Cross Cultural Dimensions in Workplace: Ethorelativistic Approach
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This literature review discusses the concepts, theories and ideas of cross cultural management, different cultural dimensions of regularity and variability, frameworks to investigate the impact of culture on international business and strategies used in international business while managing cross cultural situations in the workplace.
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Literature review (To identify cross cultural dimensions through ethorelativistic approach in different cultural situation in the workplace)
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Table of Contents INTRODUCTION...........................................................................................................................1 Concepts, theories and ideas of cross cultural management............................................................1 Different cultural dimensions of regularity and variability.............................................................2 Produce frameworks to investigate the impact of culture on international business.......................2 Strategiesusedininternationalbusinesswhilemanagingcrossculturalsituationsinthe workplace.........................................................................................................................................3 CONCLUSION................................................................................................................................4 References........................................................................................................................................5
INTRODUCTION Cross cultural management can be defined as the study of management in context of cross cultural domain which is also related with the diversity management. It basically includes the study of societal culture and its influence on managers and the practice of management. It considers as the study of cultural orientations of organizational members along with the individual managers also. It helps in interaction and understanding that how to deal with the people who generally belongs to the assorted culture and having the different background in terms of language or education(Grosskopf and Barmeyer, 2021). The following discussion is based on the concepts, theories and ideas of cross cultural management. Different cultural dimensions of regularity and variability are also covered in the below report. The current report also provides the insights of frameworks to investigate the impact of culture on international business. Moreover, strategies used in international business while managing cross cultural situations in the workplace are also discussed with proper conclusion. Concepts, theories and ideas of cross cultural management Thereareseveraltheoriesandconceptswhicharerelatedtothecrosscultural management and are related with theethorelativistic approach.Hofstede’s Dimension Theory is one of most used theory by the organizations as it is effective in nature. It provides five aspects which are followed by the organization. Power distance index is one of the aspect which has the abbreviation of PDI. This aspect states that companies train employees to accept the power of the leader while using the team work strategies by involving people in decision making process. Individualism is an another aspect which has the abbreviation of IDV. This aspect states that companiesacknowledge accomplishmentsand don't ask for too much information which encourages debates and expressing of own ideas. Moreover, showcase the respect in terms of age and wisdom while respecting traditions and introducing the change slowly(Michailova, Holden and Paul, 2020). Masculinity is also one of the aspect which has the abbreviation of MAS. This aspect states that companies are being aware that people can expect about the different roles of male and female which must ensures that job design must not be discriminatory and treating both the genders equally. Uncertainty avoidance index is also an another aspect which has the abbreviation of UAI. This aspect states that companies must be concise and clear about the expectations and parameters. Organizations must plan and compare tactical elements of job. 1
Educating employees to express the emotions with the help of hand gestures and voices. Organization do not impose rules unnecessarily or forcefully on staff. Long term orientation is an another aspect which has the abbreviation of LTO. This aspect states that companies must not display or act in a frivolously manner. They must reward loyalty and commitment and not hesitating to introduce any changes within organizations(Tietze, 2021). Different cultural dimensions of regularity and variability There are basically five dimensions of regularity and variability which are based on the ethorelativistic approach. Identity is one of the dimension of cultural regularity and variability. It is based on the differences of the group and an individual. Company must not discriminate among the groups and even the individual working with the employers as it can have the bad impact on the culture of the organization. Power is an another dimension of cultural regularity and variability. It is based on the differences of the egalitarian and a hierarchy. Company has the culture of either egalitarian or a hierarchy which must be consistent throughout for better avoidance of any cultural discrimination within the firm. Gender is also one of the dimension of cultural regularity and variability. It is based on the differences of the feminine and a masculine (Jackson, 2019). Company must create the culture in which there should be equality between male and female in terms of their post and job so that they can feel satisfied with the work profile and culture of the company. Uncertainty is also an another dimension of cultural regularity and variability. It is based on the differences of the ambiguity and a structure. Company must be consistent in either random working or can be in the structural working. This culture direct the employees about working culture of the company. Time is an another dimension of cultural regularity and variability. It is based on the differences of the relationship and a task. Company must formulate the culture of developing the relationships among the task so that the different teams can get collaborate and work together by sharing ideas with each other which results in the better accomplishments of the tasks(Tietze and Piekkari, 2020). Produce frameworks to investigate the impact of culture on international business Goal is one of the impact of culture on international business. It impacts the negotiation of goal of the business in terms of either contact or relationships. Attitude is an another impact of culture on international business. It impacts the negotiation of attitude of the business in terms of 2
