Name : Wan Fayzah Handayani Siddiq

NIM : B1024211026
Study Program : Management (International Class)

1. What global attitude do you think characterized SAP prior to 2002? How do you know? What
global attitude do you think most characterizes it now? Explain.
Answer;
Before 2002: Ethnocentric attitude. The parochialistic belief that the best work
approaches and practices are those of the home country. Leo Apotheker as the second-in-
command at SAP Software Company can speak several languages fluently and try to turn SAP
into a dominant global player. But his perspective is not embraced by the rest of SAP,
especially at company headquarters in Walldorf of Germany.
Now: Geocentric attitude. A world-oriented view that focuses on using the best
approaches and people from around the globe. SAP executives hired thousands of
programmers in various foreign locations and SAP set eight global software labs. Besides,
recruiting hundreds of foreign managers was happened in SAP Company. Top executives at
SAP say that they will continue this practice.

2. Do some culture research on Germany, the United States, and India? Compare the culture
characteristics of Germany and United States. What similarities and differences exist? How
about with Germany and India. How might these culture differences be affecting the situation
at SAP?
Answer;
American management style can be described as individualistic in approach, in so far as
managers are accountable for the decisions made within their areas of responsibility. As has
already been stated, India is an enormously hierarchical society (arguably the most
hierarchical in the world) and this, obviously, has an impact on management style. It is
imperative that there is a boss and that the manager acts like a boss. The position of manager
demands a certain amount of role-playing from the boss and a certain amount of deferential
behavior from his subordinates. Managers in Germany are expected to be technically capable
in their respective areas and to show strong, clear leadership. The differences may cause
some conflicts between staff because diverse value systems. For example, Germany staff may
think being late will be a very serious mistake, but Indian staff may not. And some American
approaches could be used to solve the problems better; however, Germany staff with
Parochialistic perspective will not agree to solve it in American way. These samples may delay
working process and decrease efficiency.
3. What could SAP managers do to support, promote, and encourage cultural awareness among
the various global locations? Explain.
Answer;
Managers could use Hofstede’s Framework to Assessing Cultures to help employees to
understand different cultures. They are; Power Distance, Individualism vs. Collectivism,
Uncertainty avoidance, Achievement vs. Nurturing, Long-term vs. Short-term Orientation. This
framework would helping how to know the values of different countries help people avoid
ethnocentric and create global perspective.

4. What might other managers learn from SAP’s experiences in going global?
Answer;
Managers can firstly learn to separate work into several parts which will be finished
efficiently and effectively in the proper countries. And then they could employ people with
different nationalities.