Study Of Cultural Conflicts In T Ramu Nickel Mine (Ramu Nico Ltd) Of Metallurgical Corporation Of China (MCC) In Papua New Guinea (PNG)

This case study pertains to cultural conflicts at workplace in a transnational company. The case focuses on Ramu Nickel Mine (Ramu Nico Ltd) which is owned and managed by Metallurgical Corporation of China Group (MCC) operated in Madang province of Papua New Guinea (PNG).The project is one of the biggest investment by a Chinese company in PNG that employees up to 2000 workforce which include locals, Chinese nationals and professionals from other countries. Thus, it gives the management the task of managing in a diversified environment where one has to deal with people with different cultures, languages, beliefs, values, manners and norms, expectations and perceptions.It was found that 98% of employee surveyed indicated that there are cultural differences and conflicts at workplace and more than 50% of them stated that main issues arise from language and communication barriers, followed by differing perceptions and expectations and the rest from other cultural aspects.The study further analyzed and identified these cultural conflicts among workers and supervisors namely in the area of language barriers, communication difficulties, and expectations and perceptions based on country of origin, status of development and race which resulted to perception biases. In the analysis it was found that some aspects of culture in China and PNG were of high difference level, low tolerance and low adaptability while other aspects had low difference level, high tolerance level and high adaptability by employees from each country.Solutions and options are being developed so as to address the issues identified. Solutions proposed considers internal programs and activities that foster continuous learning and application in various workplace interactions and relations. The idea behind is to integrate with existing company policies, training manuals, and so on.This will then lead to achieve the goal of reduction in cultural conflict and differences at the workplace.External options were also being proposed that is through the idea of collaboration and partnership with established institutions to establish cultural learning center for both countries to which not only employees but the general public and other Chinese investors can also utilize and benefit.A guide line for plan of action is also being proposed so as to make this paper a more practical and easy to implement the recommendations and options provided.