I’m working on a business question and need an explanation and answer to help me learn.
How would you describe John Baker’s management style regarding his cross cultural adaptation.?
Do you agree or disagree with John Baker’s assumption that “Rennalls’ well repressed sense of race consciousness prevented their relationship from being as close as it should have been.?For the exclusive use of s. alabdulkarim, 2023.
9-480-076
MAY 1, 1980
GARETH EVANS
The Road to Hell. . . (C)
The following morning, Baker had some farewells to make, so he arrived at the office
considerably later than usual. He had no sooner sat down at his desk than his secretary walked into
the room with a worried frown on her face. Her words came fast. “When I arrived this morning I
found Mr. Rennalls already waiting at my door. He seemed very angry and told me in quite a
peremptory manner that he had a vital letter to dictate which must be sent off without any delay. He
was so worked up that he couldn’t keep still and kept pacing about the room, which is most unlike
him. He wouldn’t even wait to read what he had dictated. Just signed the page where he thought the
letter would end. It has been distributed and your copy is in your ‘in tray’.”
Puzzled and feeling vaguely uneasy, Baker opened the “Confidential” envelope and read the
following letter:
From:
Assistant Engineer
To: The Chief Engineer, Caribbean Bauxite Limited
14th August, 196_
ASSESSMENT OF INTERVIEW BETWEEN MESSRS. BAKER AND RENNALLS
It has always been my practice to respect the advice given me by seniors, so after our
interview, I decided to give careful thought once again to its main points and so make sure
that I had understood all that had been said. As I promised you at the time, I had every
intention of putting your advice to the best effect.
It was not, therefore, until I had sat down quietly in my home yesterday evening to
consider the interview objectively that its main purport became clear. Only then did the full
enormity of what you said dawn on me. The more I thought about it, the more convinced I was
that I had hit upon the real truth—and the more furious I became. With a facility in the English
language which I—a poor Barracanian—cannot hope to match, you had the audacity to insult
me (and through me every Barracanian worth his salt) by claiming that our knowledge of
modern living is only a paltry fifty years old whilst yours goes back 200-300 years. As if your
materialistic commercial environment could possibly be compared with the spiritual values of
our culture. I’ll have you know that if much of what I saw in London is representative of your
most boasted culture, I hope fervently that it will never come to Barracania. By what right do
you have the effrontery to condescend to us? At heart, all you Europeans think us barbarians,
or, as you say amongst yourselves, we are “just down from the trees.”
_________________________________________________________________________________________________________________
This case was prepared by Mr. Gareth Evans for Shell-BP Petroleum Development Company of Nigeria, Limited, as the basis for class discussion
in an executive training program. It has been divided into three parts: (A) 9-480-074-9 (B) 9-480-075: (C) 9-480-076.
Copyright © 1980 President and Fellows of Harvard College. To order copies or request permission to reproduce materials, call 1-800-545-7685,
write Harvard Business School Publishing, Boston, MA 02163, or go to http://www.hbsp.harvard.edu. No part of this publication may be
reproduced, stored in a retrieval system, used in a spreadsheet, or transmitted in any form or by any means—electronic, mechanical,
photocopying, recording, or otherwise—without the permission of Harvard Business School.
This document is authorized for use only by summia alabdulkarim in TGM 506 Communicating & Negotiating Across Cultures (MGM SP23) taught by DENIS LECLERC, Thunderbird School of
Global Management from Jan 2023 to May 2023.
For the exclusive use of s. alabdulkarim, 2023.
480-076
The Road to Hell. . . (C)
Far into the night I discussed this matter with my father, and he is as disgusted as I. He
agrees with me that any company whose senior staff think as you do is no place for any
Barracanian proud of his culture and race—so much for all the company “clap-trap” and
specious propaganda about regionalization and Barracania for the Barracanians.
I feel ashamed and betrayed. Please accept this letter as my resignation which I wish to
become effective immediately.
c.c. Production Manager
Managing Director
2
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Global Management from Jan 2023 to May 2023.
For the exclusive use of s. alabdulkarim, 2023.
9-480-074
MAY 1, 1980
GARETH EVANS
The Road to Hell. . . (A)
John Baker, chief engineer of the Caribbean Bauxite Company of Barracania in the West Indies,
was making his final preparations to leave the island. His promotion to production manager of Keso
Mining Corporation near Winnipeg—one of Continental Ore’s fast-expanding Canadian enterprises
had been announced a month before and now everything had been tidied up except the last vital
interview with his successor—the able young Barracanian, Matthew Rennalls. It was vital that this
interview be a success and that Rennalls should leave his office uplifted and encouraged to face the
challenge of his new job. A touch on the bell would have brought Rennalls walking into the room but
Baker delayed the moment and gazed thoughtfully through the window considering just exactly
what he was going to say and, more particularly, how he was going to say it.
