Cross Cultural Challenges to International Managers
Added on 2020-03-28
12 Pages3951 Words212 Views
Leadership ManagementProfessional DevelopmentLanguages and Culture
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Running head: CROSS CULTURAL CHALLENGES TO INTERNATIONAL MANAGERS Cross Cultural Teams: People Issues in Global BusinessName of the student:Name of the university:Author note:
1CROSS CULTURAL CHALLENGES TO INTERNATIONAL MANAGERSManagement summary Recruiters and managers are testedfor their assigned job related responsibilities. Recruiters aretested at the time of recruitment due to ample of factors such as cultural norms and values.Cultural values and norms are different in different countries. The difference can be observed inresume formats. Chinese people for example describe very limited information in their resumeand are not overstated as well. On the other hand, Americans are very expressive and overstatedas well. Additionally, soft skills and behaviours are also different in different cultures. Therefore,it is very challenging and difficult to judge the best match for the vacant positions. Recruiters,therefore, must have skills to understand the diverse behaviour and make the justified decisionwhich is ethical as well. Managers, on the other hand, face the challenge in variety of other typessuch as communication barriers, training challenges and discrimination issues. Expatriatemanagers are likely to face the communication barriers or those who prefer working for eithershort-term or long-term depending on their personal needs and desires in abroad locations. Theexpatriate managers can even struggle to understand the cultural values and norms of localemployees. If countries are geographically closer and have a very minimal or probably nosignificant difference in cultures, the expatriate managers in such case will not face thechallenge. However, if two locations are geographically separated and have different culturessuch as America and the Asian countries, the expatriate managers are likely to face the ample listof challenges in managing the cross-cultural teams. The Hofstede and the Lewis model of cross-cultural behaviours present a very goodunderstanding of the variety of cultures which exist in different parts of world. However,Hofstede may not be universally true and valid in the contemporary world. For example,Australia is a country where ethnic groups, indigenous people and people from other parts ofworld exist. They have different cultural backgrounds than the locals in Australia. The Hofstedemodel covers the cross-cultural behaviours based on an organisational setting. However,individuals can have different set of cultural values and norms. Hofstede does not cover all suchfactors. It is specifically based upon the countries, not on people. Hence, it is very unsafe toconsider the Hofstede model to understand the cultural diversity that exists at the workplace.
2CROSS CULTURAL CHALLENGES TO INTERNATIONAL MANAGERSTable of Contents1. Introduction..................................................................................................................................32. Body.............................................................................................................................................42.1 Challenges in recruiting and effectively managing the cross cultural teams.........................42.1.1 General background........................................................................................................42.1.2 Outlining the plan of the rest of the essay......................................................................52.2 Likely issues for expatriate managers from the perspectives of Hofstede and others...........52.3 Skills and abilities for successful international managers.....................................................72.4 Use of multivariate analysis in the recruitment of international managers...........................82.5 Acculturation issues in expatriation and repatriation of international managers..................83. Conclusion...................................................................................................................................9References......................................................................................................................................10
3CROSS CULTURAL CHALLENGES TO INTERNATIONAL MANAGERS1. Introduction Cultural diversity is a common phenomenon at the organizational level. There are hardlyany restrictions in any country for foreigner workers. The globalization effect, personal needs,passions to work in abroad locations and much other have all compelled people to move toglobal locations. There has been a good drift of people moving to find the employabilitysolution. They are getting the jobs as well. However, such things have created worries for theglobal management (Thomas and Peterson 2017). Managers, in particular, are tested for theirpatience and leadership behaviour. The highly competitive scenario at the global level provides avery less time to make a decision. Managers are often surrounded by numerous other challengesand they normally expect a cooperative workforce. However, this is indeed challenging andhardly realistic. Managers in such circumstances are not even sure of whether any decision oftheirs will be acknowledged or else. They are bound to get the conflicting beliefs of the diverseworkforce (Bird and Mendenhall 2016).Considering the fact stated above, it is understandable that organizations with bettercontrol on their diverse cultures have the good chances of performing well. A plan never worksuntil and unless it is implemented in the system. The implementation will happen once each ofthe employees has agreed to the fact. The agreement to a plan brings back the learning processwhich is basically required for implementing the single of the thought process. The learningprocess means the flow of knowledge from one level to another (Binder 2016). For example, theimplementation of CRM (Customer Relationship Management) will require the support oftrained workforce and also the technical experts from the service providers. The trainedworkforce is attained with the help of giving training to the selected members. Technical expertsdo take care of the implementation process whereas the trained workforce is responsible fortaking care of the post-implementation operation to avoid any unnecessary expenses. These allprocesses just state that implementation of any thought process is a systemized process whichrequires the utter supports from the required members (Adekola and Sergi 2016). Therefore, the study is aimed at understanding the challenges of managing the cross-cultural teams in the global organizations. The study also inspects the challenges to the globalmanagers.
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