Award: International Advanced Diploma in Business

Module Titles: Cross-Culture Awareness

Assignment Title: Med Foods

Examination cycle: March 2009

Candidate Name: Maysar A said

NCC Education

Candidate No: 310662

Important Notes:
 It is your responsibility to familiarize with the NCC Education Academic Dishonesty and Plagiarism Policy.

 Any thoughts, ideas or quotations which don’t belong to you must be fully attributed to their sources using
the appropriate in-text citation and bibliography using the Harvard Referencing System. Authors’ work
that is used in your assignment and not referenced is plagiarism.
At Diploma level work omitting either citations or bibliography will be limited to a maximum 50%; at
Advanced Diploma level to a maximum 45%; at Honours and PgD level to fail.
 You must sign the Student Declaration as detailed in the ‘Statement and Confirmation of Own Work’ found
at the back of every NCC Education assignment. You must attach the signed completed form to your
assignment.
 If you gain an unfair advantage or collude in any way whatsoever (other than on joint assignments) you
are liable to be disqualified. Plagiarism is an offence.
 You could lose marks if you exceed the recommended word count by more than 10%.

 A digital copy as well as a paper copy must be submitted (on disk or similarly acceptable medium). Media
containing viruses, or media which cannot be run directly, will result in a FAIL grade being awarded for
this module. Electronic media will also be checked for plagiarism so beware!

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Marker’s comment:

Moderator’s comment:

Mark: Moderated Final

Mark: Mark:

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Statement and confirmation of Own Work

Program: International Advanced Diploma in Business

I have read and understood NCC Educations regulations on plagiarism and confirm
the following details

Student ID/Registration number:

Name: Maysar A. Said

Centre Name: Learn IT

Module Name: Cross-Culture Awareness

Module Leader: Mr. Eliya

Number of words: 5453

I confirm that this is my own work and that I have not plagiarized any part of it. I

have also noted assessment criteria and pass mark for assignments.

Due Date:

Submitted Date:

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TABLE OF CONTENTS PAGE No

Title page……………………………………………………………1

Student declaration……………………………………………….3

Acknowledgement…………………………………………….…..5

Introduction…………………..………………………………….…6

Main assignment

Task 1……………………………………………………………….8-10
Comparing of our own culture to that of the Latin

Task 2……………………………………………………………….11-13
The two strategic models related to cultural assumptions and
approaches in adapting to the external environment

Task 3……………………………………………………………….14-16
The three levels of culture and three methods of discovered that
could be recommended for the MF’s international manager and
chef

Task 4…………………………………………………………….17-22
The key functional areas of the human resource management

Task 5……………………………………………………………….23-24
The key process strategies for managing multicultural differences
within MF’s team

Task 6
Overall report of all the tasks

References………………………………………………………….25

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 ACKNOWLEDGEMENT

I would like to thank God The Almighty for giving me a healthy

life, my family and relatives for their support and help they have
given me, my fellow students especially my sister Aisha for
helping me in discussion, my teacher Mr. Eliya and last but not
least NCC for giving great chance to obtain their education.

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 Introduction
This assignment is based on organizational scenario for an established
Mediterranean restaurant chain. There are various components to the scenario, and
the tasks described below address these components. Your role and background is
that of a generalist consultant who has been called in to provide observations and
suggestions to the current situation. You will be providing advice to an international
manager and chef who want to expand their operation overseas. Therefore, this
assignment requires knowledge of:
• cross-culture awareness as discipline
• Organizational development as a process

The scenario
Med Foods (MF) is an international restaurant chain that was founded using the
Italian, French and Spanish cuisines as a basis for establishing the characteristics
flavours that distinguish those countries and the MF brand. MF has chosen to
restrict its global expansion in order to control both quality and quantity of outlets.
MF was created by three chefs, each having extensive experience in either the
Italian, French or Spanish cuisine and lifestyle. Their creation of MF was as much a
reflection about the attitude of the Mediterranean region as it is about the food.
These three chefs, along with their business and international manager, formed MF
in 2003 form their base in Sorrento, Italy. Since the beginning, their brand has been
associated with a high quality dining experience in a variety of countries. MF
currently has a presence in five European countries, two Asian countries, the USA
and Canada.

