Cross-Cultural Management and Supporting Global Business - PPT

This presentation delves into the crucial role of cross-cultural management in supporting global business operations. It begins with an introduction to cross-cultural management, emphasizing its relevance in navigating the complexities of international business environments. The presentation highlights the importance of understanding cultural differences, workforce globalization, and the impact of technology and trade liberalization on business expansion. It uses the example of Integrated Telecom Company to illustrate how companies manage cultural diversity, emphasizing the need for managers to possess skills in dealing with diversity. The presentation also outlines key dimensions of cultural comparison, such as power distance and masculinity versus femininity, and provides practical strategies for managing cross-cultural diversity, including recruitment, knowledge acquisition, and the development of cross-cultural skills through training. The presentation concludes by reiterating the significance of cross-cultural management for global business success.

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Table Of Contents
 Introduction
 Cross-Cultural Management and its relevance in
supporting global business operations
 Conclusion
 References

Introduction
The cross-cultural management includes managing the work
in teams in a manner that consist differences in the
practices, cultures as well as preferences of consumers in
context to international business. In this present time
period, every business firm conduct their business outside
the boundaries of country.

Cross-Cultural Management and its
relevance in supporting global business
operations
Culture is a configuration of the
learning behaviour as well as
behaviour outcomes hose
elements are transmitted and
shared between members of
specific society. The culture
of ever country is differ from
the each other.

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Cross-Cultural Management- It is a management study in
context to the cross- cultural. It occurs when manager or
employer manages any person from various culture than
its own.

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Workforce globalisation is deemed as positive trends which
provides many advantages to company and also
significance of Cross-Cultural Management enhanced the
international business operations in a significant manner
and its main focus on staff members behaviour which
belongs to diverse culture.

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The rapid and regularly changes in the technology along
with the liberalization of trade of world enables business
firms to expand their operations of business
internationally or can say cross domestic boundaries.

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The workplace attitude of international business firms are
different from domestic organisation. In addition to this,
company should aware about it and deal with in other
country in a better or effective manner.

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In Integrates telecom company, staff members belong to
different culture. Employees which are belong from
different culture can communicates as groups, persons
which can able them to develop together, learn, build
harmonious or strong relations and also hare experience.

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In cross- cultural management, managers should have
abilities to deal with the diversity in a better way.
Diversity is a necessary factor which can develop
negative or can say positive affect on operations of global
business on the basis of environment circumstances

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The managers of Integrated Telecom Company are very
active and also expert in managing the any kind of
challenges while doing business at international market.
Before conducting business at international market, there
is a need to manager to understand about the diversity of
culture.

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In addition to this, there are to main dimension are given
below:
Primary dimension- It is more visible and also distinguish
group of individuals from an another groups and these
kind of dimension affect on the personal identities like for
an instance age, gender, physical characteristics and also
race.

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Diversity of managers can demonstrated depends on major
dimension which are known as Dimensional approach
to cross-cultural comparison are given below as
above:
Power distance- It shows that staff members with the
minimum power affect inside to their workplaces and also
have an inequality of distribution of the power.

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Masculinity versus Femininity- This
kind of dimension indicates
distribution of the emotional roles
among societies in context to
genders as it reflects on dominant
values which are related to
gaining money along with the
valuable things.

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In order to this, managers should prepare an action plan for
managing diversity of cross- cultural and also handle
associated problems which are given below as above:
Recruitment and Selection of staff members- It is
necessary that Human resource manager should be aware
in choosing new staff members and assure that they are
minimum in self-reference criterion.

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Acquire Knowledge base about other cultures- It is
important for managers or employers to acquire the
factual knowledge regarding cultures of another countries
concerned to international business operations of
company, which they communicate like for an instance
norms, lifestyle of people, values, behaviour and
knowledge about taking easy decision in a better or
effective manner.

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Developing cross- cultural skills- Integrated Telecom
Company should provide cross- cultural training and
development in development plan of staff members
which are related to organisational objectives. Conducting
training of cross - cultural enable to assure managing
diversity of cross- cultural effectively in a company and
also its international ventures.

Conclusion
From the above assignment, it has been concluded that
cross- cultural plays a necessary role in making the global
business successful. Integrated telecom company takes
effective steps for minimizing the cultural diversity in a
better manner.

References
Velo, V., 2011. Cross-cultural management. Business
Expert Press.
Eisenberg, J. and et. al., 2013. Can business schools make
students culturally competent? Effects of cross-cultural
management courses on cultural intelligence. Academy of
Management Learning & Education. 12(4). pp.603-621.

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