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Cross cultural differences

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student
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General public
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management
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london

About the document

Tania M.
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documents in English
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case study
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4 pages
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  1. Introduction
  2. Culture as a multi-layered concept
  3. Cross-cultural challenges
  4. Relationships with employees of other cultures
  5. Cross-cultural competences
  6. Conclusion

Cross cultural factors play a crucial role in management, especially in today's world where business is becoming increasingly international, and where according to 85% of Fortune 500 firms having rated having ?competent global leaders? as the most important factor for business success. Culture has many definitions, but in the business management context I believe that it can be best described as ?something that shapes behaviour or structures one's perception of the world? (Adler, N.J. (1997) International Dimensions of Organizational Behavior). There are many challenges that can occur when faced with a different work culture than your own, and my friend will be likely to encounter some such as greeting style, formality of attire, eye contact, personal distance and many more factors that occur at the work place.

To better prepare my friend, it would be essential for them to gain knowledge of the foreign culture so that they would be able to have a smoother transition without causing confusion and conflict. Cultural Intelligence, or CQ can be defined as ?a person's capability to function effectively in situations characterized by cultural diversity? (Ang, Van Dyne, & Koh, 2005; Earley & Ang, 2003; Earley & Mosakowski, 2005). This plays very important roles in cross-cultural management due to today's increasingly global and diverse work setting and is a vital skill set needed by almost all managers in order to be successful. I am going to discuss the challenges that my friend is likely to encounter as well as suggestions to how to prepare for these challenges through solutions and utilizing cultural intelligence.

[...] More importantly are the more deeply imbedded cross-cultural differences, one challenge that my friend is likely to face is that they come from a very loose connected and universalistic culture compared to the particularistic culture at the new job. With a universalistic culture, laws are written and they must be upheld at all times whereas in a particularistic culture, it is more relationship orientated and the nature of the relationship determines the behaviour not the rules (Trompenaars, F. & Hampden-Turner, C. (2011) Riding the waves of culture: Understanding cultural diversity in business. [...]


[...] This is the current culture at my friend's new work place. This may be a very big cross-cultural problem for my friend as their culture is to be very direct and therefore she may unknowingly upset or insult the employees who are not used to very direct and blunt communication. I would suggest to my friend that they actually try to adapt slightly to the less direct communication, especially when giving criticism to employees so that the employees do not feel disrespected and insulted; however I would also suggest that my friend make it clear that even if they are being blunt and direct, it is not because they are displeased but simply how they are used to communicating. [...]


[...] Give her some advice on how to prepare for those challenges and discuss the role of cultural intelligence for cross-cultural management. Cross cultural factors play a crucial role in management, especially in today's world where business is becoming increasingly international, and where according to 85% of Fortune 500 firms having rated having ?competent global leaders? as the most important factor for business success. Culture has many definitions, but in the business management context I believe that it can be best described as ?something that shapes behaviour or structures one's perception of the world? (Adler, N.J. [...]


[...] This can be explained through Status Orientation, which has a big impact on cross-cultural management. My friend comes from an egalitarian culture where they expect a relatively equal distribution of power and very little emphasis on status within the firm where as the culture at the new work place places more emphasis on the hierarchy where unequal distribution of power is the norm and a lot of effort is gone into not ?losing face'. Also, my friend comes from an ability-orientated culture compared to the more identity-influenced culture at their new job. [...]

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