1. Some perceptions how Americans see the French can be that they are arrogant, flamboyance, hierarchical, and emotional. On the other hand the French perceptions of Americans views can be that we are aggressive, unprincipled, and workaholics. Power distance is the extent to which less powerful members of institutions and organizations accept that power is distributed equally. Power distance of the American and French cultures is not distributed equally. It is derived from the position and the level of management one has in terms of the power distance relationship. Uncertainty avoidance is the extent to which people feel threatened by ambiguous situations and have created beliefs and institutions that try to avoid these. Uncertainty avoidance is relative both in American and French culture. Threatening situations do exist in both cultures and employees are advised to avoid ambiguous situations when possible. It is important to recognize the role an employee is expected to perform to avoid uncertainty whenever possible. Individualism is the tendency of people to look after themselves and their immediate family only. In the American culture it is characterized by individualism. An employee looks after one’s self and his or her immediate family. In the more collective French culture, what is best for the group is emphasized. This is a proponent of communism, which may apply in some industries in France. Masculinity exists in a culture when the dominant values in society are success, money, and things. Masculinity is very apparent in U.S. culture, which perpetuates individualism and materialism. In the French culture there is a tradeoff to femininity because French culture does not emphasize materialism.
2. According to Trompenaars there are cultural differences between the American and French culture. The four organizational cultures are. Family Culture – A culture that is characterized by a strong emphasis on hierarchy and orientation to the person. Eiffel Tower Culture – A culture that is characterized by strong emphasis on hierarchy and orientation to the task. Guided Missile Culture – A culture that is characterized by a strong emphasis on equality in the workplace and orientation to the task. Incubator Culture – A culture that is characterized by a strong emphasis on equality and orientation to the person. In the United States an egalitarianism philosophy exists that is characterized by a guided missile culture. This type of culture is exemplified by a formal organization promoting a task orientation and support for people in the work environment. A manager will make decisions for the greatest good for the greatest number in this type of work environment. The Eiffel Tower culture is exemplified in the northwest European culture. The French culture is more subdued, laid back, and is into more traditional approaches to their management style. The bureaucratic organization could be found in a French organization.
3. A mistake Euro Disneyland has made is the lack of understanding of the French culture. The decision to offer wine in Euro Disneyland restaurants was essential to meet the needs of this French culture. Another mistake of management was the lack of communication with the French farmers, politicians, villagers, and even bankers. A third mistake was excessive pricing for admission into the park, hotels, and food purchases. This investment became a cultural Chernobyl. It was characterized as American provincialism. The French outcry was, “Disney go home!” French prefer a more Victorian style to the theme park. Expatriate managers were hired to fill top management positions, where French managers should have filled those positions.
4. The lesson that management has learned is to understand the need of marketing research. Euro Disneyland ignored the data supporting the concept of Main Street U.S.A. Instead Eisner introduced a more ornate and Victorian theme in Euro Disneyland. Food menus offered at Euro Disneyland were American; however, an attempt to tone down seasoning of foods was implemented. It is important to understand food consumption patterns, and preferences of various multi-market segments throughout Europe. Management should have adapted restaurants to tastes, preferences, customs, and practices of the French culture. A handbook of detailed rules on acceptable clothing, hairstyles, and jewelry, among other things, embroiled the company in a legal and cultural dispute. Critics asked how the brash Americans could be so insensitive to French culture, individualism, and privacy. Disney officials insisted that a ruling that barred them from imposing a squeaky-clean employment standard could threaten the image and long-term success of the park. The physical environment in Paris is much different from Disneyland or Disneyworld, which have a warmer climate. Management should have recognized that fireplaces would create a warmer atmosphere and should have been part of the initial design. Finally, the preopening menu of spare ribs to be eaten without silverware should have been reconsidered. The French like to use silverware when they eat.