Euro Disneyland? Using the Decision Matrix Analysis along with the Decision Matrix Analysis video, make the following decisio

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Question and writing rules

Module 06: Critical Thinking

Euro Disneyland (100 Points) 

This week you were introduced to several decision-making tools in the course content. Using the Decision Matrix Analysis along with the Decision Matrix Analysis video, make the following decisions relative to the case study about Euro Disneyland (p. 262):

· The first section of your paper should be an explanation of this process and how you decided on each of the factors in the matrix.

1. List all of the cultural challenges posed by Disney’s expansion into Europe. (Side of matrix.) Need in-depth analysis on the cultural challenges

2. Next, list the variables that influenced these challenges. (Top of matrix.)

3. Decide on a score (1-5) for each of these challenges according to the relative importance of the factors. Multiply each of these scores by 2 to find the weighted scores for each option/factor combination.

· Next, respond to the following questions in the rest of your essay: 

1. Using Hofstede’s four cultural dimensions as a point of reference noted in the case, what are some of the main cultural differences between the United States and France? 

2. In managing its Euro Disneyland operations, what are three mistakes that the company made? Explain your response with examples.

3. As a conclusion, reflect on your overall thoughts on this case. 

Required:

· Chapters 6 & 7 in International Management: Culture, Strategy, and Behavior

·  Chapter 6 PowerPoint slides Chapter 6 PowerPoint slides – Alternative Formats in International Management: Culture, Strategy, and Behavior

“In-Depth Integrative Case Study 2.1a: Euro Disneyland” (p. 262) in International Management: Culture, Strategy, and Behavior

· Bucurean, M. (2018). The effects of moods and emotions on decision making process – A qualitative study. Annals of the University of Oradea: Economic Science, 28(1), 423-429. 

· Carataș M., Spătariu E., & Trandafir R. A. (2018). Organizational culture impact on strategic management. Ovidius University Annals: Economic Sciences Series, XVIII (2), 405-408. 

Recommended:

· Bacha, S., & Azouzi, M. (2019). How gender and emotions bias the credit decision-making in banking firms. Journal of Behavioral and Experimental Finance, 22, 183-191. 

· Kangas, M., Kaptein, M., Huhtala, M., Lämsä, A., Pihlajasaari, P., & Feldt, T.

(2018). Why do managers leave their organization? Investigating the role of ethical organizational culture in managerial turnover. Journal of Business Ethics, 153(3), 707-723.

· Najeemdeen, I., Abidemi, B., Rahmat, F., & Bulus, B. (2018). Perceived organizational culture and perceived organizational support on work engagement. Academic Journal of Economic Studies, 4(3), 199-208.

Essay should meet the following requirements:

· Be 5-6 pages in length, which does not include the title page, abstract, or required reference page, which is never a part of the content minimum requirements.

· Use APA (7th ed) style guidelines.

· Support your submission with course material concepts, principles, and theories from the textbook and at least seven scholarly, peer-reviewed journal articles. 

Writing rules

· Use a standard essay format for responses to all questions (i.e., an introduction, middle paragraphs, headline (and

· Make sure to include all the key points within conclusion section, which is discussed in the assignment. Your way of conclusion should be logical, flows from the body of the paper, and reviews the major points.

· I would like to see more depth for the question

· Responses must be submitted as a MS Word Document only, typed double-spaced, using a standard font (i.e. Times New Roman) and 12 point type size.

· Plagiarism All work must be free of any form of plagiarism.

· Written answers into your own words. Do not simply cut and paste your answers from the Internet and do not copy your answers from the textbook

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Chapter 6

Organizational Cultures and Diversity

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Learning Objectives

Define exactly what is meant by organizational culture, and discuss the interaction of national and MNC cultures

Identify the four most common categories of organizational culture that have been found through research, and discuss the characteristics of each

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Learning Objectives (continued)

Provide an overview of the nature and degree of multiculturalism and diversity in today’s MNCs

Discuss common guidelines and principles that are used in building multicultural effectiveness at the team and the organizational levels

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Deloitte: Key Findings regarding Culture and Global Leadership

Cultural diversity

Lies in the eye of the beholder

Positively contributes to professional and personal enjoyment of the project and project outcome

Indirectly encourages project members to rethink their usual working habits and expectations

Dominance amongst team members reduces bias to interact with people who have common characteristics

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Advantages of Global Virtual Teams

Working virtually can reduce team process losses associated with any cliques commonly experienced by face-to-face teams

Having members span many different time zones can literally keep a project moving around the clock

Cohesive teams that are capable of quickly solving complex problems and making effective decisions provide a competitive advantage

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Organizational Culture

Pattern of shared basic assumptions that:

Is learned by the group as it solves problems of external adaptation and internal integration

Have worked well enough to be considered valid

Are to be taught to new members as the correct way to perceive, think, and feel in relation to those experiences

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Characteristics of Organizational Culture

Observed behavioral regularities, as typified by common language, terminology, and rituals

Norms, as reflected by things such as:

Amount of work to be done

Degree of cooperation between management and employees

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Characteristics of Organizational Culture (continued 1)

Dominant values that the organization advocates and expects participants to share

Include high product and service quality, low absenteeism, and high efficiency

Philosophy that is set forth in the MNC’s beliefs regarding how employees and customers should be treated

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Characteristics of Organizational Culture (continued 2)

Rules that dictate the dos and don’ts of employee behavior

Relate to areas such as productivity, customer relations, and intergroup cooperation

