ORGANIZATIONAL CHANGE ASSIGNMENT 6
Fora large number of business entities, profit making is the main aim orincentive for their mere existence. Indeed, business entities arealways striving to enhance their profitability, competitiveness andsustainability, a feat that they achieve through increasing throughincreasing their sales and reducing their costs. In an effort toachieve the former, a large proportion of business entities areexpanding their reach beyond borders into other countries andmarkets. This is the case for Newfoundland Capital Corporation, whichhas decided to go beyond its home market into Dusseldorf, Germany andMexico City, Mexico. However, its success in the new market issubject to its adaptability to the environment and its capacity toappeal to the potential customers there. This depends on the abilityof the entity to align itself with the cultures and accepted way oflife for the people in Germany and Mexico.
TrainingNeeds in Mexico and Germany
InMexico, it may be imperative that training is provided to theemployees so as to offer more advanced business and managementtechniques. It may be acknowledged, however, that some practices maybe rejected by the employees. Nevertheless, managers are obliged tooffer technical and formal basic training every time they modernizethe work procedures in the business entities (Rothacher,2005).Similarly, they may need training on the separation of business fromfamily links or rather how they complement each other.
Inthe case of Germany, the training of the sales team would need tofocus on imparting knowledge pertaining to the carrying out ofnegotiations and the requisite skills. These may include the factualinformation provision, style and positioning of humor, among others.
BusinessCommunication in Mexico and Germany
InMexico, it is imperative that one determines the language that thatis to be used so as to determine whether a translator would berequired. Similarly, individuals are often addressed using theirfamily names, with proper acknowledgement of the titles that theindividuals have (Rothacher,2005).In addition, business communication often does not involvesuppression of emotions, in which case business discussions andsituations may seem heated or even acrimonious to individuals thatare not familiar with the culture or who come from cultures thatfrown on the visible display of emotions in the course of businessdealings.
Germans,on the other hand, usually exhibit directness in their communicationstyles, which also are deficient of coded language orself-deprecation. Usually, the directness may be mistaken forarrogance. In addition, as much as Germans are often pretty humorous,the style and positioning of humor is often different. It is oftenexpected than an individual would not bring in humor in business(Rothacher,2005).If is noteworthy that humor may not always travel successfully aswhat may seem funny in a particular culture may not be the same inanother. In the course of interactions, laying all facts on the tableis imperative right from the beginning. Indeed, Germans never likesurprises, in which case sudden modifications in businesstransactions even in instances where they enhance the outcome are notwelcome.
NegotiationPractices in Germany and Mexico
Inthe course of negotiations, Mexicans often undertake the process ofgauging the opponent and determining their weaknesses and strengthsso as to come up with a winning strategy. They are known to treatnegotiations as sporting events, where they do not burst out into theplayground with all their energies in the initial period rather theytake time to gauge the opponents (Rothacher,2005).Usually, Mexicans seek stable, long-term relationships with clientsand suppliers, in which case the corporation should focus on thecreation of the same. On the same note, it is imperative that onedoes not become emotional or be in a hurry to cut off thenegotiations. It is well acknowledged that the Mexicans areconsiderably more permissive about deadlines and time compared toEuropeans or Americans. Deals are closed with a formal agreement thatboth sides sign and take a copy of.
Inthe case of Germans, negotiations are factual and analytical, whichis testament to their characteristics as hard bargainers, competitiveand ambitious. Unlike Mexicans, however, individuals are bound bytheir words and a handshake, in which case verbal agreements made inbusiness meetings are considered binding. In addition, decisions areslow and detailed, often requiring the stamp and approval of the topexecutives. Indeed, the business is always hierarchical.
Changesin Hierarchy and Decision-making
Unlikethe United States market or business sector where decision-making isalways decentralized, Germans and Mexicans are often havehierarchical decision-making structures. Indeed, titles, as well asthe prerequisites and prestige that accompany them are deemedextremely crucial in Mexico, in which case the failure of anindividual to recognize and respect them would be perilous to him(Rothacher,2005).It is noteworthy that the title pertaining to a position isconsidered more crucial than the compensation that the individual isafforded. This is also the case for the German businesspeople, wherebusiness decisions are made in a hierarchical manner. Indeed,decision-making is often done at the highest levels in the businessentity. It is considered inappropriate for an individual to bypassassociates pertaining to equal ranking through consulting with theirsuperiors even in instances where the negotiations take a long time.
Rothacher,A. (2005). Corporateglobalization: Business cultures in Asia and Europe.Singapore: Marshall Cavendish.