Report on Cross Cultural Management
Added on 2020-04-07
10 Pages2271 Words49 Views
Leadership ManagementProfessional DevelopmentEconomics
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Running head: CROSS CULTURAL MANAGEMENTCROSS CULTURAL MANAGEMENTName of the student:Name of the university:Author note:
1CROSS CULTURAL MANAGEMENTIn the era of globalization, cross-cultural communication deserves immediate criticalattention, as companies from different parts across the globe participate in global trade, and lackof cultural awareness amongst the employees, both the natives and the expatriates, has beenidentified as a chief reason behind organizational failure. The reviewed research articles clearlyestablished that although shared profitability or difference in time-zone often impede the smoothcooperation amongst the nations in case of cross-cultural trade, inadequate cross-culturalcompetence remain the topmost reason behind organizational failure. Cross-cultural competencerefers to the ability of an employee of one culture to develop an understanding about theemployees coming from a different culture, and his ability to engage actively in conversation( both personal and professional) in a professional set-up1(Rozkwitalska 2010). Research hassuggested that in a culturally diverse set-up, the employees often lack the ability to comprehend,communicate with and effectively interact with the co-workers coming from different cultures.The difference in beliefs, ideological perceptions and norms not only affect an employee’sperception of its foreign worker, but can also influence his acceptability2 (Vertamo 2014). Oftenthe expatriate employees complain about lack of recruitment or promotional opportunity in aforeign set-up, which clearly shows the biased attitude influenced by cultural differences, asexhibited by the organization, as well as the cultural prejudices the expatriate employees aresubject to. As far as cross-cultural interaction is concerned, linguistic differences amongst the nativeofficials and the foreign officials, can be a major obstacle in smooth and effective interpersonalcommunication within the organization. Differences in cultural views and customs have been1Rozkwitalska, Małgorzata. "Barriers of cross-cultural interactions according to the research findings."Journal ofIntercultural Management2, no. 2 (2010): 37-52. 2 Vertamo, Hannes. "Cross-Cultural Management." (2014).
2CROSS CULTURAL MANAGEMENTfound to influence cross-cultural interaction in a negative way. Often, it has been observed, thatthe employees belonging to the egalitarian and individualistic nations, such as the US tend tovoice their unfiltered opinions, attaching less importance to the organizational structure (Vertamo, 2014). On the other hand, the employees belonging to the collectivist nations, such asJapan tend to respect the organizational hierarchy, and get offended if a junior employee voicesopinions before the senior manager can opine. Cultural barriers can always impede effectiveinter-cultural assimilation that in turn can certainly affect the motivation of the employees, andinfluence employee productivity in a negative way. Research has clearly shown the directrelation existing between effective cross-cultural interaction and employee motivation3(Johnsonet al. 2006). Communication is a means by which employees express and exchange opinions,and engage in the decision-making process. Linguistic difference or difference in communicationapproach, caused by cultural differences, will always impede effective communication flowwithin the organization and affect the productivity growth. Hence, it has been recommended thatcompanies in order to reduce the impact of cultural barriers on the communication style andprocess, should train the employees, especially the expatriate employees, in the native languagesas well as soft skills. Proper cultural training needs to be imparted so that the employees do notface cultural prejudice, or encounter difficulty in assimilating a new, foreign culture in a newland. Similarly, the local staffs should also be trained so that they respect and appreciate thecultural differences, and try to cooperate with the expatriate employees, instead of discouragingeffective communication. While cultural awareness and sensitivity need to be inculcated amongst the employees, asthe same helps the employees become aware of cultural differences, and respect the same, cross-3Johnson, James P., Tomasz Lenartowicz, and Salvador Apud. "Cross-cultural competence in internationalbusiness: Toward a definition and a model."Journal of International Business Studies37, no. 4 (2006): 525-543.
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