International Business Culture and Diversity Case Study

International Business Culture and Diversity - Case Study Example Work behaviors vary from one culture to another. Even the organizational culture in place in a multinational company cannot totally dispel the influence of national culture. Organizational culture, in fact, has been known to blow up the members' national culture and gives emphasis to it In the light of the foregoing, culture does figure importantly in the day-to-day affairs of a company, whether or not it is actively into transactions that involve importing or exporting. Even companies that cater purely to local markets are confronted by cultural diversity amongst their employees, their suppliers, their clients, and other people that they do business with.At the onset of globalization, it was believed to bring about some sort of similarity, if not uniformity, of the world's cultures with one another. Although globalization did bring about an awakening to millions of people who used to think that life in their country is almost all there is to living in this world, it failed to make p eople of different races embrace a new culture that can be said to represent all the people of the world. In fact, it is when people of different cultures get together that their distinct traits, beliefs and habits become their source of identity, security and confidence.And so it was in the case of Ray Cisneros, who flew from Los Angeles to Buenos Aires to close a business deal. While his bosses believed him to be the best choice as the company representative because of his culture - his Hispanic background and capability to speak in Spanish - and his drive to excel, he found himself having to cope with issues that basically originated from the culture of the other party, the Argentinean executives. Cross-Cultural Differences Author Wederspahn names two levels that people of two or more different cultures go through before coming to the point when they are able to use the uniqueness of their individual cultures for the good of their common cause. The first level is where cultural dominance reigns. Each party would try to influence the other based on nothing but just culture. In this level, neither party acknowledges that there are cultural differences to be considered; each party would assume that the other will submit to his culture. (1989) Thus, Ray Cisneros flew to Buenos Aires with intentions of doing his presentation shortly after his arrival and with the belief that the Argentinean executives would agree to stick to his planned schedule. Meanwhile, the Argentinean executives arranged to let Ray Cisneros go sightseeing during his first days in Buenos Aires and then to meet him two days later. They were two parties from two distinct cultures, and each one naturally assumed that the other would agree to the designed schedule. This scenario illustrates the first level where cultural dominance is the name of the game. The second level brings in cultural compromise and the synergy that is achieved through it. In this level, the concerned parties learn to meet halfway to come up with alternatives that would be mutually beneficial. This can be attained even with the existence of cultural differences; it is a matter of acknowledging such differences and focusing more on common values and priorities. (Wederspahn 1989) This second level would ideally bring about a fruitful ending to the uncomfortable initial part of the negotiations between Ray Cisneros and the Argentinean executives. In this level, both parties would look beyond their individual feelings, reservations, plans, intentions and hopes for the meetings that are to be held and would instead dwell on the success and benefits that can be generated for both sides by a well-concluded discourse. The motives, plans, moods and behavior of Ray Cisneros and the Argentinean executives could be traced to the general characteristics of their respective cultures. Indeed, adequate information on the American culture and the Argentine