Cross Culture Analysis Assesment Report

CROSS CULTURE ANALYSIS 0
CROSS CULTURE
ANALYIS
System04121
4/5/2020

CROSS CULTURAL ANALYSIS 1
Cross culture and business
PSYCHOLOGICAL BARRIERS
You ought to develop your own personality to handle intercultural teams effectively.
You can't really contravene your own desires. This may be unauthentic and unqualified. I'm
acquainted with a French boss who went to the USA. He noticed that his traditional French
design, based on "faulty" instead of "perfect," eroded the trust of his staff. He knew what the
issue was, but thought that the "American" solution was false. As quickly as he could, he
moved to France (Disabato, Goodman, Kashdan, Short, & Jarden, 2016
4- LANGUAGE BARRIERS
Every team has a shared language, but it causes social differences between
participants because certain individuals become more fluent than others. Those with less
fluent English in regional teams prefer to refrain from contact and the team may not get the
feedback they need. This can be tough if people move too soon or use too much language to
comprehend what's being said. This may also affect the understanding of people's abilities
and success. I served with an agency that claimed that non-English speakers did not have the
same job prospects as English speakers.
GEOGRAPHICAL DISTANCE
Within multinational virtual teams, the chances are not as in the conventional
workplace setting for citizens to communicate and build ties with each other. So the fewer
individuals you meet, the less details you exchange. There is also more complicated

CROSS CULTURAL ANALYSIS 2
teamwork among virtual teams. Groups outside the headquarters can also be removed. In the
other side, leaders of the headquarters party might believe other Participants don't participate.
There may also be a barrier regarding variations in time zones. Sometimes, if you are not in
the office, you can live with fewer comfortable hours. I know a very talented woman who left
a leading role worldwide (Johnson & Cullen, 2017).
Hoftsfeed for Malaysia
POWER DISTANCE
In this aspect Malaysia has very high scores (score 100), indicating that people
embrace a hierarchical hierarchy in which everyone has a seat and no more argument is
required. The hierarchy of an organization is considered to reflect inherent inequalities;
centralization is common, subordinates are expected to be told what to do. Leadership issues
are not well understood.