This article discusses Trompenaars Onion Model, Cultural Intelligence, and Corporate Values of Wesfarmers. It also explains how statistics and population demographics can assist international managers in decision making. Additionally, it reflects on how to make oneself indispensable at work.
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nnineadromana ementRug h: Cssg1 Cross cultural management Name Institution
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roc lt ral mana ementCssu ug2 1.Explain what Trompenaars means with the “Onion model” of the seven dimensions of culture? Trompenaars’ onion model means that culture is made up of several layers (Wang 2012, p. 79). According to Trompenaars, the outer layer represents cultural artifacts or various symbols such as flags, traditional cloths, architecture and so forth. The next layer represents heroes, the third layer represents common traditions and rituals, such as how people great each other, take meals, practice their religion, get married and so on. The Centre of the onion is composed of the underlying values and cultural assumptions, which according to Trompenaars affect all the other layers. According to Kamila (2010, p. 78), these beliefs, norms and attitudes are difficult to recognize without having a deeper analysis and thorough understanding of each of these layers and how they interact. By coming up with this layers, Trompenaars meant that culture varies from one place to the other and it is essential to understand the differences to be able to interact with people. The onion model also means that people can be judged by different things other than what they eat, how they speak, what they wear, or how they behave. While coming up with this model, Trompenaars meant that there are so many things that can define culture other than what people can actually see. Understanding this fact is indispensable because it helps people, especially those who lead international teams to understand their followers.
roc lt ral mana ementCssu ug3 2.Apply this model to your own culture? This model match with various aspects which define the Nepalese culture. For instance, just like Trompenaars assertions, a culture is made up of values and beliefs that may vary from one society to the other and that is why some of the things in my community such as the manner in which we greet people, our diet, and body language, among others vary from my community to the other. The model also shows that people cannot judge or pretend to understand a person simply from his or her behaviors, clothing and food (Gloria 2016, p. 36). In Nepalese culture, people are understood by different things, other than what they consume, what they wear or how they behave. This resembles Trompenaars assertions in the onion model because he believes that there is more to what define culture than what people can actually see. In Nepal, Trompenaars model means that there are different things which make people to judge and differentiate others. For example, people have different reasons why they are married, different perceptions concerning success, how to achieve it, the time frame they require to achieve it and so forth (Wang 2012, p. 79). From this model, Trompenaarstalks about specific vs diffuse and says that for specific, people keep work and personal lives separately. This happens in real life because there are people who feel that the two aspects are of different importance and therefore give them different priorities (Natalie 2016, p. 35). He also says that for diffuse, people view connection between their work and personal life. This defines people in my society who feel that positive relationships are crucial in attaining some of the important goals. Nepalese culture, people have different ways of dealing with their emotions and this relates to Trompenaars neutral verses emotional point of view. Some of the people make
roc lt ral mana ementCssu ug4 significant efforts to control their emotions and this represents neutral people, while there are others who find ways to express their emotion, even sometimes spontaneously, at work and these people represents Trompenaar’s emotional point of view. 3.How can statistics and other data on population demographics, such as the ABS Population clock, CIA World Fact book and others, assist International managers in their decision making? Statistics and other data on populations demographics such as ABS population clocks plays a crucial role in making international managers to come up with sound decisions. According to Yoe (2012, p. 67), population has a significant role on running businesses and management of organizations. Statistics help international managers to make various decisions like for instance, the number of people to target for a particular product or service, where to open a business, and so forth. They can also make them on making decisions concerning where to expand their business to. Yoe (2012, p. 69), affirms that population growth has a significant impact on success of businesses. Therefore, having information concerning the population of a particular country, managers make decisions on whetherto expand their investments to that country or not. Having information concerning population can also help international managers to make decisions concerning the level of production, delivery time, and so forth. statistics and other data on population demographics can also assist international managers to make decisions concerning the risks which are likely to be involved in running or managing a company in a particular country (Gloria 2016, p. 35). If for instance, statics indicate that the population of a certain area where the managers claims as the strong hold for the
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roc lt ral mana ementCssu ug5 company seems to decline, it can be an implication of a risk and therefore such information can assist him/her to take actions in advance. 4.Describe Cultural intelligence according to theory? Cultural intelligence can be described as the ability to understand how people think and act differently from others. According to Livermore (2015, p. 90), it can be described in three different dimensions that relate to the three classical divisions between emotion, actions, and understanding. These dimensions include emotional, cognitive, and action dimension. Livermore (2010, p. 54) asserts that the emotional dimension relate to the feeling component of the situation and the motivation which an individual has to come up with a solution, the cognitive dimension can be described as a rational component which is based on the abilitythink critically as one of the ways of enabling people to understand some of the things theyexperience. Having this characteristic also makes individuals to understand some of the things that happen in their day to day lives, and to come up with judgments which are majorly influenced by conceptual frameworks and language. Cultural intelligence is a term widely used in government organizations, as well as in business and academic research, and can be termed as being ableto relate and work efficientlyin different cultures (Garima 2018, p. 77). It can be described as an essential term because it provides proper understanding of various crucial things such as motivation and behavior.
