Brief Integrative Case 2 The Road to Hell John Baker, chief engineer of the Cari

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Brief Integrative Case 2 The Road to Hell John Baker, chief engineer of the Caribbean Bauxite Barracania·The success of this timely regionalization Company of Barracania in the West Indies, was making policy led to excellent relations with the government. his final preparations to leave the island. His promotion to production manager of Keso Mining Corporation Barracania, three years later, became independent-an near Winnipeg -one of Continental Ore's fast-expanding occasion that encouraged a critical and challenging attitude Canadian enterprises had been announced a month before, toward the role that foreign interests would play in the new and now everything had been tidied up except the last vital in Barracania. Therefore, Hutchins had little difficulty i terview with his successor, the able young Barracanian, convincing Baker that the successful career development o Matthew Rennalls. It was crucial that this interview be suc- Rennalls was of primary importance. cessful and that Rennalls leave his office uplifted and encour The interview with Hutchins was now two years old, and aged to face the challenge of a new job. A touch on the bell Baker, leaning back in his office chair, reviewed his success would have brought Rennalls walking into the room, but in grooming Rennalls. What aspects of the latter's character Baker delayed the moment and gazed thoughtfully through had helped and what had hindered? What about his own the window, considering just exactly what he was going to personality? How had that helped or hindered? The first item say and, more particularly, how he was going to say it This relationship was given an added importance when to go on the credit side would, without question, be the John Baker, an English expatriate, was 45 years old and ability of Rennalls to master the technical aspects of the job. had served 23 years with Continental Ore in East Asia, From the start, he had shown keenness and enthusiasm and several African countries, Europe, and for the last two often impressed Baker with his ability in tackling new years, the West Indies. He hadn't cared much for his assignments as well as the constructive comments he invari previous assignment in Hamburg and was delighted when ably made in departmental discussions. He was popular with the West Indian appointment came through. Climate was all ranks of Barracanian staff and had an ease of manner that not the only attraction. Baker had always preferred placed him in good stead when dealing with his expatriate working overseas (in what were termed the developing seniors. These were all assets, but what about the debit side? countries"), because he felt he had an innate knack better First and foremost, there was his racial consciousness. than most other expatriates working for Continental Ore- His four years at London University had accentuated this of knowing just how to get along with the regional staff. feeling and made him sensitive to any sign of condescension After 24 hours in Barracania, however, he realized that he on the part of expatriates. It may have been to give expression would need all this "innate knack" to deal effectively with to this sentiment that as soon as he returned from London, he the problems that awaited him in this field threw himself into politics on behalf of the United Action At his first interview with Hutchins the nroduction man- Party, which later won the nreindenendence elections and

Explanation / Answer

1) John Baker had made a very casual remark comparing the Barracanians experience to the European experience by saying- "My ancestors have been brought up in this environment for the past 200 or 300 years, and I have, therefore, been able to live in a world in which commerce (as we know it today) has been part and parcel of my being... In your case, the situation is different, because you and your forebears have had only some 50 or 60 years in this commercial environment. You have had to face the challenge of bridging the gap between 50 and 200 or 300 years.” This remark was received as a racist remark, criticizing Rennalls and people like him for not having adequate experience in commercial trade, in which the Europeans & Americans have expertise in. Moreover, Baker should have learnt about Rennalls character before making this remark and because of this reason the conversation lead to Rennalls feeling insulted for his background.

Baker had not realized his mistake because he presumed Rennalls to be a very cordial person. He had not realized that his appreciation towards being successful in such a short time would be misinterpreted and made issue off by Rennalls. He had actually not realized that he had insulting the person with his remark.

2) Baker should immediately apologize to Rennalls for his unthoughtful statement and should sit with him and clarify the miscommunication. He should also emphasis upon explaining Rennalls the actual intent behind his statement and should persuade him to resolve the conflict with any legal/official approach. In addition to this, he should refrain from making such statements in future.

3) This case clearly indicates why human resource management should ensure a sensitive approach towards cross culture communication. It outlines a need to implement appropriate training programs for managers seeking exposure in cross-culture situations. It also describes why one should analyze his listener before making any type of communication where any cultural difference can hamper effective communication to a great extent.

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