Managing in the Global Context

Managing in the
global context

Managing in the global context 1
Zhao, B., & Pan, Y. (2017). Cross-Cultural Employee Motivation in International
Companies. Journal of Human Resource and Sustainability Studies, 5(04), 215.
The global companies have started to hire employees from different nations and it has
become common in international organizations. The employees belonging to diverse cultural
frameworks have diverse comprehension and views concerning management and leadership.
Such employees have even several perceptions and behaviors. In such a scenario, the
organizations face challenges of cultural differences to enhance the efficiency of
management.
The cross-cultural employees have attained value significances like offering the income
required for existing, to be fun and bring contentment, to offer associations with others, to
offer methods of assisting the communal, to make persons not sloth and fetch the social status
and reputation. The employees in China have a severe attitude towards work and enterprise
management is also work-oriented. There are several factors which affect the working
implications in the employee’s perceptions. When the living condition of the employees is
great then the importance of work is even more than just offering basic living economy. The
economic differences among the several nations lead to unlike outlooks to work.
The manager of a global organization can successfully stimulate cross-cultural workers by
focusing on the management skill of the people who have functioned in specific countries.
The incentives of the employees are studied through Maslow’s hierarchy of the needs. On the
other side, the internal and external factors causing dissatisfaction among the employees can
be judged by Herzberg’s theory. The employees are even treated through the reward and
chastisement mechanism as an important enticement. The consequence of the punishment is
identified by the different cultural backgrounds of the employees. The managers of global
organizations should also be decent at identifying the features and internal requirements of
the cross-cultural workforces so that organizational performance can be enhanced.
Sobratee, N., & Bodhanya, S. (2018). Leading in a global context: The balancing act
between leadership and management. Journal of Business and Retail Management
Research, 12(4).
According to Sobratee & Bodhanya, 2018, the trends on the global level are leading to the
growing level of the intricacy, vitality, and turmoil within the organizations. The existence of
real strategies can only enable organizations to thrive in an uncertain economy. The