A Corporate Culture Analysis: Blue Bay Grand Esmeralda Hotel *****

A Corporate Culture Analysis: Blue Bay Grand Esmeralda Hotel & Resort *****

The company which is analyzed in this report is the Blue Bay Grand Esmeralda Resort and Hotel in Playa del Carmen, Mexico. It offers, with 1,500 employees, accommodation to more than 2000 guests.

When analyzing the corporate culture of the resort the family culture clearly dominates (Appendix 1). The theory states that these kinds of companies are clearly marked by personal and face to face relationships which are easily observed since those are necessary to ensure successful completion of daily operations. Furthermore, it is stated that such organizations are very hierarchical and show a clear separation from the department managers and directors, which are considered the father, and the other employees who are the children. This is clearly the case in the company since the managers are very well respected and looked up to which makes the organization as a whole quite power oriented. It becomes also apparent ,when looking at the different managers, since most of them are from higher age groups which also fits with the theory since older people are typically in charge in family cultures. The family culture is even more so confirmed when looking at the free housing opportunities and the five meal times offered to the employees to ensure that they are provided for. (Hampden-Turner, 2012)

The relationship between the management and employees is rather informal and people oriented since most managers are approached by their first name and joking as well as private conversations are quite common between the two.

The attitude of employees towards management is clearly centralized. The hotel does not have a lot of management positions. The ones with clearly indicated management positions are in charge of making all the decisions and no decision power is given to the employees. This follows the guidelines of the family culture since the father (management) is clearly in charge and the rest typically follows the rules given. (Hampden-Turner, 2012)

In theory and in the resort employees are usually more motivated by praise and appreciation than by monetary rewards. The only monetary reward which motivates some of the employees in the resort are tips which are received by the guests. Other than that, the hotel management handles their employees according to the management by subjective rule since it does not involve employees in decision making processes and does not empower them to speak their mind but tries to keep them small which most employees do not mind. (Hampden-Turner, 2012)

Lastly, when it comes to analyzing the style of conflict resolution within the resort, it becomes quite difficult to analyze one certain style due to the lack of observed confrontations. However, this is clearly a sign that the accommodation style is the prevalent one in the company since conflict is solved indirectly and emotionally restrained. That is why it is difficult to observe such situations since most conflicts are only kept between the two people involved and resolved quickly. (Melle, 2012)


Hampden-Turner, F. T. (2012). Riding the waves of culture. London: Nicholas Brealy Publishing London.

Melle, J. v. (2012). Corporate Culture Training Slides. Breda: ASIS.

Appendix 1



Case number: 723412006              Nadine Kusenbach            Student-number: 2053909

A) Identify what went wrong between the two business parties:
The overall problems regarding the sudden change of production performance in the Thai factory are the different views on what the production machinery can be used for in its idle time. The German managers consider it being self-evident that it is not to be used for private use or production. Whereas, the production workers and Thai managers consider it as completely appropriate to use it on Sundays, since the machinery is completely idle then anyways. Once the German management found out about the abuse of the machinery, they forbade the workers to use it for private use. That was a completely incorrect reaction since it caused a decrease in productivity and an increase of defects.

B) Mention the cause(s) of the problem:
The cause for the difficulties appearing in the first place was the lack of communication between the expectations and rules regarding the plant between Mr. Li and the German management. Due to the rapid changes and rules, which were then implemented after the managers found out, the workers experienced a cut in income due to the loss of the personal production time on Sundays. The extra income was seen as a motivation by the Thai workers since they probably worked extra hard during the week to accomplish time off on Sundays.

C) Which cultural dimension/dimensions that we studied in quarter 4 play(s) a role here?
The dimension which plays the biggest role here is probably the differences of individualistic and collectivistic cultures. Germany is considered as being individualistic whereas Thailand can be recognized as a collectivistic culture.

D) EXPLAIN your answer to question “c”. So JUSTIFY why you think the particular dimension(s) is/are relevant in this case study USE the THEORY in your answer:
A simple indicator to use when deciding which of the two countries belongs to either collectivism or individualism is to look at some demographical facts. Thailand has a high birthrate which is an indicator for collectivism. Germany is a wealthy nation with moderate to cold climate which is a sign for it being individualistic.
Further reasons are to be found when focusing on the boss to worker relationship in this case. Mr. Li is the manager of the production plant in Thailand and knew that the factory workers were using the plant on Sundays. Due to his response given you can even assume that he gave them permission to do so. This is rather normal in a collectivistic culture since the boss represents a father figure in such societies. Mr. Li saw interest in helping the workers to increase their income since he saw them as part of the family. He defends himself towards the German manager saying that he can assure that the workers never use any of the materials just the machinery. This is due to the unquestioning loyalty he gets in return for the help and protection he gives his employees. Mr. Li leads by coaching and supporting his staff.
The German Management cannot understand this due to the individualistic norms which they are used to. Being part of an individualistic relationship in Germany, defines a employee-employer relationship by contracts, rules and your skills; a boss typically does not coach but leads the employee in the defined direction.
When the German manager confronted Mr. Li about the secret production processes it was obvious how the two ways of communication differed between the two cultures. Michaela used the direct communication style by telling Mr. Li that it was not right, whereas Mr. Li replied in indirect ways by simply shrugging his shoulders and not arguing with her but furthermore having an upset facial expression.
Furthermore, the way the German management reacted when they found out about the Sunday production process was also completely common for Individualism. The managers made a quick decision by prohibiting further Sunday production sessions. The Thai employees did not expect this kind of decision-making at all. It is more common in their culture to take time when making decisions. Also it is essential for the employees to be involved, or to at least know what is going on before the German management takes any initiative.
Once the management prohibited the personal use of the machinery it instantly had a declining productivity level and an increase of defects as its consequence; this is due to the personal relationship which was destroyed due to the “new” rule. Previously, the workers felt a personal bond with the company due to the benefits the employees had by being offered the ability to use the machinery for private productions; the kindness of the Thai managers such as Mr. Li who allowed them to do so, assisted on building such a good personal relationship with the employees. Once the relationship was destroyed by the German Management the motivation of the workers sunk dramatically which resulted into negative production developments. Even threats (which were send from the headquarters), did not help since those do not motivate nor scare collectivistic society members.