MF has spent the last year consolidating its growth and is now ready to expand the
brand again. The approach for expansion is for one of the three founding chefs
along with the international manager to go to the new location for a period of six
months until the new restaurant is established as a stable business. Once there,
they will recruit management and staff, look after any health and legal issues that
need attention in the new location, and open the restaurant. These two MF
representatives prefer to work as a team with the new locations manager and head
chef for six months. This approach helps the new restaurant team understand the
local culture of their new location and the national culture of that location.

The key objective of MF is to deliver high quality food design, preparation and
service resulting in a memorable dining experience. In order for these objectives to
be achieved, it is necessary for MF’s international manager and chef to work closely
with the staff in the new location.

For its next expansion location, MF has chosen your country. The first task is to
recruit a manger and head chef who will have the knowledge of the local culture
and HRM practices within your country. The MF manager and chef will need to

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insure that the new restaurant manager and chef incorporate the Mediterranean
Culture into the new restaurant, and that these four work as an effective team. Such
skills as HRM, marketing, ensuring competitive advantage, food preparation and
service along with knowledge of working across cultures will be key to the success
of this new restaurant in your country.

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Task 1

Culture is the totality of people’s way of life as they struggle to live and continuing
living and developing.

There are four types of culture profiles. These are:

Well oil machine (Germanic)

German’s company tends to be flatter and have narrow span of having power over
the people, and the center level managers have a lesser amount of discretion, they
share specific technical competence with their experts.

there is a strong role of staff that provides scientific knowledge and expectation
that total management has in control, there is also specific competence, but also in-
depth company knowledge.

They have specialized technical competence, where by competent people perform

specialized tasks.

They are organized by function, the activities are grouped on the basis of the
essential functions that must be performed to attain the company’s goals.

there is coordination through the routines, industry, company knowledge. And also
efficiency which is very important.

(Susan Schneider & Jean Louis Barsoux, 1997)

Village market (Anglo/Nordic)

It reflects a larger concern for flexibility. The Anglo/Nordic are planned by division,
there is greater decentralization, and there is also more delegation involved.

the responsibility of central workers is far less significant. The co-ordination function
is positioned on individual managers deserve a stable need for influence and
compromise to attain competition.

Changes in personal is time and again used as chance to reorganize the work and
responsibility in order to put up accessible gift and form opportunities for personal
development.

Top management role is to spot management opportunities and support others to

practice them, underlining the significance of taking a further strategic view and to
be able to communicate it persuasively.

(Susan Schneider & Jean Louis Barsoux, 1997)

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Family or tribe (Asian)

It is centralized, being more hierarchic and less formalized in the organization. The
leaders are extra alert of the general requirements of the business and are more
liable to form decisions in the organization’s greatest interests.

It is more autocratic and paternalistic, this occurs because people have trust in each
other.

It has loyalty since it is based on being part of the family unit, it creates a sense of
trust within them and being part of the family unit is seen as a mean of achieving
safety.

The control (is the power to command, influence or direct people) exerted all the
way through authority, which is not questioned.

There are personal relationships and there is social control in the community.

(Susan Schneider & Jean Louis Barsoux, 1997)

Traditional Bureaucracy “pyramid of people” (Latin)

There is centralized decision making, the decisions are prepared from the centre of
the organization, and the leaders have the authority.

Coordination is practiced at the top, there is less delegation involved and there is
strong role of staff in the organization.

It is highly specialized because there is high formalization.

Leaders are likely to be concerned of their masculinity subordinates. Directors have

a tendency of seeking security and they are risk reluctant. They like better
collective decision making to avoid blame.

Leadership is established to be oppressive and political, which reveals high power

distance and individualism.

(Susan Schneider & Jean Louis Barsoux, 1997)

There are different competitive advantantages.

Competitive advantage is about having something unique that you can compete
with other competitive companies in the market.

Michael Porter stated that “competitive advantage is from country- level factors
(resources, market, government intervention, networks)

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If quality in culture is implemented properly, it can be a way for an organization to
create a sustainable competitive advantage.

Med foods will have more advantage in the market because they will be introducing
new cuisines that has all tastes of French, Italian and Spanish cuisines, it will be a
good combination with foods from our culture which will attract more people to their
restaurant.

getting to know our culture will be a good advantage to them because they will
know how the people in our country like their food to be, how to welcome them and
make them feel comfortable, and most of all to provide them with the best taste of
multi cuisines.

they can also use the knowledge of our culture in their other restaurants in the
other countries, this will give them a competitive advantage because they will be
introducing something new and different in the other countries, this act will attract
more customers.

