International Managementpsychology Essay Example

classified with Moderate Masculinity while France has a high Femininity. Therefore, the USA is considered moderate in its pursuit of balance and equality.

On the other hand, France is seen as a feminine country where social needs hold significant importance. This may explain why France has a communist party that has been participating in elections since its establishment in 1920, and still holds sway over the country's politics. The USA has a low Uncertainty Avoidance Index (UAI), with its people showing a tendency to reject imposed rules and being more willing to take risks associated with the unknown. Conversely, the French prefer to know where things stand and have a tendency to seek security and place trust in experts to provide it.

Despite initial beliefs, safety concerns may hold greater importance than previously recognized, and a lifelong career may outweigh a more stimulating and challenging position. Trompenaars' research sheds light on cultural distinctions between the United States and France by identifying various dimensions of culture beyond those uncovered by Hofstede, such as universalism versus particularism, neutral versus affective, and achievement versus ascription. Additionally, Trompenaars highlights discrepancies in high and low context, interpersonal space, monochronic versus polychronic time, and attitudes towards the past, present and future. Effective management necessitates collaboration with others.

It largely depends on cultural norms when it comes to effectively collaborating and working with others. Cultural expectations vary between nationalities and can impact how individuals should behave. Trompenaars uses France and the USA as examples of countries with contrasting cultural norms. Their model, which is based on cultural dimensions, helps distinguish how managers from different countries approach business challenges.

France and the USA differ greatly in their

universalism-particularism and individualism-communitarianism dimensions. The French perceive Americans as lacking principles and being naive, while the Americans view the French as highly emotional with a tendency to favor hierarchy. Despite these cultural disparities, Trompenaars finds commonalities in norms and values between the two nations.

What were three errors made by Disney when it managed Euro Disneyland? Discuss. Despite having a thriving theme park in Japan and a fantastic main park in Florida, as well as globally recognized movies, books, and cartoons that attract visitors to their American parks from all over the globe, there was no foreseeable reason for a Disney theme park in Europe not to be an instant hit. However, Euro Disney's failure to succeed can be somewhat attributed to cultural misunderstandings and insensitivity that guided Disney's decisions right from the outset.3.

The assembly of a large enough plot of land for a theme park led to the displacement of hundreds of small French farmers from family lands that had been in existence for centuries. While such practices are commonplace in the USA, Disney failed to realize the degree of sentimentality that the French have towards their farms. The French agricultural community is renowned for their strong political activity, vocal protests and the occasional use of violent tactics to convey their points. Their protests can result in strikes, boycotts and traffic disruptions including shutting down airports, highways and train stations.

It is impossible to find farmers like that in the United States. However, 83.2% of French unions are known for their militant nature, Marxist ideology, and political power. The Disney Company has a history of being strongly opposed to unions. This approach was not a

major issue in Orange County, California or Florida, but it was sure to be a cause for concern in Europe where Socialist parties wield considerable influence. Despite managing to allay union concerns during construction, when the park began operations, the company's policy of enforcing a strict dress code for full-time employees caused a wave of outrage.

Disney did not fully comprehend the issue of workers who are willing to give up some of their rights for the chance to work in the USA. On the other hand, French culture is characterized by strong feelings of Chauvinism. From a young age, French individuals are taught about their country's philosophers, scientists, writers, poets and engineers which has created a group of guardians who aim to preserve French culture. Since the 70's, these guardians have seen the English language and associated cultures as potential threats. Although modern French society no longer dreams of being an imperial power or sees French as the universal language of diplomacy, there is a strong belief that French culture is superior.

Many French intellectuals have protested against Disney for contaminating their culture, but Disney management is not concerned. Parents across France and Europe are questioning whether it's wise to expose their children to the Disney Experience. The farmers, labor interests, and cultural threat have provided enough information for parents to resist any pressure from their children to go to Euro Disney. Additionally, the weather did not help, and Disney's executives failed to design the park with that specificity in mind. Based on this experience, what are three lessons that Disney should learn about handling diversity? Provide a description of each lesson.

4.1 Disneyland Paris was

modeled after Tokyo Disneyland, but Disney underestimated the cultural differences between European and Japanese consumers. The resort was designed based on the same guidelines as the original Disneyland, which had proven successful in Tokyo.

Marty Sklar, Vice Chairman and Principle Creative Executive of Walt Disney Imagineering, shared that the Japanese expressed their desire for an American experience at Disneyland and not a Japanese one stating, "Don't Japanese us." Disney assumed that the Europeans would have a similar preference as the Japanese, but the French felt otherwise, with some perceiving it as 'cultural imperialism'.

When planning for Euro Disney, the Walt Disney group believed they could adapt their American concept to other cultures based on their experience with existing theme parks. They chose Marne-la-Vallee as a prime location in Europe due to its central position, proximity to densely populated and popular tourist destinations in the Paris region, and excellent accessibility by motorway, rail, and air. Despite this, Euro Disney was not embraced by European culture as expected. Disney understood that cultural differences would need to be considered when developing a theme park in Europe.

Euro Disney initially used a direct marketing strategy to promote its park activities and resort during the early stages of its development. The park retained a distinctly American and Disney-like atmosphere, having successfully implemented what worked well in other parks, like Japan and the USA. The park's success hinges on several factors, including generalized categories such as holiday patterns, leisure activities, cultural heritage, climate influence, consumer tastes, buying trends, working conditions, and service mentality.

Disney gradually incorporated television advertising and billboards into their marketing mix as they gained a better understanding of

the distribution system. However, they did not expand their marketing strategy by partnering with travel agents or investing in other businesses. During the early stages of Disneyland Paris, management relied heavily on SRC, making decisions based on their own cultural values, experiences, and knowledge. Overcoming ethnocentrism, the belief that one's own culture or company knows best how to do things, was also a challenge faced by management before they could make culturally appropriate decisions (Cateora).