Cross Cultural Management - Sample Assignment
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Added on 2021-06-18
Cross Cultural Management - Sample Assignment
Added on 2021-06-18
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Running head: CROSS CULTURAL MANAGEMENTCross Cultural ManagementName of the Student:Name of the University:Author Note:
1CROSS CULTURAL MANAGEMENTTable of ContentsIntroduction........................................................................................................................2Concept of global leadership.............................................................................................2Conflicts faced by the global leaders.................................................................................3Culture in MNCs................................................................................................................4Hofstede’s intercultural communication model..................................................................6Conclusion.........................................................................................................................7References.........................................................................................................................8
2CROSS CULTURAL MANAGEMENTIntroductionThe current advancements brought to the internationalized business scenariohave been influencing the cross cultural communication. It has been observed that theinternational business scenario has been experiencing the drastic changes in thegrowing awareness related to the context of cross cultural management. In fact, inkeeping pace with such challenges, the ever growing awareness of the cross culturalmanagement is also increasing more specifically. According to Hur, Kang and Kim(2015), the cross cultural communication process generally refers to the maintenance ofthe cultural diversity during the establishment of the operational process in foreigncountries. The article, From Cross-Cultural Management to Global Leadership:Evolution and Adaption provides the insightful ideas about the observable impacts ofthe cross cultural communication on MNCs. The thesis observed in this study describesthe effective practices of cross cultural communication, which has the remarkableessence on the multinational firms. The study would describe the conceptualizedelaboration of the context with the special references of multinational corporations andthe global leadership practices. Concept of global leadership In the past fifty years, the internationalized businesses have experienced theremarkable evolution in terms of developing the conceptual ideas about cross culturalmanagement. The nature of the global leadership practices has changed in keepingpace with the growing consciousness of the underlying challenges. The article isselected to explore the contextual ideas about cross cultural communication and thepractices undertaken by multinational companies to deal with such cultural diversity in alarger context. The article defines the historical background of the cross-culturalmanagement that is viewed from a global perspective based on leadership attributes.According to Bird and Mendenhall (2016), global leaders are the emerging professionalswho have been operating in either multicultural or international context. It can be impliedthat the global leaders always have an urge to explore the innovative methodsassociated with the global organisational scenario. Therefore they tend to deal with the
3CROSS CULTURAL MANAGEMENTvarious people from diverse corner of the world and develop the interculturalcommunication to gain broader perspectives (Caligiuri and Bonache 2016). Theygenerally lead people from multiple regions and engage the diverse group ofstakeholders. The global leaders often utilize their potentiality to lead people across thedistance, time-zone, culture, and complex structure of the organisation. It is essential forthem to develop the broader perspectives and greater understanding regarding thebusiness operation in both domestic and internationalized environment. Eisenbeiß andBrodbeck (2014) suggested that the leaders at the multinational level need to adopt theflexible approaches to identify the futuristic value and achieve success. The globalleaders even concentrate on the futuristic values that have the observable impact on themultinational setting. The intercultural factor, on the other hand, determines theinteractive approaches between one or more organisational members who belong todifferent countries all across the world. The leaders of the multinational corporationslook beyond such cultural differences and develop the diversity among these members.The obtained idea from the article develops the complete understanding related to thehistorical evidence on the global leadership that influence the practices of the crosscultural communication (Lisak and Erez 2015). While operating in the multinationallevel, the global leaders often need to promote the innovative working approaches byengaging people from diverse cultural background. Conflicts faced by the global leaders Muenjohn and Armstrong (2015) pointed out that incorporating the globalisedbusiness environment may sometimes create the considerable challenges for the globalleaders. In fact, the historical evidence developed in this article suggests that thecultural diversity creates the greater competitive edge for the multinational corporations,which is one of the most significant factors for the globalised business. Hence, alongwith the identification of the innovative business practices, the global leaders need toidentify the underlying conflicts as well. At the multinational level, these conflictsemerged through the cross cultural environment is much severe than the expectationlevel (Osland, Bird and Oddou 2013). It has been observed that the multinationalcorporations structure their business functionalities by formulating teams by engaging
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