People like to try something new every now and then, so when they introduce the
new restaurant here with our culture and food involved, so many people will be
attracted by this and they will be motivated to taste something new.

The above are some of the competitive advantage med foods (MF) will gain when
introducing their restaurant here with using our culture in it.

(Susan Schneider & Jean Louis Barsoux, 1997; David Boddy, 2005)

My culture which is Latin compared to the Germans.

Since my country culture is same as Latin we can see how it is different compared
to the Germans. Our culture is centralized when it arrives to decision making,
verdict is made to the top and coordination is at the top where by the Germans
have decentralized decision making and there is narrow span of control.

There is also informal relationship involved people are free to talk and communicate
with each other while the Germans have top management team among them and
they are organized by function while also their discretion is limited by expertise

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Task 2.

THE TWO SPECIFIC MODELS OF STRATEGY RELATED TO CULTURE AND

THEIR ASSOCIATED CHARACTERISTICS.

These models are: adapting model and controlling model.

Adapting model

This model is more decentralized and comfortable. Decisions are not prepared only
by the top managers; they are discussed and can be made by the subordinates
involved in the company.

The responsibility for strategies is diffused through out the institute. Everyone
becomes responsible to achieve the strategies set by the organization.

The planned decisions are anticipated to be accomplished throughout agreement

(within the society constructed), it is done through a general agreement which is
based on collective or group opinion from the people inside the organization.

Scan is broader foundation and less systematic meaning it’s based on a regular plan
or fixed method that is used.

The information is composed from individual source, friends and the observations
they construct tends to be more qualitative and subjective.

Information is interpreted all the way through home ground or intuitive models,
there is also intense discussion which is encouraged by involving all the people of
all level in the organization.

(Susan Schneider & Jean Louis Barsoux, 1997)

Controlling model

This model is being characterized as centralized and formalized; most plans are put
in an agreement and clearly stated in a written form.

The top managers usually are identified in professional consultants to assist and
help in devising strategies, these consultants are specialized and good at what they
do.

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The formal strategies planning units may possibly be well-known to create plans to
be proposed to top management for decision making.

The existence of official scanning units may be there where by their main task is to
examine closely the activities practiced in the organization.

The formal scanning units are accountable for the environmental events. The
scanning is focused in in-depth in order to acquire the essential important
information.

(Susan Schneider & Jean Louis Barsoux, 1997)

The differences between the two models

Controlling model Adapting model

● Environment can easily be known and ● Environment is not easily known or be

is intelligible and predictable this helps controlled. Due to this the organization
the organization. has to be flexible and be ready to act in
response to unforeseeable
environmental proceedings.

● the exact information can be achieved ● Personal relations and

through dynamic and focused scanning
and is analyzed to decrease
environmental uncertainty.
communications are well thought-out as
important to developing collective
understanding, these information
resources are more delicate and
personal.

● The truth in the organization is ● the facts are determined and reality of
determined by facts and figures are the information are mostly expected to
known through the use of algebraic be known through a ’sixth sense’ feeling
models. or intuition that one feels.

●decisions are made by those who hold
the most power and knowledge in the
organization, known as the top directors
who are supposed to make the most
excellent judgment in line with individual
interest.
● Decisions can be made by the
subordinates who work under the top
managers; their decisions are trusted
and are given opportunities.

● Strategic visions are being expressed ● Strategic vision is most of the times
as concrete targets, statements, rules not seen clearly and can not be
and tangible which are clear and certain. described clearly and it usually
philosophical.

● The strategic decisions are perceived ● Strategic decisions are done in time
as the same as distinct events and
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actions and steps are taken and but necessarily in a given timetable.
designed within a specified timetable.

● Strategy completion is highly task and ● Strategy implementation is well

attainment oriented, the actions are
planned clearly and the outcomes are
calculated.
thought-out to center on the expansion
of internal capabilities knowledge
competencies and learning, so that it
can be able to improve and adapt
continuously.

(Susan Schneider & Jean Louis Barsoux, 1997; David Boddy, 2005)

The similarities between the models are;

They both consider the environment and how it affects them and how to control it.

They both carry distinctiveness and something unique to stand out for.

They both aim for strategies and want to achieve the best.

