How would you describe John Baker’s management style regarding his cross cultural adaptation?

TASK

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 2 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.”

1. How would you describe John Baker’s management style regarding his cross cultural adaptation?
2. 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.”