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A Case of Jornova Marketing Company (Case Study Sample)


It's about 7-8 pages
The following are readings to help you get started. You are expected
to also research on your own in addressing the questions for the
Textbook Chapters 2 and 3
PowerPoint from Organizational Behavior by Krietner. Chapter 4
"Managing Across Cultures"
Managing Across Cultures - The Economist.pdf
Managing Across Cultures HBR video
Organizational Behavior
ISBN: 978-1-946135-15-5
The textbook can be downloaded directly from University of Minnesota Libraries.



* Overview

The core objective of this paper will be to provide consultancy help to Jornova, a global marketing company located in four different locations, including Paris, Nairobi, New Delhi, and Tokyo, and headquartered in New York, USA. Each of these company branches has 200 employees. The report will help the organization communicate and reinforce the reorganization of the organization's new structure. The information will focus on several areas, including the corporate culture of each business location, the shared influence, assumptions, standards, and goals, as well as the effective communication methods in each area and how this information can be used to improve the organization structural change. The report's purpose in reorganizing the company structure will be to improve the current business strategy for a more prosperous global marketing firm.
* Personal Attributes
My name is [insert your name], and I am grateful for this opportunity to work as a change management consultant by Jornova to help in the organizational restructuring efforts. I have extensive background and experience in organizational change and behavior, finance, and marketing. I have worked for different companies and businesses and growing companies like Jenova. I have worked with companies like Starbucks, Apple, Ultra Mobile, adobe, and PayPal. In my recent roles at PayPal, I could influence the reduction of liabilities, increase the company's investment in more international markets, and increase profits. As a change management consultant, I will focus on change from every aspect of the company, including market conditions, culture, internationalization, technology, human resource, and organizational growth. I am confident that I will provide a workable and effective report.
The Culture of each Company Location
Analysis New York, USA Culture
New York is a city located in the United States of America. Jenova is headquartered in this city. New York City is highly competitive, and people from this city can be called workaholics (Elliott, 2018). On average, an employee in New York works for 35 hours a week. The main organizational structure in New York is the mechanic structure, a highly formalized and centralized organizational structure (Elliott, 2018). At the branch in NY city, the organizational structure has an established chain of command from which all business operations are managed. As the headquarters, the main goal for the employees is to ensure all business operations are running efficiently.
Analysis of Paris, France Culture
In Paris, France, the people's culture is highly attentive to rules and regulations, and the people are not used to ambiguity and uncertainty. This implies that businesses in Paris are reluctant to take risks such as reorganizing business structures. In addition, the people work for minimal hours compared to people in New York and family time is highly encouraged. Paris acknowledges a centralized organizational structure, and the workplace is conservative and formal. The workers in Paris are mainly motivated by the strong division between family life and work-life, which increases their productivity. The workers in Paris expect business operations where all employees work together and earn adequate time for rest.
Analysis of Nairobi, Kenya Culture
Nairobi has a strong work culture where workers work an average of eight hours daily. In Nairobi, most companies expect high performance from their staff, and the people show increased strength and enthusiasm for work (Kamau & Wanyoike, 2019). Generally, employees value connections with their friends, community, and family. In Nairobi, people are motivated by the ability to earn more, get promotions and move the company to greater heights (Kamau & Wanyoike, 2019). The people in Nairobi expect a company that has a friendly work environment, especially from the executives. They expect high remunerations, promotions, and appreciation tokens.
Analysis of Delhi, India Culture
The Indian culture advocates for professionalism and integrity. The people in Delhi are hardworking, and equality in the workplace is highly encouraged. The main organizational structure in Delhi is centralized, with orders from the executives downwards. The work environment is modest, and companies allow workers to work anytime, provided they fulfill the daily hour requirement. In Delhi, the people are motivated by fair and market competitive compensation, stable leadership, and top-caliber colleagues. Therefore, the workers expect high remunerations and work in a friendly environment despite the central organizational structure.
Analysis of Tokyo, Japan Culture
The general working culture in Japan is rigid, slows decision-making, and highly encourages recruiting new graduates. In addition, people are highly motivated and devoted to work and typically work for long hours. Workers prefer group motivation over self-motivation and look up to their superiors in decision-making. People in Tokyo are motivated by corporate social responsibilities and hence believe that an organization is worth working for if it is helpful to society. As such, the people in Tokyo expect Jornova's operations to benefit the community.
Differences in the Goals, Standards, Influence, and Assumptions in the given Locations
Each of the five locations has different objectives, standards, and assumptions that affect the people's approaches to working. In New York, workers aim to work in a friendly environment without discrimination. The United States has set some fundamental rights that standardize the work environment for all workers (Elliott, 2018). For instance, all workplaces should be compensated per the minimum wage amendment and provide a safe workplace free from discrimination and harassment. People assume that every organization can provide these requirements. In Paris, workers' goal is to strengthen the global action against climate change (Lütken & Zhu, 2020). Therefore, at Jornova Paris, the company should ensure minimal or no adverse effects on the environment. In addition, the people are professional and influenced by a service and commerce company. The goal in Nairobi, Kenya increase equality in the workplace with no discrimination and forced labor. In Kenya, the workers are influenced by a decent work environment focused on economic growth. The people's standards are generally decent wages, work hours, equality and freedom of association, and sufficient social security (Kamau & Wanyoike, 2019). In Delhi, India, the main goal for the people includes decent work, economic growth, and minimal or no inequalities. In Delhi, minimum wage requirements for skilled and unskilled labor should be adhered to. Jenova's new structure should ensure that people in Delhi receive sufficient remunerations and are free to work any day. The work environment is decent, friendly, and with zero discrimination. In Tokyo, the goals are to receive recognition for the amount of work done. In Japan, workers experience long working hours and commute long distances. The workers would be influenced by short working hours with adequate rest and recognition.
These differences in goals, standards, influences, and assumptions affect how they approach work. For instance, people with higher wages in New York are more motivated to work. In addition, a safe work environment with zero discrimination and inequality is a strong point in the performance level of workers in this city. In Nairobi and Delhi, a company with a decent work environment is a high motivator for workers' performance. In Paris, observing the background positively influences employee performance and organizational growth. Generally, providing a safe working environment and reasonable remunerations to employees strongly influence organizations' success (Hellriegel, 2010).
Kinds Of Communication The Workers In Each Location Would Prefer To Give And Receive, And Why?
Communication is one of the most significant elements of any managerial process in a given organization. Four primary forms of communication are applicable during the administrative process in different workplaces (Borkowski & Meese, 2020). Jenova applied all the effective forms of communication to ensure that information was passed successfully from one person to another. The communication channels within the firms made it possible to pass data from one department to another. The communication types varied from the five regions where the firm's employees Jornova resided. The five other areas include New York, Paris, Nairobi, New Delhi, and Tokyo. The employees from the five different regions utilized verbal, non-verbal, body language, phone and technology communication, and written communication.

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