They both consider things before they make decisions.

THE MOST APPROPRIATE MODEL FOR MED FOODS

The most appropriate model for med foods is adaptation model because of the
following reasons:

There is good communication and relationship among the managers and their
workers which will be good for the restaurants, since the managers need to get
along with chefs.

Since decisions can be made by the subordinates it becomes easier if the chefs will
like to try and cook something new, they can decide even without the top managers
being there.

Since it is decentralized, there is more freedom which is important for med foods,
the chefs and managers need to be comfortable with each other.

The members share an emotion of self-assurance that the organization can deal
with whatsoever intimidation and chance that will come to the organization.

The head of adaptive model are kept at varying the correct things not altering for
the sake of change and not concession of core values or business principles.

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(Arthur Thompson Jr & Aj, Strickland, 2001; David Boddy, 2005)

Task 3.

Every different of culture of its people has its own distinctiveness. As culture is the
system of shared meanings and understandings, the distinction that it carries is
significant as the similar behavior can have unusual meanings and distinct
behaviours can have a similar meaning.

The levels of culture are found within the artifacts and behavior, with these two
culture assumption will lead to being observed and its understanding to be found.

THE THREE LEVELS OF CULTURE ARE:

● articrafts and behaviours.

Artifacts
Artifacts are on the surface, those aspects (such as dress codes) which can be
easily discerned, but are hard to recognize because one can never be sure of how
they predict things and if their conclusions are right. Some of the things that are
under artifacts are:

Architecture and Design

This is all about the structure and the design of the building which is the working
place, it brings about the art and science of building which includes its planning,
making and ornamentation. Its style brings about attractiveness and how the
people are located within the building.

For Med Foods the restaurant has to have the architecture and design which will fit
the culture of Tanzania, my country. The design has to be open and free to let the
people interact and see each other, it should not be a design that divides the people
by walls as to just to give them partition. Leaving a close open interactive space for
the people will be very good for the restaurant.

Greetings Rituals

This is all about the greetings and forms of addressing people, the amount of body
contact and physical space that happens between the people when they are
greeting each other. In the rituals it should be known that there is an amount of

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confusion that generates when greeting, how much body contact is needed, should
they shake hands or waving is enough? Greetings and rituals are very important.

Med foods has to know how greetings work in Tanzania, there is always respect for
elder people, and that greetings depends on the individuality and the personality of
the person, they should know how the greetings will lead to the success of the
restaurant as in how they can welcome them and make them feel comfortable in
the restaurant and enjoy their meal.

Assumptions
Edgar Schein 92, states ‘‘these basic assumptions form around deeper dimensions
of human existence such as the nature of humans, human relationships and
activity, reality and truth.’’

Assumptions help in understanding culture and how to revolve around it through

learning and seeking further about humans gestures and relationships that reflects
the truth.

Assumptions will help Med Foods know more about their customers, what really lies
behind their smiles and appearances even though it can be heard.

Beliefs and Values

Beliefs are statements that generate feelings that something is true and that it
really exists. And values are about how the things should be and how ideal it is, it
effects on the exact meaning of the quality in something which will make it useful
and helpful. Beliefs and values are important because they create real facts
surrounding the different cultures.

Med Foods should know that beliefs and values will bring about success for the
restaurant and the managers and workers, it will represent all the culture solutions
to problems that occur from external adaptation and internal integration.

The above are the three levels of cultures that should be looked upon by med foods
when understanding the culture of our country.

(Susan Schneider & Jean Louis Barsoux, 1997)

THE THREE METHODS OF EXPLORING CULTURE ARE:

observation, interviews and surveys, and inference and interpretation.

Observation

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Observation is the ability to notice things that are seen by just viewing and listening
to the situations. Observation can be done to learn and understand about culture of
different people. It also includes recording human behavior with monitoring
instruments. This observation will be useful for Med Foods.

Med Foods should do observation on the first six months in their restaurant; they
should observe their customers, see what they prefer the most to it and how
comfortable they appear. Observation will help them get accurate information on
their customers which will bring about success to med foods.

Interviews and surveys

Interviews are asking people questions about certain things it may be to know
about important information, to get a job or apply for a position, so interview can be
done to learn about people’s culture. Interview can be done personally or through
telephone, mail and any possible access way.

Survey is the system of going somewhere a field or place to look for information.
Survey depends on different people and different circumstances.