Organizational climate or overall atmosphere of the enterprise

Reflected in the participants’ interaction with others, behavior with customers, and perception of how the higher-level management treats them

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Interaction between National and Organizational Cultures

Diagnosing Organizational Culture for Strategic Application (DOCSA)

Set of proprietary cultural-analysis techniques and programs that help identify the dimensions of organizational culture

Proposed by Hofstede

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Table 6.1 – Dimensions of Corporate Culture

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Table 6.1 – Dimensions of Corporate Culture (continued)

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Interaction between National and Organizational Cultures (continued)

Even in the presence of multinational alliances, partners will bring different organizational cultures with them

Difficult for an MNC with a strong organizational culture to break into foreign markets

Unfamiliarity with divergent national cultures

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Steps to Integrate Organizational Cultures

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Determining Organizational Culture

Important aspects

General relationship between the employees and their organization

Hierarchical system of authority that defines the roles of managers and subordinates

General views that employees hold about the MNC’s purpose, destiny, goals, and their place in them

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Figure 6.2 – Organizational Cultures

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Family Culture

Strong emphasis on hierarchy and orientation to the person

Results in a family-type environment that is power-oriented and headed by a leader who is regarded as a caring parent

Management assumes a parental relationship with personnel

Ensures proper treatment of employees and their continued employment

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Family Culture (continued)

Characterized by traditions, customs, and associations

Bind the personnel together

Make it difficult for outsiders to become members

Can catalyze and multiply energies of personnel and appeal to their deepest feelings and aspirations

Foreign to most managers in the United State

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Eiffel Tower Culture

Strong emphasis on hierarchy and orientation to the task

Jobs are well defined, employees know what they are supposed to do, and all activities are coordinated from the top

Culture is narrow at the top and broad at the base

Relationships are specific, and status remains with the job

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Eiffel Tower Culture (continued 1)

Managers seldom create off-the-job relationships with employees

Operates like a formal hierarchy, which is impersonal and efficient

Each role is described, rated for difficulty, complexity, and responsibility and has a salary attached to it

Jobs are awarded to the best fit between role and person

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Eiffel Tower Culture (continued 2)

Learning involves the accumulation of skills necessary to fit a role, and organizations:

Use qualifications in deciding how to schedule, deploy, and reshuffle personnel to meet needs

Employ assessment centers, appraisal systems, training and development programs, and job rotation to manage personnel

Ill-equipped to handle things when changes need to be made

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Guided Missile Culture

Strong emphasis on equality in the workplace and orientation to the task

Work-oriented culture where the work is undertaken by teams or project groups

Egalitarian and task-driven

Changes can happen quickly

Loyalty to profession and project are often greater than loyalty to the organization itself

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Motivation in Guided Missile Culture

Tends to be more intrinsic

Team members become enthusiastic about, and identify with, the struggle toward attaining their goal

Helps minimize both intragroup and intergroup conflicts

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Incubator Culture

Strong emphasis on equality and personal orientation

Little formal structure

Based on the premise that an organization’s role is to serve as incubators for self-expression and self-fulfillment of their members

Participants confirm, criticize, develop, and find resources for, or to help complete, the development of an innovation

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Incubator Culture (continued)

Creates an environment where participants thrive on an intense, emotional commitment to the nature of work

Changes are fast and spontaneous

Motivation remains highly intrinsic and intense

Leadership is achieved and not gained by position

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Table 6.3 – Summary Characteristics of the Four Corporate Cultures

Characteristic	Family	Eiffel Tower	Guided Missile	Incubator
Relationships between employees	Diffuse relationships to organic whole to which one is bonded	Specific role in mechanical system of required interaction	Specific tasks in cybernetic system targeted on shared objectives	Diffuse, spontaneous relationships growing out of shared creative process
Attitude toward authority	Status is ascribed to parent figures who are close and powerful	Status is ascribed to superior roles that are distant yet powerful	Status is achieved by project group members who contribute to targeted goal	Status is achieved by individuals exemplifying creativity and growth

Source: Adapted from Fons Trompenaars and Charles Hampden-Turner, Riding the Waves of Culture: Understanding Diversity in Global Business, 2nd ed. (New York: McGraw-Hill, 1998), p. 183.

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Table 6.3 – Summary Characteristics of the Four Corporate Cultures (continued 1)

Characteristic	Family	Eiffel Tower	Guided Missile	Incubator
Ways of thinking and learning	Intuitive, holistic, lateral, and error correcting	Logical, analytical, vertical, and rationally efficient	Problem centered, professional, practical, and cross-disciplinary	Process oriented, creative, ad hoc, and inspirational
Attitudes toward people	Family members	Human resources	Specialists and experts	Co-creators
Ways of changing	“Father” changes course	Change rules and procedures	Shift aim as target moves	Improvise and attune
Ways of motivating and rewarding	Intrinsic satisfaction in being loved and respected	Promotion to greater position, larger role	Pay or credit for performance and problems solved	Participation in the process of creating new realities

Source: Adapted from Fons Trompenaars and Charles Hampden-Turner, Riding the Waves of Culture: Understanding Diversity in Global Business, 2nd ed. (New York: McGraw-Hill, 1998), p. 183.

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Table 6.3 – Summary Characteristics of the Four Corporate Cultures (continued 2)

Source: Adapted from Fons Trompenaars and Charles Hampden-Turner, Riding the Waves of Culture: Understanding Diversity in Global Business, 2nd ed. (New York: McGraw-Hill, 1998), p. 183.

Characteristic

Family

Eiffel Tower

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