BUMGT5920 Management in a Global Business Environment Case Study Sample

BUMGT 5920 Management in a Global Business Environment

Assessment Description

In groups of three, students are required to analyse THREE scenarios in which global business challenges and opportunities are raised. As a team, students need to apply the themes and theories from the course materials to respond to the scenarios with a focus on strategic approaches for managers operating in the global business environment. The intention of this task is for students to engage in group activities similar to team-oriented projects you might expect to be assigned in the workforce. As such, each group member is expected to contribute to the group submission.

Scenario 2: Mahindra – Europe

Mahindra and Mahindra Limited is a transnational automotive corporation headquartered in Mumbai, India, and its subsidiary, Mahindra Tractors, is the world’s highest selling tractor brand (by volume). Ramandeep is a manager at Mahindra Tractor’s Mohali (India) manufacturing plant, and is scheduled to join the company’s finance team on a business trip to visit their manufacturing operations in Europe. This 10 day trip will include a visit to their forestry and farm equipment manufacturing subsidiary partners in Turkey and Finland.

While Ramandeep has travelled regularly within India to work with Mahindra’s subsidiaries and partners, she will be visiting Europe for the first time and is somewhat apprehensive, as she knows very little about the countries on their itinerary; their people and how they do business. To assist Ramandeep with her preparation for this business trip, your group is required to use the various cultural comparison tools/resources featured in the course materials to prepare summaries on doing business in each of these countries (i.e. Turkey and Finland). These summaries should provide Ramandeep with the essential cross-cultural and business information and advice/recommendations to enable her to engage effectively with the participants in the Mahindra business meetings on this trip.

These summaries should include:

• Specific areas of similarity and difference between Ramandeep’s culture and the countries/cultures she will be visiting, including advice/recommendations about how to proceed with her meetings.

Solution

Focusing on the cross-cultural resources and tools for business as well as the case study of Ramandeep it has been found that the business ethics and process are different from country to country, thus while visiting Europe, Ramandeep needs to evaluate the difference between business meetings in each country such as India, Finland and Turkey. As per the MBA Assignment Experts Overview, In Indian business meetings, English is generally used as the prime language where often professionals avoid using the word “no” to avoid being disrespectful thus they use different terms such as “we’ll see.” Thus, it is necessary to become a good listener while working in business in India. They focus on arranging meetings with help of associates as well relies on respecting the hierarchy (Bakhru, Behera & Sharma, 2018). Only the highest in the possession sustains the right to make decisions in the Indian business field. The similarity in these nations is that all of them focuses on respecting their work culture and work according to the one they have been following, change and adaptation to other culture is often offensive in business. 

While in the case of business in Turkey, it is necessary for foreign seeking aim to business in turkey must respect and understand the culture of Turkey. Professionals or people in Turkey initials intends to get acquainted with the person they wish to do business with, thus Ramandeep must focus on developing a better and respectful relation and understanding with the people she wishes to work with (Yıldırım, 2019). They focus on working with people they can trust and sustain a long-term relationship to seek better business outcomes. 

In the case of Finland, the business culture is significantly egalitarian. Often working and doing business in Finland provides major benefits in business but propel here can be circumspect in various manners. People in Finland proceeds and intend to do business with people who have a major interest in their nation thus it will be necessary for Ramandeep to show interest and respect to the nation and its people (Ajao, 2021). It is necessary to have patience while working with people in Finland as proper here take time to think and decide for the work they will put their effort on. Also, while conducting the meeting, one must not interrupt an individual talking and should wait for the turn. Also, people in Finland prefers working independently, thus it is necessary to report the work or work outcomes to people in change individually without focusing n working in a group of hierarchy which is often found in Indian business (Li & Pitkänen, 2018). Thus, Ramandeep needs to focus on these business ethics and values and should prepare herself before starting the business and approaching people in a different nation. She needs to understand the local culture of both Turkey and Finland, understand their people, and work according to the comfort of the workers.

References:

Ajao, P. (2021). The business relationship between Finland and Nigeria: is culture responsible for the challenges Finnish companies face?.https://urn.fi/URN:NBN:fi:amk-2021122390525

Bakhru, K. M., Behera, M., & Sharma, A. (2018). Entrepreneurial communities and family enterprises of India: An overview of their emergence and sustained growth. Journal of Enterprising Communities: People and Places in the Global Economy. https://doi.org/10.1108/JEC-01-2017-0003

Li, H., & Pitkänen, P. (2018). Understanding the integration of mainland Chinese students: The case of Finland. Retrieved from: https://trepo.tuni.fi/bitstream/handle/10024/104183/Understanding_Integration_of_Mainland_Chinese_Students_2018.pdf?sequence=1

Yıldırım, K. (2019). Negotiating with Managers from Turkey. In The Palgrave Handbook of Cross-Cultural Business Negotiation (pp. 309-328). Palgrave Macmillan, Cham.https://doi.org/10.1007/978-3-030-00277-0_14