Entre Nous is a web-based organisation that describes its mission as 'connecting, supporting, and enlightening students from around the globe'. The organisation was founded by two friends, Helen and Klara, from an international IB school. They were both struck with 'reverse culture shock' when they graduated and moved on to attend universities in their home country that were dominated by students from the local community.
The two cofounders began writing a blog about their experiences and were quickly joined by their high school friends, who were now spread out around the globe. Some contributed artwork and others developed the project into a fully operational website. University classmates of the initial group of friends became involved, and a hierarchy began to emerge: artists and journalists, editors, a chief editor, and Helen and Klara overseeing the website as a whole. Students enjoyed contributing to the platform and used their experiences to build their CVs (resumes).
A turning point for the organisation came when it attracted attention from advertisers. The founders incorporated Entre Nous as a private limited company and described the organisation as a 'social enterprise' to stakeholders. When the founders graduated from university they decided to make development of the organisation their full-time job. Helen took the title of CEO and Klara became the Director of Marketing and Outreach. They also hired a full-time editor/office manager who is paid a salary. When major updates of the website were necessary, Entre Nous contracted with Smith IT Services, a web design firm. Student contributors began to be reimbursed on a piece rate basis for their work.
Helen’s motivation to grow and develop the organisation brought out her autocratic leadership style. She imposed strict procedures and tried to centralise decision-making. The organisation was just barely breaking even, and she believed that a focus on top-notch content and user experience would permit a growth in advertising revenues.
Under Helen’s leadership, some student contributors lost enthusiasm for the project. They felt they no longer had the freedom to express their views as they wished, as Helen tried to develop an Entre Nous signature style that she believed would provide a consistent image to attract views as well as advertisers. Klara was also critical of Helen’s management style and she urged her friend to be more flexible and responsive to the organisation’s various stakeholders, especially student contributors. She reminded Helen that some of the company’s best ideas, like including artwork and the development of a university review service, were originated by students the two founders did not even know. Because the two women were no longer students, Klara reminded Helen that it was essential that they make an effort to remain in touch with the company’s target audience.
Questions:
1) Define autocratic leadership. (2 marks)
2) Apply Charles Handy’s model of a 'shamrock organisation' to describe Entre Nous. (4 marks)
3) Distinguish between a salary and wages (piece rates) in the context of Entre Nous. (4 marks)
4) Evaluate the suitability of Helen’s leadership style in the context of Entre Nous. (10 marks)
Answers
Answer:
What Is Reverse Culture Shock?
Reverse culture shock is the emotional and psychological distress suffered by some people when they return home after a number of years overseas. This can result in unexpected difficulty in readjusting to the culture and values of the home country, now that the previously familiar has become unfamiliar.
In a business context, the advent of globalization has resulted in more and more employees being sent on lengthy assignments to other countries. With the number of expatriates who live and work in countries other than their own having increased in recent years, reverse culture shock is a phenomenon that is on the rise.
KEY POINTS:
WEALTH LIFESTYLE ADVICE
Reverse Culture Shock
By JULIA KAGAN
Reviewed By MARGUERITA CHENG
Updated Jun 27, 2020
What Is Reverse Culture Shock?
Reverse culture shock is the emotional and psychological distress suffered by some people when they return home after a number of years overseas. This can result in unexpected difficulty in readjusting to the culture and values of the home country, now that the previously familiar has become unfamiliar.
In a business context, the advent of globalization has resulted in more and more employees being sent on lengthy assignments to other countries. With the number of expatriates who live and work in countries other than their own having increased in recent years, reverse culture shock is a phenomenon that is on the rise.
KEY TAKEAWAYS
Reverse culture shock is the emotional and psychological distress suffered by people when they return home after a number of years overseas.
In a business context, globalization has resulted in more and more employees being sent on lengthy assignments to other countries.
The longer the time spent abroad and the bigger the cultural difference, the greater the reverse culture shock.
If there is little regular dialogue with relations from the home country, it may be easier to detach from the customs and demeanor of the home nation in favor of the new culture.