Hi, I need another response to my peer’s post. It’s due today in five hours by 7:30 PM (eastern time zone). Are you interested?
This was the discussion question(please review instructions below):Traditional values in Mexico support high power distance and a low tolerance for uncertainty. What would you predict about a company that opens a division in Mexico and tries to implement global teams characterized by shared power and authority and the lack of formal guidelines, rules, and structure?
You are to engage (react/respond) to a minimum of at least one (1) of your peer’s Forum responses by Day 6. These responses should be at least 500 words each in length and at least one (1) scholarly reference. Students are encouraged to review the articles, etc. used by fellow students. Where you see an opportunity to pose a challenging question, please do so! Be sure to state what you consider are the strengths and weaknesses of their argument and why this might or might not influence you to change your own answer.
Respond in one or more of the following ways:
Ask a probing question
Share an insight from having read your fellow learners’ posting
Offer and support an opinion
Expand on your fellow learners’ posting
You can respond by providing a summary and an APA reference to research in the literature
Please see the peer’s post below:
Week 4 Discussion Board
Power distance is a term that refers to the way power is distributed and the extent that those with less power accept the way power is distributed (Daft, 2013) Uncertainty avoidance is a particular society’s ability to cope with anxiety by minimizing their uncertainty (Daft, 2013). These two concepts together represent a national value system that demonstrates the cultural differences in control.
When we compare Mexico to the United States, the power distance in Mexico is almost double that of the United States. Mexico’s power distance scored eighty one on the Geert Hofstede dimensions of culture model (Geert Hofstede, 2016). The United States scored forty on the Geert Hofstede model (Geert Hofstede, 2016). The distance in hierarchical power in Mexico is high. Subordinates within an organization will have little to no communication with their superiors.
Mexico scored eighty two on the Geerte Hofstede model for uncertainty avoidance and the United States scored forty six (Geert Hofstede, 2016). Mexicans have a high preference for avoiding uncertainty. They have a very rigid system of rules and beliefs and have little tolerance for any behaviour outside their idea of what is right. As a culture, they want to be busy and work hard. The Mexican culture is not tolerant to changes or risks.
Mexico’s high power distance score and their low tolerance level for change will affect any company opening a division there. If a company implements global teams with shared power and authority and a lack of formal rules or structure, it could create issues in Mexico. Unskilled labor in Mexico is very easy to come by, but skilled workers are much harder to find. The language barrier will also create an issue. Any company opening a division in Mexico will need to ensure that managers speak Spanish fluently and can relate to local cultural norms and customs.
If a company opens in Mexico and does not have a clear hierarchy of authority, it could create communication issues. Mexican workers are used to knowing their job and are used to doing it with little or no change in the process. They would not be used to shared power and authority, nor would they be comfortable with a lack of formal structure and rules. It would create anxiety and distress for workers. Workers would expect to be told what to do and not have any part in decision making. Everyone has a place in Mexican society and no justification beyond that is needed. A business going global with shared authority and power and no rules or structure is destined to fail in Mexico.
The differences in culture including power distance and a low tolerance for uncertainty in Mexico would make it hard for a global business trying to move a division there. Considerations would need to made when it comes to the shared authority model and the lack of structure. Mexican workers expect their jobs to be laid out in black and white and the process to be the same on a daily basis. They do not expect change nor want it and actually fear it according to societal norms. They prefer to work in an environment of clear hierarchical authority with top down management. They do not expect to be consulted when decisions are made and in fact do not even expect superiors to communicate anything more than job direction when speaking to them. Workers do not question authority and do not expect power to be shared among employees. They believe power is delegated to those who manage them.
In Mexican culture and other cultures with a high uncertainty avoidance, there is an almost emotional need for rules (Geert Hofstede, 2016). Mexicans want to be busy and believe that wasted time is wasted money. Any attempt to innovate this culture could be met with resistance and high levels of anxiety over what would be seen as an unnecessary change.
Any company seeking to open a Mexican division needs to study and give thought to the local culture in Mexico and how the cultural differences and the national value system affect doing business there. Knowing the culture is only half of the equation. The company will need to learn the infrastructure capabilities, worker environment, and other important aspects of bringing a business there. The traditional values found in Mexican culture and specifically with workers will not be very receptive to any type of change. The higher power distance and low tolerance for uncertainty will create a barrier of resistance among Mexican workers in Mexico. The best way to approach an implementation of a global team division with shared power and authority and lack of formal structure would be to do so in steps to allow employees to become used to the idea of a new norm and new structure that values their input and allows them to work with shared power and a lack of formal structure.
References
Daft, R. (2013). Organizational Theory & Design. Mason, OH.: South-Western Cengage.
Geert Hofstede. (2016, July 24). Mexico. Retrieved from Geert-Hofstede.com: https://geert-hofstede.com/mexico.html