roc lt ral mana ementCssu ug6 5.Describe Cultural intelligence in your own words and reflect on your own cultural intelligence? Cultural intelligence can be defined as one’s ability to adapt and understand values and beliefs as he/she interact with others from different regions (James 2012, p. 74). In Nepal, where I reside, people have cultural beliefs which vary from those of other regions. To understand the differences and adapt to them, they have to learn various things such as values, beliefs, and other factors that define the culture of the other people. Cultural intelligence can also be used to define important aspects in my culture. For instance, it can assist people who visit Nepal to understand the types of foods which people in my community eat, what they wear, why they marry, how they greet people of varying ages and so forth. 6.List 6 corporate values of Wesfarmers as mentioned by the Chairman in the video? From the video, the chairman mentions various corporate values of wesfarmers, namely: being ethical and honest in operations and also being open and transparent while dealing with other people, observing laws and regulations and valuing customers through satisfying their needs and desires. He also affirms that it is important to value all suppliers through treating them respect, making sure that the staff members are protected through ensuring they have safe and promising work environment and also businesses adhere to corporate social responsibility. Finally, he says that all businesses should make a great contribution to the where they undertake their businesses.
roc lt ral mana ementCssu ug7 7.Reflect on how you could make yourself indispensable at work? According to Niels (2012, p. 25), being indispensable in work is crucial because it makes one to realize the value of working with a particular organization. One of the ways that I could use to make myself indispensable at work is through committing my efforts towards the tasks I do to ensure my bosses sees the reasons why I should be in that organization. The other way that I can use to make myself indispensable at work is through appreciating the varying views, values and beliefs that my workmates, managers and other stakeholders hold in the work place. This tactic is crucial because it can make every person to feel that I have nothing which can make us to experience conflicts or other things that may affect our socialization. References Garima, S. (2018).CulturalIntelligence: Consanguinity to Thinking Styles, Personality and Curiosity.Journal of Psychosocial Research, 13(1), 76-88. Gloria, M. J. (2016).Leading withCulturalIntelligence: The Real Secret to Success.Journal of Applied Management and Entrepreneurship, 21(1), 32-45. James, T. J. (2012).Termination or Need for aCross-CulturalCompetence Training Program: A Conflict between Two Top Managers.Journal of the International Academy for Case Studies, 18(2), 76-87.
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roc lt ral mana ementCssu ug8 Kamila, M. (2010).Positive Organizational Culture as a New Trend inCross- CulturalManagement. Basic Concepts.Journal of Positive Management, 1(1), 76-87. Livermore, D. (2010).Leading with Cultural Intelligence: The Real Secret to Success. New York:American Management Association Livermore, D. (2015).Leading with Cultural Intelligence: The Real Secret to Success. New York:American Management Association Natalie, S. M. (2016). Curiosity and Its Role inCross-CulturalKnowledge Creation. International Journal of Emotional Education, 8(1), 34-56. Niels, V. H. (2012).Successful Global S&OP: Leadership, ChangeManagement, Behavior, &Cross-CulturalDifferences.The Journal of Business Forecasting, 31(3), 23-43. Wang, X. (2012). Study onCross-CulturalManagementfor International Students in China. Canadian Social Science, 8(4), 78-97. Yoe, C. (2012).Principles of Risk Analysis: Decision Making under Uncertainty.Boca Raton, FL: CRC Press