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MAN501 Culture and Managerial Implications

   

Added on  2019-11-14

19 Pages5003 Words177 Views
CROSS CULTURAL MANAGEMENT 1Cross Cultural ManagementStudent’s NameCourse IDUniversityDate

CROSS CULTURAL MANAGEMENT 2Executive SummaryThe primary objective of the report is to evaluate and compare the management process and organisational culture of the firms in two different countries. In this study, Australia and the United Kingdom have been chosen as the countries for the research as these nations have several similarities and differences in cultural dimension. On the basis of the Hofstede’s cultural dimension model, it can be seen that there are several similarities in management processes such as communication, decision making and team management. Conversely, the management processes various in to some extent due to the differences in masculinity, uncertainty avoidance and long term orientation between Australia and United Kingdom. On the other hand, the organisation culture in the firms in both the nations is same because of the cultural similarities. Itbecomes easier for the managers of Australia or the United Kingdom to work effectively in the organisation situated in any one of these two countries. However, the managers must keep in mind the smaller level of variances of management processes and organisational culture while working in the foreign market in order to effectively manage the operations of the firm.

CROSS CULTURAL MANAGEMENT 3Table of ContentsIntroduction......................................................................................................................................4Impact of cultural differences on managerial processes and organisational culture.......................5Assessment of similarities and differences in managerial processes and organisational culture....7Individualism versus Group Orientation......................................................................................7Communications..........................................................................................................................8Decision-making........................................................................................................................10Autocratic versus delegated leadership......................................................................................11Superior-subordinate relationships............................................................................................13Managing teams.........................................................................................................................14Conclusion.....................................................................................................................................15References......................................................................................................................................16

CROSS CULTURAL MANAGEMENT 4IntroductionThe growing corporate industry has opened up significant opportunities for educated and skilled employees. At the international level, organisational managers need to identify the cultural differences among the workforce located in different countries to influence the efficiency and productivity of the corporate business (Ye, 2010). In this particular research study,an assessment of similarities and differences in managerial process and organisational culture at diverse locations has been presented drawing a number of issues and challenges affecting the management procedure. For an international manager, diversified cross-culture creates so many issues. Drawing cross-cultural concepts, the identified report describes how different culture in Australia and England affects individualism versus group orientation, decision-making abilities, communication, autocratic versus delegated leadership, superior-subordinate relationships, and managing teams.By utilising the analysis of national culture studied in the previous assignment, the report tends to evaluate how an international manager can deal with the situation of similar and different managerial process and corporate culture in two different national cultures i.e. Australiaand England. Furthermore, the study provides significant real-life examples of a corporate firm operating in two different national cultures to show international managerial activities consideredby a global manager dealing with different and similar corporate culture and management functions.

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