John Baker, an English expatriate, was 45 years old and had served his 23 years with Continental
Ore in many different places: in the Far East; several countries of Africa; Europe; and, for the last two
years, in the West Indies. He hadn’t cared much for his previous assignment in Hamburg and was
delighted when the West Indian appointment came through. Climate was not the only attraction.
Baker had always preferred working overseas (in what were termed the developing countries)
because he felt he had an innate knack—better than most other expatriates working for Continental
Ore—of knowing just how to get on with regional staff. Twenty-four hours in Barracania, however,
soon made him realize that he would need all of this “innate knack” if he was to deal effectively with
the problems in this field that now awaited him.
At his first interview with Hutchins, the production manager, the whole problem of Rennalls and
his future was discussed. There and then it was made quite clear to Baker that one of his most
important tasks would be the “grooming” of Rennalls as his successor. Hutchins had pointed out that,
not only was Rennalls one of the brightest Barracanian prospects on the staff of Caribbean Bauxite—
at London University he had taken first-class honors in the B.Sc. Engineering Degree—but, being the
son of the Minister of Finance and Economic Planning, he also had no small political pull.
The company had been particularly pleased when Rennalls decided to work for them rather than
for the government in which his father had such a prominent post. They ascribed his action to the
effect of their vigorous and liberal regionalization programme which, since the Second World War,
had produced 18 Barracanians at mid-management level and given Caribbean Bauxite a good lead in
this respect over all other international concerns operating in Barracania. The success of this timely
regionalization policy had led to excellent relations with the government—a relationship which had
been given an added importance when Barracania, three years later, became independent—an
occasion which encouraged a critical and challenging attitude toward the role foreign interests would
_________________________________________________________________________________________________________________
This case was prepared by Mr. Gareth Evans for Shell-BP Petroleum Development Company of Nigeria, Limited, as the basis for class discussion
in an executive training program. It has been divided into three parts: (A) 9-480-074; (B) 9-480-075; (C) 9-480-076.
Copyright © 1980 President and Fellows of Harvard College. To order copies or request permission to reproduce materials, call 1-800-545-7685,
write Harvard Business School Publishing, Boston, MA 02163, or go to http://www.hbsp.harvard.edu. No part of this publication may be
reproduced, stored in a retrieval system, used in a spreadsheet, or transmitted in any form or by any means—electronic, mechanical,
photocopying, recording, or otherwise—without the permission of Harvard Business School.
This document is authorized for use only by summia alabdulkarim in TGM 506 Communicating & Negotiating Across Cultures (MGM SP23) taught by DENIS LECLERC, Thunderbird School of
Global Management from Jan 2023 to May 2023.
For the exclusive use of s. alabdulkarim, 2023.
480-074
The Road to Hell. . . (A)
have to play in the new Barracania. Hutchins had therefore little difficulty in convincing Baker that
the successful career development of Rennalls was of the first importance.
The interview with Hutchins was now two years old and Baker, leaning back in his office chair,
reviewed just how successful he had been in the “grooming” of Rennalls. What aspects of the latter’s
character had helped and what had hindered? What about his own personality? How had that
helped or hindered? The first item to go on the credit side would, without question, be the ability of
Rennalls to master the technical aspects of his job. From the start he had shown keenness and
enthusiasm and had often impressed Baker with his ability in tackling new assignments and the
constructive comments he invariably made in departmental discussions. He was popular with all
ranks of Barracanian staff and had an ease of manner which stood him in good stead when dealing
with his expatriate seniors. These were all assets, but what about the debit side?
First and foremost, there was his racial consciousness. His four years at London University had
accentuated this feeling and made him sensitive to any sign of condescension on the part of the
expatriates. It may have been to give expression to this sentiment that, as soon as he returned home
from London, he threw himself into politics on behalf of the United Action Party who were later to
win the pre-independence elections and provide the country with its first Prime Minister.
The ambitions of Rennalls—and he certainly was ambitious—did not, however, lie in politics for,
staunch nationalist as he was, he saw that he could serve himself and his country best—for was not
bauxite responsible for nearly half the value of Barracania’s export trade?—by putting his
engineering talent to the best use possible. On this account, Hutchins found that he had an
unexpectedly easy task in persuading Rennalls to give up his political work before entering the
production department as an assistant engineer.
