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618533_BEN_401_Written_Assignment_no2_EUROBANK_Case_Study -...

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(2500 TO 3000 WORDS) Using the theoretical constructs that we studied this term, analyse the content of the case study provided below: 1- Examine the relationship between the corporate and national culture and more particularly the impact that the national culture has on the corporate culture of Eurobank. 2- Highlight the various issues and explain why they have obstructed the cultural management across national boundaries and caused friction that the management is successfully addressing. 3- Elaborate further on the communication problems that the text has alluded to. 4- Support your claims and arguments by referring to research evidence. To consolidate further your case, you may wish to bring in examples from your own or other cultures. EUROBANK Case Study From ‘The Culture factor: Corporate and International perspectives’ . A. Baron and M. Walters. (1994). Institute of Personnel and Development. Short Run Press Ltd, Exeter. Eurobank is a banking organisation operating in approximately 80 countries worldwide including the United States, Africa, Asia and Australia. The major part of the bank's business is carried out in Europe and its home base is in France. The organisation has established a pattern of acquisition and is characterised by a network of small banking operations each with its own corporate and national identity and operating as separate business units. The organisation was founded over one hundred years ago in France and the first overseas branch was opened in London shortly afterwards. This quick progression to the status of an international bank was prompted by London's nineteenth-century position as the undisputed financial capital of the world. At that time, a London base was essential for financial institutions wishing to take advantage of prevailing business opportunities. The present general manager of the London branch thought London was still recognised as a major financial centre for the bank although the organisation's European culture makes this hard to accept in some quarters. The bank rapidly established offices in other European cities and is now one of the largest and most successful banks in the world, with approximately 80.000 employees worldwide. The general manager of the London office describes the bank as transnational. Other managers felt the bank operates on a national basis, marketing itself overseas, and that it was not yet truly a transnational or global organisation. All meetings are conducted in the two official languages of the bank, English and French, overseas postings are commonplace and cultural awareness forms a vital element in
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organisational training programmes. On this basis there is evidence that the organisation is at least some way towards conforming to a transnational model even if they are not quite there at the time of writing.
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