Intercultural management aims to make us work and reflect on the well defined cultural differences between people involved in the inner workings of the enterprise.
Indeed, the cultural differences encountered when setting up a company in a foreign country should not cause problems. On the contrary, these cultural differences have many advantages. For example, combining two distinct ways can often lead to better results. It is therefore important for the manager to know how to translate cultural differences into an asset, and take the company to its initial objectives.
Therefore, through this work, we will show that it is essential to adapt its organization and business structures of a company to the culture of the host country to enable the business to grow (where the company employs Aboriginal staff). If this not done, it is clear that the transaction will fail.
Our study is based on exploration of Arab culture, specifically Moroccan, to reach a managerial case-study within a simulated business setting of Western culture in Morocco, employing Aboriginal staff.
The case is the following:
It aims to implement a retail store of ready-to-wear clothes, of Swedish origin, named H & M, Morocco; a structure operating with a Moroccan staff.
The problem encountered is the following:
How can we adapt the Western sales/retail management structure to the Moroccan context, i.e. the case will be a negotiation on managerial HR organization of an H & M store in Casablanca.
Initially, the cultural context will be presented. This will lead to the case-study, and finally the managerial model and specific solutions designed to solve the problem that the specific case creates.
Islam, the religion of 99% of Moroccans, draws its principles from the same roots as Christianity and Judaism, but appeared much later. Its holy book, the Koran, contains many references to characters from the Bible and the Torah.Islam has 5 pillars: the profession of faith: "There is no God but Allah and Muhammad is his prophet"; the 5 daily prayers toward Mecca, giving alms to the poor, the fast of Ramadan and finally, the pilgrimage to Mecca.
The footprint of religion is therefore very strong in Morocco. The 5 daily prayers lead to a ritual during which the faithful must first perform ablution, before turning towards Mecca and perform a series of gestures and prostrations.Friday prayers lead to empty streets, while Ramadan affects the lives of the people of the country for a month.
The mosques are closed to non-Muslims, with the exception of the Hassan II mosque in Casablanca.
The greatest respect for Islam is necessary for all. It is recommended to avoid eating and smoking in public during Ramadan.
The Arabic language came from the East with the Muslim conquerors. As in all Arab countries, there is classical or literary Arabic, the language of education, administration and media, and the Arabic dialect. Spoken language varies between regions and social classes. Another dialect is spoken in the regions of Goulmine and Tan-Tan- the Hassanya.
Berber is spoken in many parts of Morocco, just like Arabic, a Hamito-Semitic language. For Berbers, Arabic is a foreign language like French. The Berber language which is the one primarily spoken, comes in several dialects: rifin in the Rif region, Brabant in the Upper and Middle Atlas, and chleuh, the oldest known language in North Africa, spoken in the High Atlas and the Anti-Atlas.
[...] on managerial HR organization of an H & M store in Casablanca. Initially, the cultural context will be presented. This will lead to the case-study, and finally the managerial model and specific solutions designed to solve the problem that the specific case creates. The cultural context Religion: Islam Islam, the religion of 99% of Moroccans, draws its principles from the same roots as Christianity and Judaism, but appeared much later. Its holy book, the Koran, contains many references to characters from the Bible and the Torah. [...]
[...] Worldwide, H & M sells 500 million garments each year, with the help of 39,000 employees, earning more than 3 billion Euros in sales, and the steady growth of profits results in new store openings. On May Les Echos announced that H & M had a turnover less than Zara (its main competitor), which proved to be more profitable than its Spanish counterpart, providing a serious option on the future. III) Construction of a working model Model Taking up the gates of "the dimension of the organization and leadership dimension”, we are able to provide a comprehensive picture of non-traditional business in Morocco. [...]
[...] The major managerial trends in Morocco: A key element of business success now, is the establishment of a Moroccan management culture that can lead them forward. This success is reflected among others by competitiveness, individual initiative and taking action. Firstly, according to Abdelaziz Alami (President of the Commercial Bank of Morocco), management is not a scientific discipline in Morocco. Indeed, though the concepts and methodologies are known, this is not the case of philosophy with management. Therefore, the relationship between the act and the undertaking of the business concept often faces several obstacles, delaying their progress. [...]
[...] With the appellation of "Commissioner", the company became a "School" with the establishment of training courses for all the staff. The entire payroll can afford to comment on the system, and this requires an increasing proximity with their superiors (managers are now working with their employees). Before, an information request appears suspicious, it may be used to manipulate others, and today we know that this is in the interest of the group, thanks to "the establishment of an order based on common moral references. [...]
[...] Philippe d'Iribarne's conclusion evokes dramatic change in behavior in the plant at all levels, in relation to work, and moreover in the quality of relationships . Unfortunately, every system has its limits. However, we must not be fooled. Though proven, this management model does not erase the mistrust and tensions that have emerged over the years completely. In addition, the past division of the company is still felt. One part of the staff is still not integrated into the corporate culture The H & M model In less than 30 years, H & M has won the position of market leader in the ready-to-wear world. [...]
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