This report explores the concept of cross cultural management and its impact on organizations. It covers topics such as national culture, leadership, motivation, and HRM in a cross cultural context. The case study of Tanzania is included to provide practical examples. Recommendations are provided for each category.
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Cross Cultural Management
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Table of Contents INTRODUCTION...........................................................................................................................3 CATEGORY 1.................................................................................................................................4 National culture:.....................................................................................................................4 CATEGORY 2.................................................................................................................................5 Leadership:.............................................................................................................................5 CATEGORY 3.................................................................................................................................7 Motivation and HRM:............................................................................................................7 CONCLUSION................................................................................................................................8 REFERENCE...................................................................................................................................9
INTRODUCTION Cross cultural management can be described as the management of people and events that have a different culture context and a diverse background. The cross cultural research reflects on significant features such as training and promoting how to cope up with disputes of different culturesandinitiateeffectiveandclearoperation(MarryWilson,2019).Itenablesfor communicate, acknowledge and interact people which belongs to other cultures as well as it is important for organisation as they are multinational institute’s rather than national which was used to be in past eras. Performing multinational corporations knew how to integratecapitalise on rapid urbanisation and expanding foreign exchange as well as how to build business relationships to get citizens of diverse education, backgrounds for my emotions and perspectives together to collaborate towards a shared objective (Tjosvold and Leung, 2016). In this report, it will cover the case study of Tanzania.It includes the three topics which help Steinberg and Jones in completing the construction of the dam in Tanzania by applying various theories. In the case study, it is stated thatTanzania is facing an issue of hydro generation (HG) and recommendations to improve the issue is mentioned. The topic includes the national culture, leadership and motivation and HRM. In this case study, the two issues when constructing of dam in Tanzania is taking place are leadership issue on corruption issue which will discussed below: CATEGORY 1 National culture: The national culture are characterised as a collection of historically developed, studied and shared values, attitudes and means (Mohammed Ayub Khan and Laurie Smith Law, 2018). This culturehasaneffectonmanagerialdecisions,organisationalstylesandhumanresource management practices. Along with this, it also affects the function of managerial such as design, coordination, motivation and its reward systems. Issues: The business practises done by Jones and its leadership style.
Applying theories: Tanzania is known to be collectivist culture in which they prioritise the interests of a collective over the needs of an individual. The importance of family and culture cannot be overstated as well as their loyalty is known to be the centre characteristics of this culture and it is regarded as more critical the laws and regulations. As Tanzania is a collectivist society that places a high emphasis on loyalty as well as having strong relation in society in which Corruption to explain it is in the form of nepotism, bribe and favouritism. Nepotism is considered as favouring of close knit individuals or groups such as families, friends as they have a relation with them where favouritism is favouring person on the basis of other factors rather than their performance in an organisation and in Tanzania, these practices were acceptable(Cho, Joo and Woosnam, 2020). Jones get to know about this culture and different behaviour of people and then Develop the practise of mentioning opens to the local people and then hire that individual in which the relatives or friends have recommended. While in US culture, Steinberg places high values on the individual. They focus on the skills and qualification of the individual for hiring instead of favouritism or using of any nepotism. However, Jones wanted to finish the project quickly and for that he was practising this culture of Tanzania. Power distance is a concept that explains how people from a particular society see power relationsbetween the people an extent to which individual not and people agree that power is distributed unequally(Gato and et. al., 2021). Tanzania uses an autocratic style of leadership there only one person has the ability to make the decision as their national culture believes the power come first and ever higher respect for the authority. While the power distance scope is low as the people see each other as equal all the employees are involved in the decision making process and as well as encourage them to share their ideas and creativity. This shows that US is practising democratic style of leadership. This type of leadership when applied to the people of Tanzania, it results to be unsuccessful as people cannot understand this type of leadership as well as they have a thought that there is no leader for them(Haupt and Connolly Knox, 2018). The reason for this arising issue was that, the people of Tanzania were used to the autocratic style of leadership in which the leader has all the powers and it is the only person to make all the decisions and the employeeshave to accept the orders without receiving any explanation from them.
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Recommendation: From the above analysis, it is to be recommended that Jones needs to stop the practises of nepotism and favouritism. He should hire employees on the basis of their skills and abilities which make sure that the quality of the work will be good as well as also meets the expectation of Steinberg(Kaur and Soch, 2018). And also to improve the performance of all the employees in the organisation, he had to adapt Tanzanian culture and use autocratic style of leadership which helps employees in understanding the requirements which to be fulfilled by them and also helps in reducing the conflicts. CATEGORY 2 Leadership: Leadership is considered as an art of motoring waiting people for achieving a shared goal. They encapsulates the basics of being able and willing to motivate others effective leadership is founded on the ideas of both original and borrowed and they communicated in such a way that it engage people enough to respond do as the leader desire (Susan Ward, 2020). It is a collaborative mechanism that involves relationships between leaders, members and some external groups. Good leaders are made, not born. Issues: The employees thought that it is dis organised and there is no individual for taking the charge. Another issue in this case study was the nepotism. Applying theories: In the case study, it is evaluated that Jones was using Laissez Faire style of leadership in which the employees were included in the decision making process.Jones was attempting to apply this style on the organisation in Tanzania which becomes unsuccessful as the people thought that it was it is organised and also no one has the power to take the charge(Kolo and et. al., 2018). The Laissez faire style of leadership is best when theorganisation has experienced employees which did not require any monitoring. The people of Tanzania expect leaders to make all the decision regarding to the organisation and they all will follow them.