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either win lose or win win. Style is also one of the impact of culture on international business. It impacts the personal style of the business in terms of either formal or informal. Communication is also an another impact of culture on international business. It impacts the communication of the business in terms of either direct or indirect. Time is one of the impact of culture on international business(Mahadevan, 2020). It impacts the time sensitivity of the business in terms of either high or low. Emotionalism is an another impact of culture on international business. It impacts the emotionalism of the business in terms of either high or low. Forming Agreement is also one of the impact of culture on international business. It impacts the form of agreement of the business in terms of either general or specific. Building agreement is also an another impact of culture on international business. It impacts the building of an agreement of the business in terms of either bottom up or top down. Team organization is one of the impact of culture on international business. It impacts the team within organization of the business in terms of either one leader or group consensus. Risk taking is an another impact of culture on international business. It impacts the risk taking of the business in terms of either high or low(Romani, Mahadevan and Primecz, 2020). Strategiesusedininternationalbusinesswhilemanagingcrosscultural situations in the workplace There are various strategies which are used by the international business while managing the cross cultural situations in the workplace with the help ofethorelativistic approach.It is important for they organization to formulate tactics in order to overcome the language as well as the multicultural barrier so that anticipation and agreement or disagreement cab be easier for the employees. Companies must consider the different cultural communication styles so that the proper interaction can be made either in a direct or in the indirect manner. Firm must plan the projects in terms of assorted time zones in order to match the comfortability of attending the meeting of the projects. Organizationmust educate their employees to be open with all the cultures and also understand their differences so that cooperation and coordination can be maintained(Browaeys and Price, 2019). Firm must work on the training and development of the employees in regards with cross culture environment of the business. Avoiding stereotypes and practising empathy are also the important strategies to implement in order to manage the cross culture management. Enterprise must focus on the delivering of the honest feedback regarding the behaviour of employees towards other employees and employers so that they can improve 3
accordingly.Moreover,companymustembracethediversitywhilepromotingtheopen communication and fostering strong relationships among the staff. Furthermore, organization must use an appropriate protocols for building the relationships by being attentive to the body language and also to maintain the easy and simple pace of communication with open ended questions. There are several international organizations who follows such frameworks and strategies for cross cultural management. Such Tesco, Marks & Spencer, Unilever, AstraZeneca, HSBC, Aviva, Sainsbury and many more(Moore and Mahadevan, 2020). CONCLUSION It is concluded that cross cultural management is an important concept to learn and study so that its applications can be applied in the real world organizations. This is because whether if it issmall or large organization, there are different types of employees who work together in a team to accomplish the common task. Therefore, it is essential to study about the cross cultural management for proper communication flow and also for avoiding conflicts as well. Hence, it is necessary to analyse the concepts, theories and ideas of cross cultural management. It is significant to examine the different cultural dimensions of regularity and variability. It is crucial to determine the frameworks to investigate the impact of culture on international business. It is vital and imperative to assess and evaluate the strategies used in international business while managing cross cultural situations in the workplace. Thus, the above report covers all such areas in order to better conception of cross cultural management. 4
References Books and Journals Browaeys, M.J. and Price, R., 2019.Understanding cross-cultural management. Pearson UK. Grosskopf, S. and Barmeyer, C., 2021. Learning from multi-paradigmatic sensitivity in cross- cultural management? Empirical and theoretical considerations.International Journal of Cross Cultural Management,21(2), pp.181-202. Jackson, T., 2019. Cross-cultural management: The context is our content.International Journal of Cross Cultural Management,19(3), pp.247-249. Mahadevan,J.,2020.Theconceptofcultureincross-culturalmanagement:genealogical considerations.The Sage Handbook of Contemporary Cross-Cultural Management, pp.66- 80. Michailova, S., Holden, N. and Paul, S., 2020. Conceptualizing cross-cultural management competence.The SAGE handbook of contemporary cross-cultural management, pp.477- 497. Moore, F. and Mahadevan, J., 2020. Ethnography and cross-cultural management.The Sage Handbook of Contemporary Cross-Cultural Management, pp.128-40. Romani,L.,Mahadevan,J.andPrimecz,H.,2020.Methodsofcriticalcross-cultural management.SAGE Handbook of Cross-Cultural Management. London: SAGE, pp.141- 155. Tietze,S.andPiekkari,R.,2020.Languagesandcross-culturalmanagement.TheSAGE handbook of contemporary cross-cultural management, pp.181-195. Tietze, S., 2021. Cross-cultural management revisited: A qualitative approach. 5