Lemma Case Study Course Work Examples

Published: 2021-06-22 00:44:13
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The Anglo-Saxon approach in the management of companies and organizations takes a different approach as compared to the model of French speaking people. Herremans and Isaac (2005) argue that while the French companies experience a highly context paced environment; the Anglo-Saxon counterparts adopt a highly formalized system that is full of factual management and decision making from a structured system of government. The case study of Lemma seeks to understand the cultural performance and the repercussions that were overseen as a result of adopting the Anglo-Saxon approach in its governance. This paper takes into consideration various factors and scenarios that are reminiscent in the management of multicultural companies and sectors of the global human resource management.

The paper tackles an overview of the two approaches adopted by Lemma Company and an insight into the advantages and disadvantages that are poised by each of the methods and approaches adopted. There is a thorough scrutiny into the level grounds for which the management and organization of the company is managed. The merits of adopting the Anglo-Saxon approach in management are also questioned with an intention of revealing the possibility of properly ensuring that the anticipated changes in the company are implemented.

Key areas of tension and the perception of the two approaches

Herremans and Isaac (2005) note that the French approach of management of companies is highly dependent on cultural factors. The transcendence of family relationships in the running of business is not easily distinguished from the merit based approach that is adopted by the counterparts in the Anglo-Saxon world. It is therefore a culture shock to the organizational behaviors and cultures of the employees of the Lemma Company. Darby (1995) observes that the management of business entities in the current global institutions demands an understanding of the global cultural practices that are reminiscent of particular places of interaction. This he adds will play a big role in the understanding of the organizational culture that will be adopted by the company. The lemma company has adopted the Anglo-Saxon approach which is structured on meritocracies unlike that of the French cultural particularities where familial response would have an inclination. Robertson and Hammersley (2000) assert that though the multi-national companies in a French backing are headed by elites from the top cream schools, family blood and ties do not escape the governance of the company. This has been witnessed in the numbers of relations in the management of the company.

For instance the Lemma Company is composed of over 90% French officials, contrary to the number that is allowed in the Anglo-Saxon approach. Though the British and Americans form the vast majority in the number of shares and management roles that are adopted, the top cream management of the company has been left for the French godfathers. This has a negative role in the running of the company. Herremans and Isaac (2005) observe that the French multinational companies have inculcated the French language to be the medium of interaction in the running and management of its core business. The adoption of the Anglo-Saxon approach means that the company will have to reappraise its mode of communication to greater levels that are easily understood by the vast majority. Furthermore, language can become a barrier to business transaction in the multinational companies if all decisions made have a leaning towards those who only understand the language (Robertson & Hammersley 2000). The Lemma case adopts the French language, meaning that the members of the company who do not understand the language have to grapple with the problem of understanding and deciphering what the management are trying to implement.

This affects the levels of relationships in the company as the members who lack proper understanding and competence of the language are not able to take part in the decision making process of the company.Therefo9re language forms part of the issues that are reminiscent in the management of the company.

Another issue that arises as a result of the adoption by the Lemma Company is the perception developed on management powers and the relations in the company. Herremans and Isaac (2005) note that the French background if made up of highly structured level ground management where the members of the company respect the law and authority. Despite the fact that family relations have greater conglomerations in this part of the world, the respect of authority transcends that of the Anglo-Saxon management. For instance, the Anglo-Saxon management adopts that the management process is of a consultative nature and therefore the junior employees and any other person in the company have the authority of approaching the executive managers in the advisory. On the contrary, the French counterparts have a low approach when it comes to the consultations. However Darby (1995) notes that the French have the highest feminist respect. This is inadvertently done through the allowance of consultative leadership and compromise as oppose to confrontation. The Anglo-Saxon approaches adopt the different methods of governance and management. Therefore the advent of this new system of administration may lead to wrangles and confrontations as the members have not yet fully been accustomed to the functioning of the new management.

