1. Running head: CULTURAL AWARENESS PLAN – PART ONE 1
Cultural Awareness Plan – Part One
Monique George
MGT/538
September 30, 2013
David Barlage – Facilitator

2. CULTURAL AWARENESS PLAN – PART ONE 2
Training Program – Part One
JPMorgan Chase (NYSE: JPM) is one of the oldest financial institutions in the United States. With a history dating back over
200 years, JPMorgan Chaseis a leading global financial services firm with assets of $2.4 trillion, operate in more than 60 countries,
have 260,000 employees, and serve millions of consumers around the world (JP Morgan Chase & Co., 2013). I have been hired as a
consultant to create a cultural awareness plan to assist JP Morgan Chase‟s employees to work well with their counterparts in the
Middle East and North Africa. The plan will include a comprehensive program that will help American staff members work
effectively with his or her counterparts in the UAE and Egypt.
Cultural Awareness Plan – Preparation
Preparation
Communicative Styles
Summarize the main features of
communicative styles.
The communication styles of the Middle East are multifaceted. Most
cultures in this region of the world are driven by relationships stressing the
importance of maintaining face to honour the family. As a result there are
usually very complex rules of engagement and communication styles. For
example in the Middle East, saying "no" or blatantly disagreeing with people
is not usually done in order to save people's face (Kwintessential, 2012).
Therefore there is a lot of "beating about the bush" as people try to phrase
sentiments in a way that does not make someone lose face. A simple
example would be that instead of "no" you may get "I will try", "Let's do our
best" or "God willing" (Kwintessential, 2012).
In Egypt, Arabic conversation can be very hyperbolic with much use of
flowery language and flattery (World Business Culture, 2012). This is a
protocol of the language and is expected. It is important that foreigners
express themselves in a similar fashion - especially when establishing
relationships (World Business Culture, 2012). It may sometimes appear that
Egyptians are shouting at each other and in the throes of a very heated,

3. CULTURAL AWARENESS PLAN – PART ONE 3
acrimonious argument. In Egypt, emotion is used to convey conviction and
that an overly reserved approach could be misconstrued as detachment or
even lack of interest.
Leadership Styles
Summarize the preferred leadership
styles.
In some Middle Eastern countries, local management style will be directive
and paternalistic. Managers are expected to give clear and direct instructions
to their subordinates and the subordinate will be expected to carry out the
instructions to the letter. Lack of clear directional leadership will be seen as
confusing (at best) and at the extreme, as very poor management (World
Business Culture, 2012). As a result of this approach, it can appear to
outsiders that local managers are overly abrupt or even rude with their staff.
According to World Business Culture (2012), “It is important to think of
these internal relationships in terms of a family. The boss is the „father‟ and
the employees are the „children‟. The father tells the children what to do but
also looks after them and cares for them. The „children‟ do as they are told
and show their father „respect‟. It is a two-way relationship in which all
parties benefit” (Arab Management Style).
Most Egyptian companies tend toward extremely hierarchical structures and
this is reflected in the management style most frequently manifested within
these companies. The approach is often described as 'managing authority
consultatively‟, which implies the need for discussion without any loss of
perceived status or power (World Business Culture, 2012). Egyptian
managers (usually all men) will consult widely with colleagues but be
expected to make the final, firm authoritative decision. This decision will
rarely, if ever, be delegated to a subordinate - even if the subordinate is a
member of the family. Management is expected to be cautious and not take
too many risks - thus decision-making can seem extremely slow and
cumbersome in comparison to standards of the United States. Additionally,
religion can play a role in the final decision-making process.
Business Ethics
Summarize the most valued business
ethics.
In the Middle East corruption in an issue that plagues business ethics in the
region. Most of the corruption stems from their beliefs that one takes
responsibility for their family. Favoritism is the most commonly considered