Interviews and survey is important to Med Foods because it will help them know
what they should do to impress their customers, since they will be asking them
questions and finding more about them which will make them know what they
should add to the restaurant, what more quality is needed like if they need to add
more taste to the new cuisines etc. This will bring success to them.

Interpretative approach

This involves interpreting and defining culture from gestures, manner and rituals.
Through this approach it becomes easy to understand someone’s way of life from
things which are similar to gestures on how people react on unusual issues will
illustrate the culture of that person.

Interpretive approach will be important, it will make med foods understand how to
go about cultures people.

(Susan Schneider & Jean Louis Barsoux, 1997)

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Task 4

Human resource planning is about containing the exact number and kinds of people
at the right places and at the right time. These people ought to be able of working
effectively and efficiently to finish the work and they are required to achieve the
overall objective of the organization.

THE KEY FUNCTIONS FOR MANAGING PEOPLE AND HUMAN RESOURCE

MANAGEMENT ARE:

Recruitment

Is the process of attracting applicants who will be the new employees of the
organization?

The human resource planner decides on the necessity to hire extra workers, and
then they will have to find out prospective candidate. This is when recruitment is
required.

selection

is selecting new candidate, these applicants must be monitored in order to spot out
the job candidates who are likely to be successful if appointed. This is when the
selection process takes place.

socialization

The acquirement function is fulfilled when the recruits who are selected have been
positioned in the business and have learned the customs of the organization and
their working environment.

The organization’s culture expresses how stuffs are done in the organization and
what matters. When the employees have finally adapted to the organization’s
culture, the will be more familiar and would be successful in achieving the
organizations goals.

Training and Development

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David Boddy, 2005“Term training refers to the acquisition of knowledge, skills, and
competencies as a result of the teaching of vocational or practical skills and
knowledge that relate to specific useful competencies”

The organization should know that proficient employees will not eternally stay in the
company.

Some of the employees are simply experienced upon entering the business but
theyneed additional training and education.

Other employees go into the business proficient of performing an optimum level but
end up facing obsolescence in their skills over time.

As it is known the organization’s needs change over time and period and so the
management must ensure that there is appropriate match of the abilities of the
individuals with the organizational needs for many years into the future. Hence the
training and development function of human resource managements take cares of
all this.

Career Development

As it is workers have different requests and aspiration. The managers have to be

guaranteed that they have competent and motivated people in the business to fulfill
the organization’s future needs and they should always be increasingly concerned
with matching the career needs of workers with the necessities of the organization.

When the human resources have been developed effectively, then they can look
forward to to have experienced employees with up-to-date skills and knowledge.

Performance Appraisal

The process and its result will affect the employee’s inspiration.

Most of the employees expect their work to be impartially evaluated, and if they
feel that their hard work are going to be judged unfairly then their motivation will
diminish.

(Susan Schneider & Jean Louis Barsoux, 1997)

THE TWO CHEFS AND TWO MANAGERS SHOULD FOCUS ON IMPORTANT

THINGS DURING THE FIRST SIX MONTHS OF OPERATION.

The two chefs and two mangers of Med foods should focus on recruitment,
selection, training and socialization during the first six months of the restaurant.
These things are important because they will help them start well the restaurant
business.

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RECRUITMENT

Contain the examination of the vacancy, the concern of the sources of right
nominee, making contacts with those applicants and attracts submission from
them. Recruitment will help med foods in getting the right employees to work in the
restaurant.

Examining the vacancy

If the post is added to the current workforce then it has happened for the reason
that of various new or improved actions, after that the need for the new worker at
the restaurant have been reputable.

The best part of the vacancies arises as substitute for people who have left the
company or as the last occasion in a sequence of relocations and promotions
following reorganization. But for Med foods the vacancies is for getting the right
people to work for the restaurant to bring about success.

Sources that will help recruitment take place are:

The sources that will make recruitment take place can be from internal and external
sources but for med foods they will have to use external sources.

External sources- many positions are filled from external sources, as it usually is
the ending result is usually a post somewhere else in the company.

External sources can be lengthy, costly and indecisive.

External sources are separated in two classes those which are expensive but
recommend narrow choices, these are:

Suggestion by current workers, Spontaneous, Straight links with institution of higher

education, institution and schools, Trade unions and Qualified bodies’ appointment
services.

