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International Business Management : West Indies Yacht Club Resort Case Study

Autor:   •  November 20, 2011  •  Case Study  •  3,292 Words (14 Pages)  •  2,463 Views

Page 1 of 14

SUMMARY

I. Introduction 2

II. Section of Report 3

A. Statement of the Problem 3

B. Significance and Scope of the Study 3

C. Critical review of related academic research on “Cross-cultural management in the (Afro-)Caribbean context” 3

III. Findings and Recommendations 7

A. Findings from the case study 7

B. Recommendations 8

IV. Conclusion 11

V. References 12

I. Introduction

In recent decades, global trade is changing. More and more companies are creating subsidiaries in countries around the globe. This export activity often enables the company to move closer to a key market to benefit from economic benefits or reduce some production costs. In each case, expatriates are sent to the scene to manage and monitor the interests of the company. Expatriates will be working with people from the local population, thus mixing their different values and customs. This culture shock can create internal problems affecting the performance of the company. It may be a organizational dysfunction, lack of communication in creating tensions between the two camps.

II. Section of Report

A. Statement of the Problem

Based on the research and analysis of Patrick Dowd, West Indies Yacht Club Resort faces of employees who have different cultures and also a different visions and methods of work. Throughout the report, we can see that the American expatriates and local workers have some difficulties to work together effectively. These differences showed by Dowd significantly affect the operation of the hotel in all its sectors which did not pass unnoticed among customers whose satisfaction begins to deteriorate and that a few days before the start of the season.

B. Significance and Scope of the Study

To better understand the problem described above, three interconnected problems must be identified. The first factor detectable in this report is the time spent by employees in the expatriate WIYCR. Indeed, these last two years the company was unable to retain employees it had recently hired. The second factor is the increase in complaints from guests. Although the resort did not really set up a system of feedback, the most recurrent criticisms concern the attitude of the staff. Third and last factor, these are internal tensions between expatriates and local labor staff members, this increase the

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