Extract
[...] Poulina claims a particular attention towards its employees, it has the will to develop their skills and starts from the principle that 'the craftsman will always be happier than the employee'. Professional independence is encouraged through a strong entrepreneurial dynamic and an important place given to autonomy. The employer-employee relationship is intended to transform into a relationship between partners. In this type of management, the company defends an 'educational', benevolent and family-oriented approach. The center of this mode of operation is autonomy within the respect of procedures. [...]
[...] For Cameroonians, every hidden intention conceals a part of the invisible against which one must be protected. This is why life insurance systems have not developed in the country, as beneficiaries may be suspected of having worked for the death of the insured (D'Iribarne, 2008). In this context, management must protect itself from hidden intentions in order not to attract the mistrust of employees and their hostility, which requires a strong transparency of the measures implemented. Thus, if certain practices can prove effective in specific territories, they will be less so in others, which leads the company to adopt attitudes adapted to the management spaces. [...]
[...] Each culture has its own specificities, values, and motivations that large companies must take into account in the development of management modes. The choice of management modes adapted to local realities In the former colonies, multinationals established for decades have perpetuated the models applied previously in the same dynamic, all the more so since the company's executives are often from training programs provided in Western countries. However, the local population has, in some cases, retained codes, customs, and systems of values that make traditional management practices inoperable, not to mention that they do not integrate the motivations or expectations of the personnel. [...]
[...] At Poulina, the global management of the company is based on both procedures and people who are not opposed. There are strict procedures to follow and discipline is emphasized, but in parallel, there is a system of 'chiefs' with a double hierarchy: a affiliation to the headquarters in relation to the functional hierarchy and an operational hierarchy (embodied by the chiefs) linked to the real functioning of the company. This operational anchorage aims to control and prevent deviations while the functional hierarchy frames the relational aspect between services and ensures the respect of procedures. [...]
[...] Ten years later, it experienced a phase of maturity with sustained economic growth and limited development potential at the national level. It therefore decided to develop abroad (Yousfi, Filipiak, Bougault, 2005). On its side, the Samsung group, of Korean origin, is a conglomerate of companies that link between them complex relationships to which are attached a large number of companies, the most known, Samsung Electronics, which manufactures and markets electronic products. The group has a total of 59 companies in various sectors (construction, insurance, distribution, nuclear, electronics). [...]
