International Business: Solutions for Gender Equality in Qatar Workplace
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This article discusses the potential partnership between SSSL and Al Zulfi Group Qatar to introduce gender equality in the workplace. It also explores the cross-cultural competencies required for cross-border hiring and projects.
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International Business NAME OF STUDENT: NAME OF COLLEGE: AUTHORS NOTE: Running head: INTERNATIONAL BUSINESS
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INTERNATIONAL BUSINESS Q1 Yes there can be a successful solution for all stakeholders in partnership between SSSL and Al Zulfi Group Qatar. According toKing, Maniam & Leavell(2017) some industries like Construction are pre dominantly male oriented workplace which needs to focus on areas to develop gender fairness opportunities and Qatar being a nation that has male dominated culture with restricted role of women at work, majorly limiting to clerical or administrative jobs needs to show a clear definition of workplace transition. Hence the solution that can be considered in this situation is to make the management as well as major clients of Al Zulfi group aware of role of gender equality at workplace and its evolving significance globally. Al Zulfi management can be convinced to set role model image for new transitioning workplace within Qatar where slowly there have been signs of growing gender equality. Mr Singh can discuss scope with Mr Khan that how the partnership between SSSL and Al Zulfi can become a milestone foundation by introducing a women project manager in security service industry in Doha (Qatar) that will set apart a new foundation and example for others in cross sector or inter sector industry. Other than this Mr Singh can discuss challenges of acquiring skilled resources in security service industry such as availability of alternative options in other sectors as well as issue of aging workforce that is retiring. So if prospective partnership between SSSL and Al Zulfi can demonstrate a successful accommodation of women project manager in a multi-valued project then the public image and branding of company will come into spotlight which will give a huge boost to attract other like-minded companies and people to encourage participation of women in workforce with efforts to engage targeted female candidates (Eden & Gupta 2017).This influence of employee branding can have a strong impact to influence decisions of other clients mainly overseas who look for cultural mind shift to equality thus opening up new alliance scope from competing firms to gain better collaboration with accommodating culture and neutral policies. Q2 According toCalvin, Beale & Moore (2017) somecross cultural competencies thatarerequired in cross border hiring and projects includes specific knowledge, skills and attitude that makes potential resource to be hired fit into cross cultural competency. The first and foremost requirement is understanding of human relationship and effective interaction capabilities that can develop mutual relationship with people from other culture and beliefs in order to attain professional goals. As opined byBaba (2018) the competency to engage in effective interaction with people from any culture helps in cross border projects by building focused relationship that 1
INTERNATIONAL BUSINESS can help to get the work done. Another competency that is needed is managing own attitude towards culture where resource to be hired need to keep control on self-reactions so as to value other customs that are different. Another requirement to fit in cross cultural project is ability to learn new culture efficiently where efforts can be made to learn new things and make networks to cope with cultural surprises with proactive preparation and new insights. References Baba,A.J.(2018).Cross-culturalcommunicationimperatives.CriticalPerspectiveson InternationalBusiness,14(2),170-187.Retrievedfromdoi: http://dx.doi.org/10.1108/cpoib-01-2017-0005[Accessed on 18 Nov. 2018] Calvin,J. R., Beale,R. L.,& Moore, K. (2017). ACCULTURATIONANDALLIED CONTRIBUTING FACTORS THAT FURTHER ADVANCE CROSS-CULTURAL MANAGEMENT LEARNING AND EDUCATION: A CONCEPTUAL APPROACH. Journal of Organizational Culture, Communications and Conflict, 21(2), 1-11. Retrieved fromhttps://search.proquest.com/docview/2023975283?accountid=30552[Accessed on 18 Nov. 2018] Eden, L., & Gupta, S. F. (2017). Culture and context matter: Gender in international business andmanagement.Cross Cultural & Strategic Management, 24(2), 194-210. Retrieved from doi:http://dx.doi.org/10.1108/CCSM-02-2017-0020[Accessed on 18 Nov. 2018] King, J., Maniam, B., & Leavell, H. (2017). SHATTERED GLASS AND CREAKY STEPS: REMODELING THE GLASS CEILING AND GLASS ESCALATOR THEORIES USING AN INTERSECTIONAL TOOLBOX.Southern Journal of Business and Ethics, 9, 194-203. Retrieved fromhttps://search.proquest.com/docview/2015736131? accountid=3055[Accessed on 18 Nov.2018] 2