It was, Baker knew, Rennalls’s well-repressed sense of race consciousness that had prevented
their relationship from being as close as it should have been. On the surface, nothing could have
seemed more agreeable. Formality between the two men was at a minimum; Baker was delighted to
find that his assistant shared his own peculiar “shaggy dog” sense of humor so that jokes were
continually being exchanged; they entertained each other at their houses and often played tennis
together—and yet the barrier remained invisible, indefinable, but ever present. The existence of this
“screen” between them was a constant source of frustration to Baker since it indicated a weakness
which he was loath to accept. If successful with all other nationalities, why not with Rennalls?
But at least he had managed to “break through” to Rennalls more successfully than any other
expatriate. In fact, it was the young Barracanian’s attitude—sometimes overbearing, sometimes
cynical—toward other company expatriates that had been one of the subjects Baker had raised last
year when he discussed Rennalls’ staff report with him. He knew, too, that he would have to raise the
same subject again in the forthcoming interview because Jackson, the senior draughtsman, had
complained only yesterday about the rudeness of Rennalls. With this thought in mind, Baker leaned
forward and spoke into the intercom. “Would you come in, Matt, please? I’d like a word with you.”
2
This document is authorized for use only by summia alabdulkarim in TGM 506 Communicating & Negotiating Across Cultures (MGM SP23) taught by DENIS LECLERC, Thunderbird School of
Global Management from Jan 2023 to May 2023.
For the exclusive use of s. alabdulkarim, 2023.
9-480-075
MAY 1, 1980
GARETH EVANS
The Road to Hell. . . (B)
Later, when Matt Rennalls entered John Baker’s office, Baker greeted him, “Do sit down. Have a
cigarette.” Baker paused while he held out his lighter and then went on.
“As you know, Matt, I’ll be off to Canada in a few days’ time, and before I go, I thought it would
be useful if we could have a final chat together. It is indeed with some deference that I suggest I can
be of help. You will shortly be sitting in this chair doing the job I am now doing, but I, on the other
hand, am 10 years older, so perhaps you can accept the idea that I may be able to give you the benefit
of my longer experience.”
Baker saw Rennalls stiffen slightly in his chair as he made this point so added in explanation,
“You and I have attended enough company courses to remember those repeated requests by the
personnel manager to tell people how they are getting on as often as the convenient moment arises
and not just the automatic ‘once a year’ when, by regulation, staff reports have to be discussed.”
Rennalls nodded his agreement so Baker went on, “I shall always remember the last job
performance discussion I had with my previous boss back in Germany. He used what he called the
‘plus and minus’ technique. His firm belief was that when a senior, by discussion, seeks to improve
the work performance of his staff, his prime objective should be to make sure that the latter leaves
the interview encouraged and inspired to improve. Any criticism must, therefore, be constructive
and helpful. He said that one very good way to encourage a man—and I fully agree with him—is to
tell him about his good points—the plus factors—as well as his weak ones—the minus factors—so I
thought, Matt, it would be a good idea to run our discussion along these lines.”
Rennalls offered no comment, so Baker continued: “Let me say, therefore, right away, that, as far
as your own work performance is concerned, the plus far outweighs the minus. I have, for instance,
been most impressed with the way you have adapted your considerable theoretical knowledge to
master the practical techniques of your job—that ingenious method you used to get air down to the
fifth-shaft level is a sufficient case in point—and at departmental meetings I have invariably found
your comments well taken and helpful. In fact, you will be interested to know that only last week I
reported to Mr. Hutchins that, from the technical point of view, he could not wish for a more able
man to succeed to the position of chief engineer.”
“That’s very good indeed of you, John,” cut in Rennalls with a smile of thanks. “My only worry
now is how to live up to such a high recommendation.”
_________________________________________________________________________________________________________________
This case was prepared by Mr. Gareth Evans for Shell-BP Petroleum Development Company of Nigeria, Limited, as the basis for class discussion
in an executive training pro ram It has been divided into three parts: (A) 9-480-074;(B) 9-480-075(C) 9-480-076.
Copyright © 1980 President and Fellows of Harvard College. To order copies or request permission to reproduce materials, call 1-800-545-7685,
write Harvard Business School Publishing, Boston, MA 02163, or go to http://www.hbsp.harvard.edu. No part of this publication may be
reproduced, stored in a retrieval system, used in a spreadsheet, or transmitted in any form or by any means—electronic, mechanical,
photocopying, recording, or otherwise—without the permission of Harvard Business School.
This document is authorized for use only by summia alabdulkarim in TGM 506 Communicating & Negotiating Across Cultures (MGM SP23) taught by DENIS LECLERC, Thunderbird School of
Global Management from Jan 2023 to May 2023.