New management of companies and organization is bound to be experience the changes shock and readjustment differences (Owen 1997). The changes adopted by the company in question will only be familiar after a short interaction and functioning with the members. Robertson and Hammersley (2000) advise that it is good for the employees to be trained on how to handle changes and adapt to them without injuring the profit and reputation of the company. It is therefore necessary for the members who are involved in the new management to increase the on job training about the penetration of the rules of interaction before the members are allowed to experience the new lease of leadership. Therefore Lemma case management will have to sensitize the members of the ways in which the Anglo Saxon approach is structured so that they are able to cope without causing friction with the new management. Herremans and Isaac (2005) say that the management of Anglo-Saxon multinational companies is structured through a highly formalized and Universalist approach. This is contrary to the management of companies of the French origin. The French do not have the strictness that is associated with highly formalized systems of management. This therefore means that the members will face a challenge in fitting to the cultural and organizational behaviors of the new management.

Time is another factor that will play a major role in the running and management of the company. Owen (1997) develops that the entrance of new management requires time for proper management and effect to take place. The adoption of the approach therefore will require that the Lemma Company be patient in witnessing the positive results of the changes adopted. This will be the only way that the company will witness full benefit of reappraising the management of the company. Just as Owen (1996) points out, for one to achieve greater global management in multicultural sectors of economy, they must strive to avoid contextual isolation. Contextual isolation is the alienation of managers from the familiarity of the issues that are currently in operation in the internal and external environment. This therefore means that the management will have to be more careful in handling the issues surrounding the governance. This will ensure that the period of familiarization and the actual replication of positive results is shortened thus leading to better service delivery.

Advantages and Disadvantages of adopting the Anglo Saxon Approach

Robertson and Hammersley (2000) point out that the Anglo-Saxon approach has been found to lead to greater management and optimal operation of the many different management spaces in companies. The adoption of this approach by the Lemma Company will therefore pose greater challenges and benefits to the overall functioning of the company. For instance there will be an increase in the formality and task based evaluation of work. Hill (2003) notes that the French based management as in the case of Lemma Company adopts a context that is not dependent on the task. There is instead a leaning towards implicit communication and relations between the managers and the employees are poorly defined. Griffin and Pustay (2002) note that for better management and realization of company goals and objectives, the company needs to adopt the humanistic approach towards the management of the company. While others prefer the scientific modes of management, the latter should adopt all the models of management and harmonize them with regard to the contextual prevalence. This will form the basis upon which the company will achieve its postulations.

There is a poor way of communication in the Lemma Company. This is because the members in this scenario have relied on implicit communication rather than explicit one. The Anglo-Saxon model adopts that the company is structured and stratified in a clearly codified order of governance. This ensures that there is unity of voice and purpose. The centralization of management levels as in the case of Lemma Company are abolished leading to a more ethnographic approach in the running of issue of the company’s. Delegation of duty by this method ensures that the company is well balanced in tapping into the rich resources of the different expertise that is reminiscent of the employees. The approach of the French does not on the other hand take into cognizance, the advantages that are poised by the decentralization. This will therefore increase formality and universalism in ensuring that the company realizes its goals as envisioned in the objectives and goals of operation.

Size is another factor that determines the success. The success of change in management of a multicultural company depends on its size (Griffin & Pustay 2002). Size here will take into consideration the population of the company, its financial muscles and the human resource that is vested with the power to oversee its running. The Lemma Company has adopted the Anglo-Saxon approach which entails an ethnographic approach in its governance and business transaction. Therefore the company will automatically experience and increase in the number of employees and management staff. This will have a positive effect on the overall running of the company. Hill (2003) observes that delegation of duties and structural adjustments strategies can only be realized if the company has enough human resource for the management positions. The structured formalized state of the company will ensure that the members have one unified voice. Therefore all activities of the company will be centralized in terms of decision making before the members are informed of the directions of management and changes to be made in the operation of the company. This will hence lead to better service delivery and product output will be on a positive growth.


As much as the adoption of the Anglo-Saxon approach has more advantages, it also has some demerits that have been projected to occur. Griffin and Pustay (2002) assert that the change in management and normal running of business in an organization is always a delicate business that many have greater challenges that may bring the company to its crumble. This therefore means that the transition from one approach and management to another will take place through a slow process so as to ensure that the private stakeholders and operations in the company are not offset. For instance the change of the language of business operation in the company will mean that the French no longer have the monopoly over their counterparts. This therefore means that the members will be antagonized in as far as the usual method of communication is cut of their limit. It is thus means that they have to learn a new way of communicating for them to be able to make decision making. The organizational culture of the people may also face antagonism. This is because change is hard to come by in the management level of companies (Griffin & Pustay 2002).

