Multinational Corporation Country Culture and Leadership

Leadership and Motivation Select a multinational corporation that is based outside of the U.S. (e.g. British Petroleum, Siemens, Toyota, Airbus, BMW, or go to for a list of MNCs by country). Write a 4-5 page paper in which you:

  1. Create an overview of the company.
  2. Analyze the culture of the country where the MNC has its headquarters as well as the level of power distance and uncertainty avoidance.
  3. Based on the culture of the workforce, propose two motivational strategies that could be linked to productivity.
  4. Select the management leadership style that would best fit this MNC. Justify your selection.

Use at least four (4) quality resources in this assignment help.


Multinational corporation Country Culture and Leadership Company Overview Bayerische Motoren Werke (BMW) is a German based automobile, motorcycle and engine manufacturing company that was established in 1975. It was established as a US importer of BMW luxury performance vehicles. In 1980, it was accepted the responsibilities of import and distribution of BMW motorcycles. It was also started to distribute light trucks in 1999 (BMW USA, 2012). The main head quarter of BMW is established in Munich, Germany. Its corporate headquarters in North America and eastern regional headquarters and technical training center are situated in Woodcliff Lake, New Jersey. In addition, a vehicle preparation center is also located in Port Jersey, New Jersey and regional distribution center is established in Nazareth, PA.


Analysis of Culture of Germany The culture of Germany affects BMW and its strategic decisions, because it has headquarters in this country. The cultural of a country includes several aspects such as history, literature, art galleries, museums, food, music, education etc. Every country has different culture that changes the behavior of people live in the particular country. Culture creates differences in the way of eating, talking, working, dress up, learning, living, expressing the feelings etc (Kwint Essential, 2012). Germans are passionate about their lifestyle and politics. Arts of Germany are Kollwitz, Dürer, Klee, Kaninsky etc and philosophies are Freud and Jung. Some sciences also have been written in German such as Einstein, Kepler, Röntgen, Planck, Virchow etc (German Language, 2012). In Germany, Christian denomination contributes approximately 80% in total religions. This Christian denomination is divided into Roman Catholic and Protestant equally. In addition, culture differences also found in foods from region to region. The people mainly concern on meat and varieties of sweet dessert and a fruit cake. The Germans are argumentative and logical people and they ague until find any logic. They find the logics of way living on the basis of their opinions but not on the basis of physics and math. At the same time, level of power distance of Germany has been scored 35 that shows it has high unequal distribution of power in the individuals of the society. High power of distance in individuals entitles autocratic participation with the superiors. In contrast, lower power distance people like to favor democratic participation to support the superiors. In addition, uncertainty avoidance is the degree at which people accept ambiguity and uncertainty. Germany is classified as a strong uncertainty avoidance and power distance country among 50 countries and 3 regions (Tian, 2004). The strong uncertainty avoidance needed to write rules and procedures in the country, whereas other countries are less concerned with the statute rules. On the basis of uncertainty avoidance, Germany has been scored 65 points and ranked at 29. (Source: Tian, 2004)


Work Motivation Strategies of Productivity for BMW Motivation strategies are used to motivate the workforce of the organization to increase the productivity. BMW can use various work motivation strategies that will help to enhance production of the organization by increasing skills and knowledge of employees related to the work culture in Germany. Firstly, reward strategy for high quality is an important strategy that will motivate the workforce. This strategy bound the workforce to increase the productivity, whenever they work in the positive and encouraging work environment (Neal, West & Patterson, 2005). It is because, positive and supportive work culture can be provided by BMW. It can use both monetary as well as Non-monetary rewards encourage the employees. Non-monetary rewards need not as lot of money to create positive work culture by positive feedback, appreciating the employees. This strategy will be effective due to creative, argumentative and logical behavior of German employees towards the works (BMW Group, 2009). Thus, this strategy matched with the work culture of the country, where BMW has headquarters. At the same time, BMW can also use the other work motivation strategy that is to encourage creativity of employees to work towards accomplishments and to empower them. This strategy needs to inspire creativity by rendering extra supports to the workforce such as freedom, time and other resources. The organization need to ask about the requirements that makes able the workforce to maximize the thinking and productivity as well as provide them enthusiasm and encouragement. It will make more confident employees that will contribute effectively in the success of BMW (Apfelthaler, Muller & Rehder, 2002). In addition, BMW should also support continual education by providing classes, seminars, memberships and training. It will not only increase the knowledge and skills of employees but also further stimulate the confidence and creativity of the employees (Brodbeck, Frese & Javidan, 2002).


Best Fit Management Leadership Style There are different types of management leadership styles such as transactional, autocratic, bureaucratic, charismatic, democratic/participative, laissez-faire, task-oriented, people/relations-oriented, servant and transformational leadership. All these leadership styles are used in the organization for different reasons. Transformational leadership is an effective and best fit leadership style in business situation. Thus, it can be said that transformational management leadership style is best fit for business situations of BMW in Germany. There are several pros of transformational leadership to BMW (Mascarenhas, 2011). Transformational leaders expect to do best not only from his team members but also themselves also. They also encourage all the team members to achieve their achievements for contributing in the productivity of BMW. This management leadership style is best fit for BMW to improve the productivity and engagement from everybody in the organization. At the same time our case study help experts says that, this leadership is selected as a best fit management leadership for BMW due to some reasons. The organizational leader passes enthusiasm in his subordinates and team members and also supports them, when they needed (Brodbeck, Frese & Javidan, 2002). In addition, it is also essential to use another leadership style, when the necessity arises in the organization. Selection of leadership styles depend on the situation and leading the people of the team. For example, BMW can also use transactional leadership style that is also best for managers of BMW. Transactional leadership style ensures about the routine work that work is done reliably. The transformational leadership style can bring changes in the employees and their skills (Zhua, Chewb & Spanglerc, 2005). This leadership style possesses a vision for the company and charisma and skills to execute vision, where they want to go the company. It also works well in entrepreneurial businesses of BMW and inspires others members to achieve vision. References Apfelthaler, G., Muller, H.J. & Rehder, R.R. (2002). Corporate Global Culture as Competitive Advantage: Learning from Germany and Japan in Alabama and Austria? Journal of World Business, 37, 108-118. BMW Group. (2009). Corporate sustainability at the BMW Group. Retrieved from BMW USA. (2012). Company Information. Retrieved from Brodbeck, F.C., Frese, M. & Javidan, M. (2002). Leadership Made in Germany: Low on Compassion, High on Performance. Academy of Management Executives, 18(1), 16-30. German Language. (2012). German Culture. Retrieved From Kwint Essential. (2012). Germany – Language, Culture, Customs and Business Etiquette. Retrieved from Mascarenhas, O.A.J. (2011). Business Transformation Strategies: The Strategic Leader as Innovation Manager. USA: SAGE Publications Ltd. Neal, A., West, M.A. & Patterson, M.G. (2005). Do Organizational Climate and Competitive Strategy Moderate the Relationship Between Human Resource Management and Productivity? Journal of Management, 31(4), 492-512. Tian, Q. (2004). A Transcultural Study of Ethical Perceptions and Judgments between Chinese and German Businessmen. Germany: Martin Meidenbauer Verlag. Zhua, W., Chewb, I.H. & Spanglerc, W.D. (2005). CEO transformational leadership and organizational outcomes: The mediating role of human–capital-enhancing human resource management. The Leadership Quarterly, 16, 39–52. From our experts you can get 24×7 business assignment help services. We would like to ensure you that you will get 100% original assignment help paper before the deadline. We have 15 years experience of providing assignment help to US, UK and Australian students.