And there are those which are costly but give the owner access to a large range of
applicants, these are;

Private agencies and Advertising

The above are the information on recruitment which will be important for Med
foods.

(Suresh Kumar, 2008, David Boddy, 2005)

SELECTION

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Selection is selecting the right candidate for the job being offered. The applicants
must fill the application form.

Selection method

The manager then has to contrast the application form with the personal
specification, looking for attributes which will show who is the applicant suitable for
the job and it will let them know of the short comings which may rule out the
candidate from consideration. From this assessment, the managers can create a list
of candidates for interview and a list of individuals to be rejected.

The manager will then decide on what type of interview that candidate has to be
given, this may be individual, consecutive, or panel and also decide on the test that
shall be used.

After the appropriate applicant has appeared from the selection process then the
following will be presented to the candidate.

- The offer of the job.

- The references of previous jobs.

- Medical examination which will have to be carried on the candidate.

- Introducing the candidate to the company and colleagues and the working
process.

- The follow up will be taken on the progress on the employee.

The above is the information on selection that would very important to the chefs
and managers of med foods.

TRAINING

Training is the education given to people so that they can get more experience on
the work their performing or they are going to perform.

Training is a significant function of the utilization and inspiration. By improving the

employee’s ability to carry out the tasks needed by the business, training permit
improved use to be made of the human resources. Training will be very important
for the managers and chefs of Med foods because they will need to train their new
employee’s so that they can adapt with the work in the restaurants, how to do their
jobs effectively and how to serve their customers the best there is to offer.

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There are many benefits which can be gained by med foods if they give training to
the employee’s of the restaurant. Some of them are;

They will get better productivity and quality and there will be less scrap and spoiled
work.

There will be greater adaptability and compliance to new methods.

There will be less need for close supervision on the employees and there will be
fewer accidents in the organization.

Greater job contentment will be viewing itself in lower labour turnover and less
absence.

(Susan Schneider & Jean Louis Barsoux, 1997)

There are so many reasons which will lead to reasons for conducting
training.

Sometimes training is done as a routine like when all new employees in certain jobs
automatically go through a training course. More often training is given as a
response to some event. Some of the events can be like;

A change in functioning methods and the installation of new techniques or

equipments which need new or enhanced skills, such events will need training.

A change in product, which may demand guidance not only in production system
but also in the promotion functions of the organization.

A desire to improve quality and to reduce the amount of scrap.

The above are the reasons which may lead for training to take place.

Principles of training

People must be concerned in learning and they have to be willing to learn before
they will accept the training.

Training must be geared to the individual needs of those being trained and be seen
to be so.

Training must be done either by a administrator or manager, or by an agency acting

within a pattern fully understood and approved by the supervisor or manager, and
which the manager will afterward maintain and reinforce.

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People can learn by being told or shown how to do work, but learn best of all from
the personal involvement of doing work to accepted standards under skilled
coaching.

The rate of training should equal the rate at which an individual can learn, and this
should be confirmed by testing.

The above are some of the principles of training which will help Med foods bring
about a successful restaurant.

SOCIALIZATION

Socialization is about making employees learn the culture of the organization and
how to interact with the managers and the people they are working with. So Med
foods should make sure that socialization is very effective in their restaurants.

Socialization will improve the quality of work in the restaurants.

The employees will be more free in their working environment since they will be
socializing with each other and learning to be comfortable.

The above are important things that the two chefs and managers should focus on
the most during the restaurant’s first six months of the operation.

(Susan Schneider & Jean Louis Barsoux, 1997)

THE THREE KEY CONSIDERATIONS THAT THE NEW RESTAURANT MANAGER

WOULD NEED TO CONSIDER IN DESIGNING TRAINING FOR NEW
RESTAURANT EMPLOYEES ARE:

Feasibility- it is the ability of an operation to produce a process, product or service.

Feasibility has to be considered because it will help the restaurant to know if they
are capable of doing it and being successful.

Feasibility will help them to know if they have the capacity and the quantity of
resources to run the restaurant.

Feasibility will let them know if they have enough financial resources to cope with
their options.

Acceptability- is the attractiveness to the operation of a process product or

service.

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The acceptability will help them decide if they realy want to do it and make it
happen

It will help them understand and know if their customers would want it and
appreciate.

It will also help them know if their option is going to give them a satisfactory
financial return.

