Power distance (PDI)…………………………………….10 5.3 Masculinity / Femininity (MAS)……………………….11 5.4 Uncertainty avoidance (UAI)……………………….….12 6. Management deference……………………………………………….......12 6.1 Achievement vs. Ascription…………………………………….13 6.2 Individualism vs. Communitarianism……………………….13 6.3 Internal vs. External………………………………………………14 6.4 Neutral vs. Emotional……………………………………………..14 6.5 Specific vs. Diffuse…………………………………………………14 6.6 Time Orientation……………………………………………………15 6.7 Universalism vs. Particularism……………………………..…15 7. ... Although, the two founder executives of the corporations are childhood acquaintances ethnicity, they have dissimilar vision and views.The culture of both corporations are strongly swayed by their founding executives. Employees of both companies greatly believe in their originators’ vision that slowly developed into their own enterprise culture that resulted into an organizational ethnicity clash amid Dyson Paper and Jones Sales Agent Limited, when they relocated to Paper Converter Limited. The aim of this report is to evaluate the case of Paper Converter in respect to organization and international (UK). The report will give a breakdown of the Paper Converter cultural drawback via ‘Cultural Web’ investigative tool for organizational cultures, also;Hofstede four dimensions, Pestel and Fons Trompenaar cultural structure forglobal cultures (UK) to reveal where Paper Converter is falling short in addition toways of overcoming this organisational problem. 1. Background of the Company Paper Converter Ltd was established in 1988 after an merger amid the Dyson Paper and Jones Sales Agent Ltd. Dyson Paper was established in 1983, in Corby, United Kingdom with the inducement from the government of Britain during the depression phase early on in 1980s. Mainly, Dyson Paper takes care of the management and production, whereas Jones Sales Agent Limited assumed the responsibility of marketing and sales, from two unconnected premises positioned 60miles apart. 1.1 Market Situation Paper Converter’s central market was United Kingdom, Middle East and West Africa. To enhance production capacity as well as reduce production cost, the firm went worldwide through setting up a factory in Zambia
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