opportunity of managing a diverse global workforce to
create value and achieve organisational goals.
Understand the factors that contribute to the notion of a globalised economy
demonstrating an awareness of ethically sound and accountable international policies.
Work effectively as a member of a global virtual team with practical application of
cultural awareness, including team working skills
Your assignment should include: a title page containing your student number, the module
name, the submission deadline and a word count; the appendices if relevant; and a
reference list in Arden University (AU) Harvard format. You should address all the elements
of the assignment task listed below. Please note that tutors will use the assessment criteria
set out below in assessing your work. Maximum word count: 1000 words

Task 2 Individual Assignment Task

Read the following case study carefully.

John Thompson, an executive for Shonteur Inc., a wine wholesaler based in Massachusetts, USA, was appointed to head Shonteur France Inc., The subsidiary had been established to procure wines in Europe for distribution in the U.S. market. The subsidiary employs 179
people. The employees are mostly locals (French) but many employees are from Germany, Spain and Portugal, that are also sources of European wines. The company selected
Thompson for the assignment because of his successful experience managing another wine sourcing subsidiary in Napa Valley, California, USA.
Over the years, Thompson tended many management development seminars where he was
told that participative management involving employees in the decision-making process
would produce wonders. It did work well for him at the Napa Valley subsidiary and it helped
to establish his reputation at the Massachusetts headquarters as an effective manager.
These days however, to climb to the top of a corporations headquarters managers require extensive cross-cultural experience that is, experience managing diverse cultures. In view
of this current managerial trend Thompson, with the goal of a high-level appointment at corporate headquarters, happily accepted the appointment in France. Thompson was determined to be at least as successful in France as he had been in Napa Valley.
On assuming his managerial post as the head of the French subsidiary, Thompson basically began applying the same managerial style he had applied in Napa Valley. For example, he
began delegating some of his decision-making duties to the French supervisors, and in
making major decisions, he often solicited their input and he involved them in the decision
making process. Thompson had been taught in management development programmes and
had learned from experience at Napa Valley that this would improve employee morale, and thus, productivity. To his surprise, however, he noted that the French supervisors non
verbally expressed anxiety, dissatisfaction, and low morale. Thompson thought to himself
What is wrong here? What is the problem?
Case Study Source: Rodrigues, C., 2009. International Management. A Cultural Approach.
Third Edition. Sage Publications. Case 11-3, p421-424.
Using the key themes engaged with during the module and the online tutorials with regard to culture (individual, country and organisational) informed by the academic literature and using examples from the business world, critically assess the challenges that Thompson faces in
the case study. What is the problem? Why has the problem/s occurred? Is the problem
typical of management across international borders? Can this problem be prevented in
future? What lessons can be learned from the experience (positive or negative) of other businesses that have headquarters in one country and subsidiaries in another in a globalised economy? What advice would you give to Thompson to resolve his problem?

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