Vulnerability- is the risk taken by the operation in adopting a process, product or

service.

Vulnerability asks them if they really want to take the risk.

It will help them to be pessimistic, to know what would go wrong if they would adopt
the option of training and what would be the consequences of everything going
wrong, these should be considered closely.

The above are the key things that have to to be measured when starting the
restaurant in the first six months.

(Nigel Slack, Stuart Chambers, Robert Johnston, 2007)

Task 5.

A culture difference is the difference in outlook of the purpose of a team and how it
is supposed to operate. The expectations related to tasks and process in the
organization which then the differences will be drawn out and be discussed.

THE KEY PROCESS STRATEGIES FOR MANAGING MULTICULTURAL

DIFFERENCES ARE:

Team building

Team building is about building up a relationship among a group of people who are
working together. It is important for Med Foods to have team building in their
organization, because this will make the team come close and interact effectively
and be free because they will hold on to the sense of having a team and knowing
they share a sense of belonging.

From team building they will know what their goals are how to achieve them and it
will let them know why they are there in the first place.

Choose how to communicate.

After they finally have a team, they will decide on how to communicate, whether it
is going to be formal or informal. Choosing the right communication will make the
team a success.
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Formal communication is when people have to work with schedules and write
everything down, and everything is decided by the subordinates. While Informal is
when they are free to communicate and discuss matters freely, without having
formality as in things are not must to be written down. Good Communication is
everything when working with a team.

Elicit participation.

This is a kind of participation that involves everybody to come out and express what
they think should be done and what is more important, the elicit participation
makes the members in the team to feel important because their ideas count and
considered and having everybody participate gives more room for new ideas and
suggestions. This will make them enjoy their work.

Resolve conflict.

The team should know how to resolve conflicts and be ready for any problems that
might occur in the process of bringing about success to the restaurant. Learning
how to resolve conflicts will make them move forward and progress effectively.

Evaluate performance.

Performance should be checked and monitored so as the managers and chefs to

know what part of the team needs guiding or more motivation to work effectively.
Evaluating performance is a good way to move forward, because the members of
the team would know how to work well and guard their performance with great
interest.

(Susan Schneider & Jean Louis Barsoux, 1997)

Considerations and strategies for managing ethical dilemmas within the

team if they arrive:

Ethical dilemmas are problems which happen around the ethics of the working
environment which come from ethical behavior and cultural assumptions such as
rights, justice etc. things like corruptions, civil disobediences are the dilemmas
which attack the conduct of ethics.

The members of the team in the restaurant should know about the ethics and how
important it is to make them work effectively.

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They should respect the ethics of the culture on the restaurant they are working for
and should be available to come across ethical dilemmas like if corruption occurs
within the team, how they will deal with it and control it.

The team can work together to stop the problems, even if they will not solve the
problems of the world at least they should solve the problems that surround them in
their working activities.

The above are the things that could be done to manage the ethical dilemmas that
may occur when running the restaurant of Med Foods.

(Susan Schneider & Jean Louis Barsoux, 1997)

References
Anon, Accessing cultural levels & making cultural change happen.
Available at: http://www.bathconsultancygroup.com/documents/bath%20culture
%20700%2oral.pdf
Accessed: 21/01/09; 9:15pm

Alan Christie, Levi-Strauss n.d

Barnes & Nobel, 2004; managing cultural differences, 6th edition

Available at: http://search.barnes & noble.com/managing-cultural-differences/phillip-
R-Haris-PhD/9780750677363

Edgar Schein, 1992; three levels of culture

Available at: http://www.12manage.com/method-schein-three-levels-culture.html
Accessed: 22/01/09; 2:45pm

Management, 2005: An introduction, David Boddy, FT Prentice Hall

Available at: http://vig.pearsoned.co.uk

Michael Armstrong, 2006; a handbook of human resource management practice,

10th edition, London, Kogan.
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Nigel slack, Stuart Chambers & Robert Johnston, 2007, prentice hall, Operational
Management

Stephen P. Robbins & Mary Coulter, 2005, Management Eight edition, Pearson
education

Suresh Kumar, 2008; Human Resource Management

Available at: http://en.wikipedia.org/wiki/human_resource_managemnt
Accessed : 27/01/09; 03:10pm

Susan Schneider & Jean Louis Barsoux, 2008, Cross culture awareness

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