Trabajo sobre las teorias de hofstede y trompenaar

Scenario for the application of theories about culture shock and expatriates |
Hofstede and Trompenaars´Theories |
José María Pariente Coronilla |

Index
1.-Introduction 2
2.- Theories applied to this case. 3
2.2 Hofstede key concepts 3
2.3.- Trompenaars Key concepts 5
3.- Case of Study 6
4.- Players in the case 7
4.1 Morocco project 8
4.2.- The factory problem. 11
4.3Sales department 13
5.- Conclusions 17
6.- Bibliography 18

1.-Introduction

After studying during the winter semester Intercultural management II we are commanded to prepare a paper about the different topics we have study in class.
Thinking about the topics we could chose I have decided to combine two topics to cover more areas and understand better the situations.
First of all it istime to introduce the topic I am going to write about in this paper and the way it is going to be treated. This studio is going to be based in both Trompenaars and Hofstede Theories about Cultural Shock and expatriates, the way a company have to face this situation based in both theories but I would like to make it clearer basing my work in a “real” situation where a company have to take decisionsabout who they have to send to different subsidiaries they have in several and very different countries.
Utrerana de Jamones S.A. is the leader company in the Spanish typical products from the Iberian pig, including ham, chorizo, sausages… This company is a very strong brand in the sector because of it long tradition producing this products and the strong control they have all over the productionchain, including their own farms, slaughterhouses and an own distribution chain. All this have made a very well-known brand in Spain because of the quality of the products.
This company has been involved in a restructuring process involving many areas such as production chain, where to get the raw materials and the marketing structures in order to expand the traditional areas where they usuallysell their products.
In order to get better results from this changes the managers have been thinking about remove people from their workplaces or hire new employees to the new jobs they are going to create

2. - Theories applied to this case.

2.2 Hofstede key concepts

1.-Individualism-Collectivism. (IDV).
Represent the preference for freedom and the degree of slack that is in social ties.Individualism emphasizes the rights and freedoms, with special emphasis on career, personal rewards and respect. America is the example of a country with an individualistic culture.
Collectivism emphasizes the values ​​and harmony among group members, which are subordinate personal interests. Japan is the prototype of a culture based on collectivism.

2.-Power Distance. (PD).
It measures thedegree to which members of a society accept the unequal distribution of power.
The degree of closeness or separation between managers and employees in the decision-making processes and governance. Traditionally it is believed that administrators legitimately have the right to exercise power and make decisions, for example, tends to occur in Mexico and Latin American and Asian countries, but notin the Scandinavian countries and the the United States.

3.-Uncertaincy avoid (UA)
Measures the extent to which members of a society feel uncomfortable tolerating uncertainty and ambiguity.
Refers to the level of clarity, ambiguity of the instructions and orders issued by the administrators, which cause rejection reactions and preferences of employees. A culture with low uncertaintyavoidance, accept ambiguity as to the challenges inherent part of providing jobs for individual development, whereas a culture with high uncertainty avoidance, employees try to avoid it mean levels activities for high ambiguity because they pose threats to their security and stability of staff at work and prefer specific tasks with specific instructions. Examples of national cultures with low uncertainty...