4. CULTURAL AWARENESS PLAN – PART ONE 4
form of corruption. When working on ethics in the Middle East, they must
be customs made to the people of the country. Most of the countries in North
Africa suffer from the same issues of corruption and bribery.
Motivators
Summarize the most valued motivators.
A study conducted in 2009 revealed several motivators for employees in the
Middle East and North Africa. The first motivator is achieving a good
work/life balance is one of the key factors that will impact an employee‟s
motivation. „Long-term growth opportunities‟ and „company‟s reputation‟
come out to be the top motivating factors with 36% and 33% respectively
(Bayt International, 2009).
Potential Conflict
Summarize areas of potential conflict due
to the differences highlighted above and
as reflected in the organization‟s emailed
documentation.
With the expansion of JP Morgan Chase in the Middle East and North
Africa, some of the conflicts that could arise are from the different cultures
in each country. The Middle East and North Africa produces more than
33.3% of global oil and has more than 60% of world reserves, therefore, fear
the reduced production of crude oil from Libya, the Middle East conflict, and
Africa, makes the market very sensitive to the political situation in the oil
zone (The Analysis, 2013). According to "The Analysis" (2013), “some
other conflicts that may occur are increased energy costs, value of the dollar,
unemployment, and slow economic recovery” (Economic Impact of
Conflicts in the Middle East and Africa).
Research
Cultural Awareness Goals
Articulate the organization‟s cultural
awareness goals based on info provided
by the organization as well as your own
research.
J.P. Morgan has worked hard to ensure that the company and its global
objectives collide with the organization‟s cultural awareness goals.
J.P. Morgan is committed to building vibrant communities, preserving our
environment and promoting an inclusive culture across the globe that
benefits people not only today, but also for generations to come (J.P.
Morgan, 2013). J.P. Morgan has a number of foundations in the Middle East
and North Africa focused on socially and responsibly serving the
communities they serve.

5. CULTURAL AWARENESS PLAN – PART ONE 5
Current State
Explain how you will assess the
employees‟ current state of cultural
awareness and tolerance.
To make certain the company is adequately trained on cultural awareness
and tolerance of all employees and countries involved, a diversity awareness
survey will be administered. All workers (including executives) will be
required to participate in the survey to be eligible to travel abroad on behalf
of the company. Internal research suggests that a Likert scale style cultural
awareness questionnaire is the best way to access the mindset of each worker
in each country.
Challenges
List the potential challenges to the overall
cultural awareness plan
The potential challenges to the cultural awareness plan are many. One
challenge is that the American and foreign workers will have problems
because all the different backgrounds that have to be considered to conduct
successfully business globally. There are three different unique cultures
involved and they are all distinctive. There may be differences in interaction
styles, work ethics, and attitudes. For that reason, the cultural differences
may raise inquiries and various conflicts.
Solutions
Compile solutions and explain how each
can be used to overcome a challenge
specified above, help meet a milestone or
goal, or supplement a training program.
The solutions to the challenges listed above will have to be selective and
dealt with delicately. The challenge of all cultures finding middle ground
that will help with acknowledging everyone‟s cultural differences. Workers
as well as executives of J.P. Morgan will have to participate in more training
to be culturally aware of his or her international counterpart. The executives
must deal with the cultural gaps and divides that create misunderstandings
among workers.

6. CULTURAL AWARENESS PLAN – PART ONE 6
References
Bayt International. (2009). Retrieved from http://www.bayt.com/en/research-report-5601/
J.P. Morgan. (2013). Retrieved from http://www.jpmorgan.com/pages/jpmorgan/emea/local/mena/csr
JP Morgan Chase & Co. (2013). Retrieved from http://www.jpmorganchase.com/corporate/About-JPMC/about-us.htm
Kwintessential. (2012). Retrieved from http://www.kwintessential.co.uk/cultural-services/articles/middleeast.html
The Analysis. (2013). Retrieved from http://blogjaviervega.blogspot.com/2011/04/economic-impact-of-conflicts-in-middle.html
World Business Culture. (2012). Retrieved from http://www.worldbusinessculture.com/Egyptian-Business-Communication-Style.html
World Business Culture. (2012). Retrieved from http://www.worldbusinessculture.com/Arab-Management-Style.html