Nelson (1998) advances that fitting into a culture that is new to the larger majority employees of company may lead to operation issues. The communication and the different roles of employees may change due to the adoption made. For instance if the language of interaction is adopted those members who do not know the new language may be affected. This will result to lack of efficient delivery of work. There is also the issue of global pressures and criticism from different entities. The change may not come to life if the members of the Lemma Company do not hold strong and face the quagmire of the changes being instituted. Darby (1995) advises that one has to remain vigilant and be able to follow the right channels in ensuring that there is proper inculcation of the changes anticipated. Unless this is done the company will not achieves a comprehensive total overhaul into the Anglo-Saxon approach of management.

The introduction of new management teams may lead to hostilities between the incumbent leaders and the new managers who feel that the new leadership is put in place to replace them. This therefore means that the company’s efforts in instituting change may be hampered. The change may also take a little bit of time before Lemma fully regains from the changes. This will mean that the fabrics of organization are interfered with. It is the responsibility of the company to implement a strategic plan and implement the changes in accordance to the anticipations by its stakeholders. Through satisfaction in the various levels of relations of managers in the company, there will be a tranquil observance and successful transition from the French approach to Anglo-Saxon approach. Though this is the case there must be extra-efforts in monitoring the changes and ensuring efficient generational handover. Griffin and Pustay (2005) argues that the shift in management of a cultured company to a multicultural company requires not only the linguistic and management competence but strength and determination. It is the resilience of the managers that will oversee that the change is fully implemented; otherwise the employee may fail to cope up with the pressures of the Universalist approach. This is because the French approach which follows the three basic inclinations (particularities, high context and high respect of authority) is different from the task based Anglo-Saxon approach.


Lemma company case has exhaustively established the different levels of interactions in the company. The case study of the company has also highlighted the needs of the company and how the different organizational cultures and values interact in the maintenance of the program of operation. It is therefore pertinent that the management adopt a more multifaceted approach in trying to solve problems related to the adoption. In order to reduce the period which the company will need for effective inception, the company can start with sensitization of its employees on the advantages of indulging in the changes. This gives employees a better and informed view into the changes anticipated in the company. Also when employees have been trained on how to handle cultural shock as a change of multicultural companies is implemented; there will be an improved ease with which the transition into the new approach is realized. Lemma Company therefore should adopt such reconstructive measures in order to help the company cope with the change.

Works Cited:

Darby, R. 1995, “Developing the euro-manager: Managing in a multicultural env”, European Business Review, 95(1), 13-13. http://search.proquest.com/docview/225425263?accountid=45049
Hill, C. W. 2003, “International Business: Competing in the Global Marketplace,” 4th Edition. McGraw-Hill.(referred to as H)
Herremans, I.M. & Isaac, R.G. 2005, "Management planning and control: Supporting knowledge-intensive organizations", The Learning Organization, vol. 12, no. 4, pp. 313-329.
Nelson, R. E. 1998, “Management of knowledge-intensive companies,” Administrative Science Quarterly, 43(3), 722-724. http://search.proquest.com/docview/203962910?accountid=45049
Owen, D. 1996, Anglo-Saxon gloss on French oil results, London (UK), United Kingdom, and London (UK).
Owen, D. 1997, Red-blooded capitalism: French companies are becoming more Anglo-Saxon in their push to unlock shareholder value, says David Owen:, London (UK), United Kingdom, London (UK).
Pellet, J. 2006, “Winning in a multicultural market,” Chief Executive, (218), 48-51. http://search.proquest.com/docview/212096062?accountid=45049
Robertson, M. & Hammersley, G.O. 2000, "Knowledge management practices within a knowledge-intensive firm: the significance of the people management dimension", European Journal of Training and Development, vol. 24, no. 2, pp. 241-253.

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