MBI Model in Van den Bosch Case

From case-related conflicts mail delivery van den Bosch to Menendez, his counterpart in Mexico, when viewed from the standpoint of Van Den Bosch, he only intended to get the development of financial reports from Pablo Menendez. Firstly, he felt optimistic that Menendez will give attention to providing his clients needed some answers from the UK, Malcolm Smythe-Jones. But the situation changed, after Van Den Bosch verbally was blamed by Smythe-Jones because she failed to present the financial statements submitted to the Menendez workmanship for Smythe-Jones company in Mexico. Intends to cool the situation, Van Den Bosch then write an email that contains facts and data to Menendez at once revealed less discomfort and emotional feelings of Smythe-Jones who previously directed him.

Pablo Menendez will not provide financial reports as requested by Van den Bosch, because early on in the ties of cooperation between them, which was built only limited communication exchanged a few e-mails for several weeks without any direct meeting that is expected to soon obtain follow-up and results are expected by both parties. This is caused by several factors relating to the habits of work culture among nations, in which Van den Bosch was under the influence of European culture is a higher priority than the work of developing relationships with co-workers. Meanwhile, Pablo Menendez more influenced Mexican culture, which prefers working relationship than a job. Because they have never met in person, they have not been able to develop close personal relationships as colleagues.

Seen with the MBI Model, the cases above can be analyzed in terms of inter-cultural comparisons (Van den Bosch: Netherlands and Menendez: Mexico) as follows:

Mapping

• The orientation time in the Netherlands tend to the future, while in Mexico is more to the current state (Kluckhohn and Strodtbeck - Hofstede).

• The relationship between individuals in the Netherlands tend to be individual, while in Mexico is collective or by hierarchy (Kluckhohn and Strodtbeck - Trompenaars - Hofstede). From the above case, it is seen in a waiting attitude certainty Menendez to complete the financial statements of the client company Van den Bosch.

• The Dutch do not recognize the distance power in the leadership, while in Mexico the hierarchy of power is still very strong (Hofstede).

• Mexico is to avoid the uncertainty, whereas the Dutch did not consider that the uncertainty (Hofstede). This is seen from the stance of refusing to continue Menendez's financial statements because Smythe-Jones has been no definite command from the client's branch office in Mexico.

Bridging

• The approach through motivation and confidence.

In this stage it should be Van den Bosch presents the motivation to Menendez's involvement to be able to communicate and build their confidence in overcoming a problem. Due to the motivation and confidence are very important in bridging and understand the differences that emerged between them, especially in improving performance.

• Decentering without blame.

Decentering requires incorporation of an understanding of both parties to the difference in the communication process, empathize with each other through changes to their own behavior and try to think in terms of accommodating the culture embraced by the parties concerned and with whom they work. Van den Bosch should be able to suspend judgments about the stance taken by Menendez did not blame him and put him in a difficult situation.

• Recentering by engaging in common.

Recentering can be used as the final step in bridging the impasse between Van den Bosch and Menendez to develop new basics of interacting. This depends on a good understanding of differences and agreed to mutual respect shared norms of each region in the interaction between the two.

Integrate

• Building participation.

Both parties must begin to build participation by making sure all members have the same opportunity to be involved in the problems with accommodating different norms stemming from cultural differences.

• Resolving the conflict.

Between the Van den Bosch and Menendez should immediately think to look for solutions related to the conflict that occurred before the problem becomes dysfunctional. Mapping phase can be used to assist in early detection of potential conflicts that will arise. While the process of bridging and participation can help to manage personal conflicts that occur. Ultimately, through these processes are expected to both sides can make a quality decision to the settlement of conflicts constructively.

• Building on the ideas of different individuals.

The final stage in the process of integration is to build ideas among them as a starting point for discussion. Hopefully with this stage, breakthrough ideas can be created. However, there are things that should be avoided at this stage, namely to avoid a compromise between both parties, they should prioritize quality in taking a decision.