Essays on Comparative Management in Developed and Developing Countries Case Study

Download full paperFile format: .doc, available for editing

The paper "Comparative Management in Developed and Developing Countries" is a great example of a Management Case Study. This report looks at evaluating the corporate culture which is present in Patagonia and looks at analyzing the fit which is seen between the corporate culture and organizational structure which is witnessed in the organization. This will be followed by evaluating the leadership skills which Chouinard displays and will highlight the different factors which have contributed towards the success of Patagonia. This will thereby help to understand the manner in which the organization has performed and will help to find out the different factors which have contributed towards the success of Patagonia. The corporate culture at Patagonia The corporate culture which Patagonia denotes is one where people work together and look at being innovative so that the goals can be achieved in a better way and the resources are used in the most productive manner.

The organizational culture demonstrated by Patagonia is flexible and the freedom to act. This denotes that people look to work together in clan or groups and prefer to do things together (Iverson, 2010).

This sort of culture shows faith and reliability on one another and people within the group believe in the skills which people possess within the group. This culture helps people to come together and work as a unit which helps to ensure that the overall productivity increases and the business is able to carry out the different functions in the most effective manner. In addition to it, Patagonia also denotes a culture of adhocracy where they look to be dynamic and entrepreneurial so that they are able to focus on important areas and develop a process through which maximum effectiveness can be achieved.

In addition to it the process has also ensured that they do the first things at the beginning and look to be innovative so that the business process gains effectiveness (Fujimoto, Hartel & Azmat, 2013). This was a feature which was also demonstrated by Chouinard as it helped the organization to be innovative and take decisions through which better use of resources became possible. The culture of being innovative was matched by the fact that they have to look towards being ethical and carry out the different duties entrusted to them in the most beneficial manner.

This ensured that the employees look towards making different mechanisms to produce the same goods and services so that environmental harm is controlled (Shane, 2005). This mechanism has helped Patagonia to ensure that they look at being committed towards society and develop a mechanism through which better satisfaction of the employees becomes possible. The corporate culture at Patagonia reflects one where people can mix freely with one another as it provides an opportunity through which people are able to come together and work for a common purpose.

This mechanism ensured that the office didn’ t have walls and open floors were provided so that people could come together and work for a common purpose. This mechanism also helped to bring a change in the manner decisions are making so that the overall framework through which decisions are taken helps to maximize the overall productivity for the organization. This has helped people to come together to work towards as a common unit so that a common platform is developed which will help to work in a manner through which better decisions are taken (Hoobler, Basadur & Lemmon, 2007).

The overall culture looks at analyzing the manner in the manner in which different dimensions of culture were seen in Patagonia and helped to bring about a complete change through which the organization works. Having a culture of friendliness and adhocracy together helped Patagonia to deal with the different resources in a better manner. The culture helped Patagonia to work in groups where people looked at working towards a common goal and the efforts were directed in a manner through which the business was able to gain better productivity (Stoner & Russell-Chaplin, 2007).

The culture prevalent in Patagonia was one where people came together and focused on a common goal. The overall mechanism thereby helped to bring a change in the manner decisions were taken and helped to multiply the effectiveness in the use of resources.


Alkhafaji A.F., 2010. Comparative management in developed and developing countries. Management Decision. 29 (6), 36-40

Barbosa, I & Cabral-Cardoso, C 2007 ‘Managing diversity in academic organizations: a challenge to organizational culture’, Women in Management Review, vol. 22, no. 4, pp. 274-288.

Colman, A. M., Pulford, B. D., & Rose, J. 2008. Collective rationality in interactive decisions: Evidence for team reasoning. Acta Psychologica, 128, 387–397.

Day, R 2007 ‘Developing the multi-cultural organisation: managing diversity or understanding differences?’, Industrial and Commercial Training, vo. 39, no. 4, pp. 214-217.

Fujimoto, Y, Hartel, EJ & Azmat, F 2013 ‘Towards a diversity justice management model: integrating organization justice and diversity management’, Social Responsibility Journal, vol. 9, no. 1, pp. 148-166.

Frese M., 2005. Entrepreneurship in East Europe: A general model and empirical findings. Trends in Organizational Behavior. 2, 71-82

Hicks-Clarke, D & Iles, P 2000 ‘Climate for diversity and its effects on career and organisational attitudes and perceptions’, Personnel Review, vo. 29, no. 3, pp. 3324-345.

Hoobler, J, Basadur, T & Lemmon, G 2007 ‘Management of a Diverse Workforce: Meanings and Practices’, The Journal of Equipment Lease Financing’, Winter, vol 25, no. 1, pp. 1-8.

Gibson, Cristina, B.; 2005. An investigation of gender differences in leadership across four countries. Journal of International Business Studies. 225-279

Iverson, K 2010 ‘Managing for Effective Workforce Diversity’, Cornell Hotel and Restaurant Administration Quarterly, April, vol. 41, no. 2, pp. 31-38.

Kundu, SC 2009 ‘’Workforce diversity status: a study of employees’ reactions’, Industrial Management & Data Systems, vol. 103, no. 4, pp. 215-226.

Kwak, M 2013 ‘The Paradoxical Effects of Diversity’, MIT Sloan Management Review, Spring, pp. 7-8.

Lewis, S 2011 ‘Restructuring workplace cultures: the ultimate work-family challenge?’, Women in Management Review, vol. 16, no. 1, pp. 21-29.

O’Leary, BJ & Weathington, BL 2006 ‘Beyond the Business Case for Diversity in Organizations’, Employee Responsibilities & Rights Journal, December, vol. 18, issue 4, pp. 1-10.

Pless, NM & Maak, T 2008 ‘Building and Inclusive Diversity Culture: Principles, Processes and Practice’, Journal of Business Ethics, vol. 54, pp. 129-147.

Rajput, N, Marwah, P, Balli, R, & Gupta, M 2013 ‘Managing Multigenerational Workforce: Challenge for Millennium Managers’, International Journal of Marketing and Technology, vol. 3, issue 2, pp. 132-149.

Stoner, CR & Russell-Chaplin, LA 2007 ‘Creating a Culture of Diversity Management: Moving from Awareness to Action’, Business Forum, Spring-Fall, 22, 2/3, pp. 6-12.

Shane, S; 2005. Uncertainty avoidance and the preference for innovation championing roles. Journal of International Business Studies. 47-68

Download full paperFile format: .doc, available for editing
Contact Us