Instructions: Reply to peer discussion board using one outside source (cite source)

Peer Discussion Board:

For this week's discussion, you will review the Critical Thinking Case, SAP and the American CEO of a German Multinational, and answer the questions at the bottom of the case study. The questions are also included below for your convenience

• What are some of the sources of McDermott's excellence at managing cross-cultural differences? How did his experience managing a deli store at a young age help him develop cross-cultural management skills?

When Bill Dermott worked for Xerox selling copy machines, he learned that in America you have to know your product capabilities, how it compares to its competitors, warranties, and cost analysis. Knowing this product information, the sell is based on the minimum amount of time with the customer and making he product the focal point of the conversation. This seems to remove the human aspect of any business deal and makes it seem as if seller is more focused on product than the buyer. He learned the marketplace is Asia works differently. They spend more time getting to know the target audience and building a relationship with the customer. This way brings in more of the human aspect into the deal, allowing the buyer to feel more like a person and wanting to continue business transactions with the company. When he bought the Deli in Long Island, it taught how do interact with a diverse group of people in a heavily populated area. What better way to learn cultural diversity, supply and demand, and how to operate and stay grounded throughout those different background than to actually maintain a restaurant in New York City, once of the most diverse areas in the world.

• What are some of the cross-cultural differences he discovered? Using your knowledge of culture, explain some of these differences.

Mr. Dermott realized there was major conflict with how Americans and Germans presentations were driven. The Americans were assessed and were thought to be successful as long as the target audience was excited about presentation and how quickly they were brought in. This can be viewed as smoke and mirrors because you miss a lot of information as you focus on the shiny and attractive aspects of the presentation. This may work for the American audiences because they focused on the 90-day stock price movements. When the German audience was assessed, he noticed they were way more focused on straight facts and numbers compared to the quick presentation. This is way more effective due to the audience factoring in numbers and throughput since the Germanys focused their interests on 30-day cycles.

• What is your assessment of his lessons for cross-cultural managers? Relate these lessons to the GLOBE findings of the effective global leader.

My assessment of his lessons for cross-cultural managers is one that starts with understanding the endgame and directions of the organization. Understanding each region of the organization will operate differently due to their unique culture. He utilized the differences and all resources to get everyone on the same sheet of music to meet the organizational end state. Mr. Dermott completed this daunting task while ensuring all cultural dignity and respect was given. It is never easy working with different groups from different backgrounds and mindsets to achieve a common goal. Incorporating some the GLOBE finding will definitely assist with making this happen. Anyone in the this position should factor in both the performance and humane orientation.