E) What should the company do to prevent such a problem from taking place again in the future?
First of all, the company’s management should definitely try to reestablish the personal relationship with the Thai workers. Since it is most important to prevent productivity and defects to develop in an even more negative direction.
Secondly, the company can do this by negotiating with the plan workers by working out mutually accepted rules. One example could be to offer the workers the possibility to rent the machinery on Sundays. In fact, the workers make profit by producing their products but also damage the machinery a little bit due to the usage of it. If the workers give the company a share of their turnover then the company can use that money towards the possible maintenance costs. However, since it is only a small amount, the workers are still going to be able to increase their income. Consequently, their loyalty and motivation towards the company and their work will rise again which will lower the defects and increase the productivity of the company overall.
In conclusion, it is very important that the German headquarters’ management understand the cultural differences between the two countries and therefore try to adapt their management strategies to the standards and morals of the Thai society. Overall, the headquarters’ management team in Germany should try to manage according to collectivism instead of individualism since it is easier to do that instead of training the workers to understand the German culture.

F) Using the dimension(s) of culture in your explanation, explain how your solution guarantees that the two opposing viewpoints will not negatively affect the functioning in the workplace in the future?
Personal relationship is the key to conducting business in collectivistic cultures. Therefore, it is of great importance that the management tries to improve their relationship on a personal level from now on.
Furthermore, the German managers need to coach and support the plant workers instead of leading them as they are used to do in Germany; the Thai workers will not see the German management team as father figures overnight, but in due time this will stimulate a mutual agreement and establish a healthy work and personal relationship.
The management needs to integrate themselves into the strong, cohesive “in-group” which the Thai workers form by giving them the feeling that they will protect them and that they are not only workers in their eyes but that there is more to it. They give them the feeling of protection by giving them the chance to earn extra income again, since it will not only nurture their entire family but also improve their overall living standard. Once they reach that point the relationship will last a lifetime in collectivistic societies. In return, the workers questionable loyalty and lack of motivation will turn into improved willingness to properly perform in their day-to-day occupation.

Expedition across Manielia

Expedition across Manielia

Manielia and its people admit themselves daily to becoming better intellectually and economically while bestowing the same core values, beliefs and overall culture to the next generation. The people of Manielia are the Mangers; these people are beings of the upmost promptness, intelligence, and respect. But as most cultures they have a set of standards they live by; certain traditions and rituals are incorporated to maintain the culture and provide a blueprint for the generation ahead to encompass. They can be bizarre, incomprehensive, and in some ways immoral, but it is a growing culture that seems to continue to intrigue the modern creature.
Turning away from the intellectual being of this species, there are also times of unwinding and relaxation. Retreats help maintain homeostatic balance from the intense work life. The Species finds refuge in extreme temperatures, and enjoy burning themselves profusely to produce more melanin in their bodies. It is important to find time for relaxation when so much work is put into a year. Retreats from schools and work help maintain a good relationship amongst tribes as well: During these withdraws of Manger civilization, tribes find time to connect themselves with their offspring.
Furthermore, Mangers are also known to have a certain ancedist rule that they apply on a daily bases. If a person who is unaware of this rule enters their clecir or blebug the Mangers tend to show signs of red colored skin or petrified extremities.
Other appealing information about the Manger culture is their diet, unlike other tribes, the Manger way of eating is much different, than say the Naciremas: thick legs of wild boar along with gargantuan sized handles of poison induced tribal tea: there are many variations of this tribal tea, some are darker than others, but with a similar taste. Other cultures believe it can be strange to drink so much of this tribal tea as per the fact that it is poison induced; however, generations of conditioning and demographical evolution have created a tolerance for the Mangers that other cultures (e.g. Naciremas) do not have. The boar flesh containing many saturated fats and salts goes well with the tribal tea; it nourishes the body with proteins and carbohydrates while leaving a thirst due to its high content of sodium: this is where the tribal tea comes to quench the thirst that the boar flesh creates.
These eateries are found and promoted primarily in festive times of the Mangers during the month of Berocto. During Beroctofest Mangers use a distinct attire to attract other Mangers and proudly display their heritage. During this festive time however, the Manger men tend to over extend their tolerance to the tribal tea and tend to show their dominance towards one another, it is with brutal force that dominance is publicized to rend off any sign of weakness or vulnerability the tea can bestow upon them.
Making way towards more demographical achievements of the Mangers, we see the development of paths or “downways” as the people of Manielia call them. It is here where domesticated transportation devices and machines are put to a test of speed and agility. Given there are no restrictions on these “downways”, transportation machines are utilized at very high paces: stopping usually tends to be only for obstruction of waste from the body, or for a tribal tea pause. These pathways that connect Manielia were obtained through various laws, and obtain regulations themselves, for example; slower more inferior machines must follow the far east pathway as to allow freedom for the Manger operator to drive with space and continue to their destination at the upmost speed possible.

To summarize about the Mangers of Manielia, they are a distinct species with a cultural background different from any other, but they survive using the same customs, rituals and pastimes of the generation prior, with the exception of technological advancements. This species fascinates the modern creature for reasons beyond intellectual reason; they can be short, stubborn, and many times rude. Many other tribes do not always understand this culture since it is one on his own. But being unique is what differs Manielia from the nine surrounding countries.


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