For the exclusive use of s. alabdulkarim, 2023.
480-075
The Road to Hell. . . (B)
“Of that I am quite sure,” returned Baker, “especially if you can overcome the minus factor which I
would like now to discuss with you. It is one which I have talked about before so I’ll come straight to
the point. I have noticed that you are more friendly and get on better with your fellow Barracanians
than you do with Europeans. In point of fact, I had a complaint only yesterday from Mr. Jackson,
who said you had been rude to him—and not for the first time either.
“There is, Matt, I am sure, no need for me to tell you how necessary it will be for you to get on
well with expatriates because until the company has trained up sufficient men of your calibre,
Europeans are bound to occupy senior positions here in Barracania. All this is vital to your future
interests, so can I help you in any way?”
While Baker was speaking on this theme, Rennalls had sat tensed in his chair and it was some
seconds before he replied. “It is quite extraordinary, isn’t it, how one can convey an impression to
others so at variance with what one intends? I can only assure you once again that my disputes with
Jackson—and you may remember also Godson—have had nothing at all to do with the color of their
skins. I promise you that if a Barracanian had behaved in an equally peremptory manner I would
have reacted in precisely the same way. And again, if I may say it within these four walls, I am sure I
am not the only one who has found Jackson and Godson difficult. I could mention the names of
several expatriates who have felt the same. However, I am really sorry to have created this
impression of not being able to get on with Europeans—it is an entirely false one—and I quite realize
that I must do all I can to correct it as quickly as possible. On your last point, regarding Europeans
holding senior positions in the company for some time to come, I quite accept the situation. I know
that Caribbean Bauxite—as they have been doing for many years now—will promote Barracanians as
soon as their experience warrants it. And, finally, I would like to assure you, John—and my father
thinks the same too—that I am very happy in my work here and hope to stay with the company for
many years to come.”
Rennalls had spoken earnestly and, although not convinced by what he had heard, Baker did not
think he could pursue the matter further except to say, “All right, Matt, my impression may be wrong,
but I would like to remind you about the truth of that old saying, ‘What is important is not what is
true but what is believed.’ Let it rest at that.”
But suddenly Baker knew that he didn’t want to “let it rest at that.” He was disappointed once
again at not being able to “break through” to Rennalls and having yet again to listen to his bland
denial that there was any racial prejudice in his make-up. Baker, who had intended ending the
interview at this point, decided to try another tack.
“To return for a moment to the ‘plus and minus’ technique I was telling you about just now, there
is another plus factor I forgot to mention. I would like to congratulate you not only on the calibre of
your work but also on the ability you have shown in overcoming a challenge which I, as a European,
have never had to meet.
“Continental Ore is, as you know, a typical commercial enterprise—admittedly a big one—which
is a product of the economic and social environment of the United States and Western Europe. My
ancestors have all been brought up in this environment for the past two or three hundred 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. It has not been something revolutionary and new which has suddenly
entered my life. In your case,” went on Baker, “the situation is different because you and your
forebears have only had some fifty or sixty years’ experience of this commercial environment. You
have had to face the challenge of bridging the gap between fifty and two or three hundred years.
Again, Matt, let me congratulate you—and people like you—once again on having so successfully
overcome this particular hurdle. It is for this very reason that I think the outlook for Barracania—and
2
This document is authorized for use only by summia alabdulkarim in TGM 506 Communicating & Negotiating Across Cultures (MGM SP23) taught by DENIS LECLERC, Thunderbird School of
Global Management from Jan 2023 to May 2023.
For the exclusive use of s. alabdulkarim, 2023.
The Road to Hell. . . (B)
480-075
particularly Caribbean Bauxite—is so bright.”
Rennalls had listened intently and when Baker finished, replied, “Well, once again, John, I have to
thank you for what you have said, and, for my part, I can only say that it is gratifying to know that
my own personal effort has been so much appreciated. I hope that more people will soon come to
think as you do.”
There was a pause and, for a moment, Baker thought hopefully that he was about to achieve his
long-awaited “breakthrough,” but Rennalls merely smiled back. The barrier remained unbreached.
There remained some five minutes’ cheerful conversation about the contrast between the Caribbean
and Canadian climate and whether the West Indies had any hope of beating England in the Fifth Test
before Baker drew the interview to a close. Although he was as far as ever from knowing the real
Rennalls, he was nevertheless glad that the interview had run along in this friendly manner and,
particularly, that it had ended on such a cheerful note.
3
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Global Management from Jan 2023 to May 2023.
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