Overview
To investigate cultural differences in a professional setting, an interview with a Mexican service provider based in The Netherlands was conducted. The interviewee is a member of the sales and marketing department, but also helps in other areas such as production. The employees, all from Latin American countries, value good customer care and maintain close contact with clients. Within the company the atmosphere is particularly friendly and family-like, as it is common to support each other when needed.
During the conversation, the interviewee shared insights of the company’s strategies regarding the prevention of intercultural conflicts. One example being the provision of English and optional Dutch language courses for employees to motivate skill growth and progress, as all the employees are Spanish speaking. Furthermore, during meetings the presentations are held with English subtitles, to ensure that all participants with different accents can understand all the information provided.
The motif of the interview was to inspect the culture within the company, and how it resolves internal and external issues.
Hofstede Dimensions
To analyze the cultural differences, Hofstede’s country comparison tool was used to compare The Netherlands with Mexico. Significant contrasts can be seen in power distance, individualism, and motivation towards achievement and success.
Power Distance
Mexican culture tends to have relatively high power distance, which means that hierarchical structures are generally accepted in work and family settings. Respect for authority figures is typically emphasized, and individuals often reach out to those in higher positions without questioning their decisions.
While Mexican culture often emphasizes a significant power distance, within the assessed company, this is diminished by a friendly environment, resulting in a lower power distance. As all the employees are foreign in the Netherlands, they automatically share similarities with each other. Although there might be minor differences between their diverse Latin America cultures, the Spanish language brings a sense of “home” to them. According to the interviewee, within the office the manager takes a role of a “mentor” and advises the team without giving direct orders. This setting can be motivating and calming for the employees. However, there is a risk of confusion regarding hierarchy when combining emotive and cognitive language in a professional workplace.
In this case, power distance can be used when talking to customers. Dutch people like a more informal and open interaction method with the staff, where both parties feel comfortable expressing preferences and opinions.
Uncertainty avoidance index
According to the country comparison tool, Mexican culture shows high uncertainty avoidance. This means that there is a preference for structure, rules, and a desire for clear guidelines in both personal and professional life. This can be connected to power distance; established protocols and traditional practices are preferred during processes, aligned with respect for authority.
In contrast, the Dutch culture has a high tolerance for ambiguity, change, and a willingness to accept uncertain situations. Flexibility, adaptability and a more relaxed attitude towards rules and regulations are valued. In a professional setting, open communication and informality are often practiced.
In a cross-cultural business, both cultures must be mindful of each other, especially when considering decision-making styles. Dutch customers might prefer menu changes based on seasonal ingredients, or adaptable options such as vegan and vegetarian meals on the menu.
Individualism versus Collectivism
In the context of a Mexican company, the dynamics between individualism and collectivism play a crucial role, reflecting the broader cultural values of Mexican and Dutch societies. In Mexican culture, the importance of family, extended family, and community ties is highly emphasized. The social norm places a strong emphasis on following the group consensus over individual pursuits. Decision-making, whether within the family or community, is characterized by a collective approach, with considerations for the well-being of the group taking precedence. This cultural tendency extends to the workplace, where collaboration and teamwork are integral, fostering a strong sense of belonging to the job.
Within the restaurant, the company actively promotes collectivism, creating an environment that mirrors the sense of family highly valued in Mexican culture. Most of the staff being Mexican contributes to a familial atmosphere, where employees rely on each other for support, and decisions are made with a collective mindset. The workplace becomes an extension of the familial and communal values ingrained in Mexican culture, providing employees with a sense of belonging and shared purpose.
However, the clash between collectivism and the more individualistic norm in Dutch culture becomes apparent, particularly in communication styles. In Mexican communication, indirect language is often used to maintain harmony within the group, aligning with the cultural preference for avoiding direct confrontation. On the contrary, Dutch individuals tend to be more direct and express themselves independently, reflecting the cultural norm of addressing matters straightforwardly. This cultural distinction can lead to misunderstandings, as illustrated during the interview where customers may be perceived as “rude” or “mean” when they are expressing themselves according to the direct communication style typical in the Netherlands.
This cultural interplay in communication styles highlights the importance of cultural awareness and adaptability within the restaurant setting. While the company embraces collectivism and a familial atmosphere, it has become essential to navigate the differences in communication norms to ensure harmony and understanding among both employees and customers. The restaurant serves as a microcosm of the broader cultural dynamics, emphasizing the significance of bridging the gap between individualistic and collectivistic cultural tendencies for effective collaboration and positive customer interactions.