In Tanzania, Jones was able to adapt the situation of and the change of his behaviour according to the demands which represents the contingency leadership theory(Moonesar and Thibaud, 2018). From the case study, it can be seen that Jones was able to change his behaviour according to the situation in Tanzania and he was able to control all the circumstances. Here the leadership is applied that is path goal theory of leadership which includes many different types of leadership styles such as directive, achievement oriented, supportive and participate. Jones was applying supportive leadership style in which he was hiring employees on the recommendation of families and friends for the organisation. This type of leadership is leading in nepotism and focuses on the needs and happiness of the employees(Rim, 2018).Tanzania is collectivist society in which the place high values to their family and friends as these practises are normal for them.Jones was using this practise for finishing the project quickly. Jones was hiring people on the basis of word of mouth technique for the project as he was doing favouritism I’m not hiring that candidate what is the abilities and skills for the role. Recommendation: From the above analysis, the people of Tanzania were confused regarding the person who will be the charge in the organisation and it can be recommended that, autocratic leadership style aan be applied by Jones so that the people of Tanzania can have a leader whoguides them for achieving the goals and objectives of the organisation as they are used to this type of leadership. Also, Jones can stop doing favouritism as it can create a huge impact on hydro generation. CATEGORY 3 Motivation and HRM: Motivation is considered as a process in which goal oriented activities are initiated, guided and maintain. It includes the emotional, social, biological and cognitive forces that drive the action and it is used to trigger for the human behaviour (Kendra Cherry, 2020). Motivation is a vital element that inspires people to provide their best effort in achieving the goals and objectives of the organisation. It is considered to be the most essential aspects of staff management.
Issues: The major issue in Tanzania was handling out tips which was a business practise used by Jones and hiring of candidates on the basis of recommendation by their relatives and families. Applying theories: Hertzberg’s two factor theory contrast between job satisfaction and job dissatisfaction proposes that they operate independently of one another in the organisation which is part of motivation and hygiene factors(Sampaio, Ladeira and Santini, 2017). Motivation factors are of two types such as intrinsic factors which includes job satisfaction and motivating of employees with the help of rewards and recognition, growth, achievement and many more whereas the second factor is extension factors which are also known as hygiene factors and it do not create any job satisfaction and the factors can be salary, supervision, work conditions and many more. In the case study, Jones was motivated with the help of interesting factors where he was interested in African culture as he was involved in many projects in African countries. Hemuch interested in working in Tanzania because of his past experience(Seol, Sarkis and Wang, 2017). Steinberg offers the roles and responsibility to Jones for the project in Tanzania which results in finishing the project on time with dinner stipulated budget. This attempted was to make Jones motivated by offering the responsibility of the project which was hygiene factors for Jones. Motivation and job satisfaction has a big hand on the performance of the employees which leads togetting of increase productivity of the organisation.The relationship between Steinberg and JoneswasalsoamotivationfactorforJonesasSteinberghasgivenalltherolesand responsibilities to Jones which shows that it isLaissez Faire style of leadership. It is also stated from the case study, The intrinsic motivation factors was not able to motivate the employees of Tanzania as they were not able to cope up with the decision making process. As Tanzania is a collectivist society which is considered that people are having close relationship in the groups and communities and Jones was using favouritism for motivating the people. In an organisation, the favouritism can have both a positive impact in a negative impact such as it encourages employees for doing the work and also discouraging the other employees(Stura and Johnston, 2018). When this applied to any business, it can have are negative decision-making as well as lowering of the performance because there is an emotional connection between the employees.
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Tanzania has lower national income of $1100 each year as stated in the case study, which means that people can accept bribes to be in the organisation(Volpone and et. al., 2018). And Jones was taking advantage of this factor and motivates them by handing out tips in order to get the job done quickly. Recommendation: From the above analysis, it has been seen that people of Tanzania were working in an organisation where they avoid being a part of decision-making process and they are used to follow the instructions of a leader. Along with this Jones was handing out tips to the people so that the project work can be done quickly as the Tanzania has a low national income easier which forces people to take bribes. As a recommendation, Jones can avoidthese practises in a business can degrade the image of the organisation and also creates a huge impact on the financial areas. CONCLUSION From the above discussion, it can be concluded that Jones was able to Finish the project within these Stipulated time and budget in Tanzania As the culture of Tanzania was different he was able to adopt the circumstances and use the right set of skills for achieving the goal Which is mentioned in the case study.Also Jones was able to motivate their employees by using favouritism practise an also make them bribed done the work quickly. It can result in damaging to the organisation and also hydrogen generation (HG) can face legal challenges.Both Steinberg and Jones should apply different leadership styles for the employees of Tanzania. In this report, it includes the three categories such as national culture in which it stated the culture of Tanzania. Another category is leadership in which it describes how the people of Tanzania is adopting the leadership style and the third category is motivation and HRM in which Jones motivate employees to work for the project of hydro generation. Along with this, the two different issues are mentioned in the case study. The different theories is linked to the different issues which is stated in the case study with recommendation for improving of each category is explained.
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