BNP Paribas, Culture Shock and Humanized Robots Reports

Part 1: BNP Paribas

BNP Paribas is a European leader in international financial and banking services and it is among the six powerful banks globally. The organization is positioned greatly in three major activities which include corporate and investment banking, retail banking as well as investment resolutions. Because of challenges in the market as well as economic environment volatility the organization has made efforts to improve its emphasis on providing the biggest levels of expert advice and service to its intuitional, individual and corporate clients. The organization's association managers apply the market intelligence to improve long-term working affiliation with customers and come up with cross-selling ideas.

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The internal development of BNP Paribas bank by merger and acquisition illustrated that the organization in the United Kingdom was a firm of distinguished cultures. The chief external factor for the adoption of a corporate development culture was the fall down of the bank's market and property as well as financial upheavals that grew alongside. This is because sustainability and growth of an organization were only attainable by securing a larger market allocation. BNP Paribas agents recognized culture change as a top-down process which must be driven by the management team. The support of this organizational stage has created all the disparity in maintaining and gaining buy-in for the transformation throughout the business. The constant endorsement from the management team serves as the memento that an enterprise development is not an alternative but an essential to thrive in today's marketplace. The organizational change adopted by the management was widely accepted by the staff. Staff understood that development through acquisitions necessitated the shift towards a diverse approach to functioning that combines cultures and creates a fresh distinctiveness. The top-down strategy and the move from the management team with organizational approach were considered to be the most suitable method of developing the inherent fresh culture of proactively in quest of work. A lot of changes can be identified that signifies recognition of the new culture and there are signals that the fresh culture is becoming cemented in BNP Paribas organization. Finally, the adoption of corporate development best performance suggests that practices change, and hence constant modification and adaptation is inherent in propelling enterprise development.

Part 2: Culture Shock

This report analyses the mistakes Warren Oats and his wife Carol made during their opening weeks abroad. The case study shows a case of culture shock where Oats lacked information about the Japanese culture and the coldness among the Japanese and the American way of carrying out business. The case study has got two scenarios; first is the antagonistic advancement of Oats to the Japanese management as he was attempting to offer his application of entering the Japanese market. The second scenario, on the other hand, is the lack of information of Carol on the female responsibility in the Japanese culture because she was very certain that it would be simple for her to be among the worldwide Japanese company due to her well-valued lawyer rank in the US. The major challenge of the US auto suppliers' firm is how they can convince the Japanese market alongside the Japanese automakers which could influence their market significantly and could be the reason of the business fall. Oats' antagonistic strategy to the Japanese management may have caused his corporation an opportunity of convincing the Japanese market.

Before starting his business operation, Warren would have conducted some analysis concerning the Japanese ways of carrying out business. The biggest mistake that Mr. and Mrs. Oats did during their first week in Japan was the issue of failing to conduct a market research. The cultural mistake that they made was easily avoidable only if they carried out an appropriate research on Japanese market and culture rather than assuming that the Japanese market resembled that of United States. Basically, they made some errors that were particular to Japanese culture.

According to the case scenario, the Japanese community tends to consider relationship-building and indirectness over getting straight to the point of which this is contrary to the American culture. By utilizing their US form of dealing, in the eyes of Japanese, Mr. and Mrs. Oats appeared excessively blunt and challenging through their aspiration to force their particular matters. Both Warren and his wife did not comprehend how Japanese culture function is far much different from how the US culture functions. Oats probably came across as intolerant in his meeting, while his wife was probably insulting the management she communicated with even without her knowledge. This is because indirectness in Japan was so much aligned with Japanese culture making it difficult for Oats and his wife to realize their mistake. Talking with a non-U.S businessperson concerning an American company, I would advise them to directly forward their issues as this is the culture in the United States market. In the U.S most organizations consider direct and straightforward approaches and most significantly not wasting time.

Part 3: Humanized Robots

The case study report analyses the context of Helen Bowers and her feelings towards her employees in improving their productivity through her leadership styles in contrast to her father's style of leadership during the initial stages of their company. This report illustrates the flaws in Bowers leadership that have caused weak outputs in the corporation as well as highlighting what Helen is supposed to do while progressing so that she can see the results.

To begin with, Bowers' fresh plans will not be successful at any cost if anything outcome will be worse than the current one. Bowers fights hard to apply a dictatorial culture in the management of the organization an approach that does not work in most contexts. Employees are perceived to yield more once they feel respected and treated as real humans by their employers as opposed to humanized robots. In the mini case, the organization initially included an excellent institutional behavior where leadership inclined on consultative style rather than the dictatorial form. Consultative type of leadership proves successful and yields results.

Besides, the new form of leadership Bowers introduces is unwise and it is massively rejected by her employees who use their actions in place of their words. Additionally, Helen encounters many challenges as the new manager of the company. First, she lacks leadership knowledge which makes it challenging for her to control the organization. She generates a win-lose condition where she expects the organization to gain at the expense of her employees. Helen faces severe competition from Japanese organization in the same line of business and she is at risk of losing customers should the condition continue.

On the other hand, she faces resentments from her workers and production continues to deteriorate rather than improving. As Bowers' advisor, I would, first, advise her to acquire knowledge of her father's style of leadership rather than working against it. Helen should listen more from her employees rather than dictating on what should be done. She should introduce a win-win condition where both the organization and workers benefit from the process rather than her one-way strategy where only the organization benefits at the expense of the workers. To conclude, the case study report explains the conditions which the administration of the businesses have to deal with, the choices they make and the influences of their decisions towards the companies and the employees. Case report analysis is crucial in providing learners with the prerequisite knowledge required to familiarize them with the real-life situation and enables them to make efficient decisions once engaged in managerial systems.

References

Bowling, N.A., Wang, Q. and Li, H.Y., 2012. The moderating effect of core selfevaluations on the relationships between job attitudes and organizational citizenship behavior. Applied Psychology, 61(1), pp.97-113.

Spector, P.E. and Fox, S., 2010. Counterproductive work behavior and organizational citizenship behavior: Are they opposite forms of active behavior? Applied Psychology, 59(1), pp.21-39.

Rego, A. and Cunha, M.P.E., 2010. Organizational justice and citizenship behaviors: A study in the Portuguese cultural context. Applied Psychology, 59(3), pp.404-430.

Griffin, R.W. and Moorhead, G., 2011. Organizational Behavior. Cengage Learning.

Hartnell, C.A., Ou, A.Y. and Kinicki, A., 2011. Organizational culture and organizational effectiveness: a meta-analytic investigation of the competing values framework's theoretical suppositions. Journal of Applied Psychology, 96(4), p.677.