Motivation Towards Achievement and Success
Based on the insights gathered from the interview, the company’s motivation towards achievement and success appears to be driven by a collective and nurturing environment. The predominant Mexican employee base, characterized by a sense of collectivism, fosters a family-like atmosphere within the organization. The value placed on good customer care and being in close contact with clients suggests a commitment to the quality of service and building strong relationships with customers.
In terms of achievement and success within the organization, the emphasis on equality in career growth and the supportive approach to team bonding exemplify a collaborative mindset.
The company promotes a sense of companionship by organizing team meetings and events every few months, contributing to a positive and collaborative work culture. Additionally, the lack of rigid competition, absence of sales targets, and the focus on working together for the collective benefit indicate a motivation that centers around a nurturing environment rather than individual achievement.
Considering the short-term orientation in the company, where employees come and go, achievement and success might be perceived more as contributing to the well-being of the team during their tenure rather than a long-term career path. The flexible work schedules and indulgence in promoting a healthy work-life balance also suggest that the company values employee satisfaction and overall well-being.
In summary, the company’s motivation towards achievement and success revolves around a collective, nurturing, and collaborative environment, where employees contribute to the well-being of the team in the short term, emphasizing a harmonious work culture over individual competition.
Outcome
In the interview with an employee at this company operating in the Netherlands, a comprehensive discussion unfolded regarding the frequent issues within the organization. Notably, the company predominantly comprises Mexican employees, leading to intricate cultural clashes, particularly in the realm of punctuality expectations. This cultural misalignment has not only been an internal challenge but has also repeated externally, causing frustration among Dutch customers. The divergent perspectives on time management and punctuality have given rise to a pressing need for an understanding of cultural differences to foster a more pleasant work environment.
In addition to the challenges posed by punctuality expectations, language barriers emerged as another critical side impacting the company’s operational dynamics. The presence of Mexican employees in a Dutch setting has naturally resulted in linguistic issues, potentially leading to miscommunications and misunderstandings. Such language-related hurdles extend beyond the internal team dynamics and have the potential to ruin client relationships, thereby creating unnecessary complexity to the overall business interactions. Effectively navigating these language challenges becomes imperative for the organization to ensure smooth communication internally and maintain strong client relationships externally.
Possible solutions
We have already delved into relevant issues within the organization and explored potential areas for improvement. Primarily, the conversation highlighted the significance of promoting diversity within the company, especially given the principally Mexican employee base. It was suggested that deliberate efforts be made to encourage diversity in the marketing and sales departments. By fostering a more inclusive work environment, the company can harness a broader range of perspectives and insights to enhance its overall performance.
Language diversity emerged as a consideration, particularly in the production department where the presence of Spanish speakers from various Latin American countries is notable. To address this, the recommendation is to consciously incorporate language diversity strategies. This may involve creating a supportive atmosphere for Spanish speakers, ensuring effective communication, and providing opportunities for cross-cultural collaboration. Furthermore, recognizing the importance of linguistic skills in a globalized world, it was proposed to implement more English classes. Motivating employees with benefits upon completing language certificates could serve as a tangible incentive, enhancing the overall language proficiency within the organization.
Punctuality awareness also surfaced as a key area for improvement. Raising awareness among employees about the importance of punctuality was identified as a crucial step. This involves fixing a sense of responsibility among the workforce and emphasizing the impact of timeliness on customer satisfaction. To control service delays, it was recommended to foster transparent communication with customers, informing them in advance if any delays are anticipated. This approach not only manages customer expectations but also builds trust by demonstrating communication and commitment to service excellence. In essence, the interview highlighted these actionable suggestions as potential avenues for enhancing the organizational culture and performance of the Mexican company operating in the Netherlands.
Authors
Lewhat Daniel
Student: International Business Amsterdam University of Applied Sciences
Block 2, Semester 1, 2024
Dominique Zwarthoff
Student: Business Administration Amsterdam University of Applied Sciences
Block 2 Semester 1, 2024
Jesper van Duuren
Student: Business Administration Amsterdam University of Applied Sciences
Block 2, Semester 1, 2024
Mariska Offrein
Student: International Business Amsterdam University of Applied Sciences
Block 2, Semester 1, 2024