Managing Across Culture

Managing Across
Culture

Table of Contents
INTRODUCTION ..........................................................................................................................3
MAIN BODY...................................................................................................................................3
Cultural Theories.........................................................................................................................3
Problems which companies discover due to cross cultures........................................................7
Reasons Of cross culture problems:............................................................................................9
Strategy to deal with the problems arising from cross culture .................................................10
CONCLUSION .............................................................................................................................12
REFERENCES..............................................................................................................................13

INTRODUCTION
Globalisation is increasing and so is the activities of the businesses are taking place
internationally. The boundaries of the business are not restricted now within the country.
International business are mainly the transactions that are carried out between different nations
so as to reach the goals of the company (Kniffin, Detert and Leroy, 2020). Many types of
business have their branches and dealing with other businesses which are needed to be managed
by them. Therefore it is important that there exist management of the cross culture for the
effective and smooth working of the company. Every country have its own culture and therefore
it is needed to be managed in accordance so that it do not impact negatively the activities of the
business by way of good practices of Human resource management (HRM). This report explains
the concept of globalisation, Virtual Global teams and national culture of the companies. This
also explains various cultural theories along with EPRG framework. The report also give
emphasis to strategies so that this problem can be resolve by giving importance to motivation,
decision making, negotiations, leadership as well as communication.
MAIN BODY
The culture of an organisation is referred to as different beliefs, practices and ideology of
the organisation which make it different from that of others. As the culture only defines that how
the employees are suppose to behave in an organisation. There are cultural theories which help
an organisation to understand the cross cultures so that the work can be done effectively (Kniffin,
Detert and Leroy, 2020).
Cultural Theories
There are various cultural theories which are applied by the businesses so to understand
different cultures of the country and its concepts. This helps company to understand the culture
which a country follows and then accordingly the management is planned for effective
functioning. The various cultural theories are as follows: Hofstede Theory
This was the theory given by Greet Hofstede that proposed that the factors such as
national and regional are the main contributors to the culture of any organisation which further
influence employees behaviour in an organisation. According to this theory there are five factors
which influence the workplace culture which are explained below:

1. Power Distance Index: This is the difference between the work culture and the powers
which are delegated to the employees. This is the difference that exist and also is
accepted by the people of an organisation. or hierarchy. This will help the company to
know that whether the powers of the other company has been accepted or not by the
people of organisation having different culture (Vesal, Siahtiri and O'Cass, 2020) .
2. Individualism vs. Collectivism: Individualism basically is the rights and also goals which
are to be achieved by an individual. Collectivism on the other hand means the golas
which are achieved in group or teams.. Completion of the goals or targets are awarded
and rewards are given on the performances of either individuals or groups. This helps in
motivating employees.
3. Uncertainty Avoidance Index: This is the aspect which deals with the tolerance level of
the employees and determines the reaction which employees have in situations that are
unpredictable. This helps in enhancing the tolerance level of the employees so that they
can be ready and comfortable with the situations that are unpredictable and unknown to
them.
4. Femininity vs. Masculinity: This aspect is also termed as “hard vs. tender”. This aspect
helps in distinguishing the styles of decision making. Masculine approach of decision
making is based upon the decisions which are aggressively made while the feminine
approach of this aspect related to the process of making decision after great discussion
and consultation (Chu, and et. Al, 2019).
5. Short term vs Long term orientation: This aspect mainly is related to the emphasise of
national culture on the business timing, objectives, planning, etc. some countries have
short term planning to achieve the goals and targets set but other countries or companies
may have long term planning for the achievement of the goals and the targets.
6. Restraint vs. Indulgence: This aspect of the theory emphasise on the needs and
satisfaction of the customers. Restraint on the other hand do not focus on the needs and
preferences of the consumers and instead they are more focused on earning money and
following their restrictive terms and regulations (Muurlink and Macht, 2020).
 Handy's culture Theory
This is another type of culture theory which can be adopted by the company. This model
have4 types of culture which can be followed by the organisations. They are as follows: