An Analysis of Cross-Cultural Management to Global Leadership

This essay explores the evolution and adaptation of cross-cultural management to global leadership, examining its impact on diverse economies and cultures. It highlights the importance of understanding cultural differences, including modes of dressing, interactions, religious practices, and addressing people. The paper analyzes the growth of global leadership, emphasizing the roles of global leaders in ensuring company success, formulating appropriate laws, and navigating challenges. It also discusses accommodating differences, focusing on organizational behavior and structural changes due to globalization. The research categorizes cross-cultural management into unicultural, comparative, intercultural, and global studies, providing examples such as the Sri Lanka Association for the Advancement of Science and economic relations between Poland and Turkey. Furthermore, it addresses the importance of cross-cultural interaction in negotiating cultures, growing global markets, developing talent, and aligning HR policies. Critical issues like unpredictable cultures, language barriers, and communication concerns are also discussed. The essay concludes that cross-cultural management is crucial for developing global leaders, training for fast-changing markets, and expanding companies into new territories; solved assignments like this are available on Desklib.

Cross-cultural management
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Introduction
 cross cultural management to global leadership:
evolution and adaptation” is an analysis of the growth
of cross cultural management to global levels, its
impact on different economies in different cultures, and
how the barriers can be overcame(Bird and Mendenhall
2016, pp.112).
 Cultures include mode of dressing, interactions,
religious practices and the way of addressing people.

 The paper analyses the growth of global leadership
 Global leaders are well versed people
 Tasked with ensuring success of the companies
 Formulate the appropriate laws and practices
 Navigate through many challenges

 The authors discusses how to accommodate differences
 Scholar focused on understanding of organisation behavior
 Changes on organizational structures due to globalization.
 Managers have been tasked with formulation common values
 Values are shared by both mangers and employees
 Values are inclusive and put into consideration(Chanlat et al.
2013, pp.83)
 Research analyses how the expatriates are selected
(Matsumoto and Hwang 2013, pp. 853).

Category of cross cultural management
 Four categories of the study:(Stahl and Tung 2015, pp.
403).
 Unicultural or monoculture study focusing on how organisation
takes place(Ang et al. 2015, pp. 47).
 Comparative study
 Intercultural analysis
 Global study

..Continuation..
 Unicultural or monoculture: focus on ho organisation takes
place an example is study of Sri Lanka association of the
advancement of science(Dupuis 2014, pp. 78).
 Organisation looks down upon emerging cultures
 Another example is Germany, organisation not allowing other
cultures(Jiang et al. 2015, pp. 52).
 Comparative: examines how the organisation are managed

..Continuation..
 Case study: the economic relation between Poland and turkey
(Woldu et al. 2013, pp. 2454).
 Cultural differences and practices are deeply rooted
Intercultural analysis
 Studies the relations of two or more organisation members
 Canadian multicultural education foundation is an example of
intercultural organisation(Adekola and Sergi 2016,
pp.102).

Growing cultures through events and articles
 Global study: leaders is exercised globally
 Global study has been growing rapidly in the last few years
 Necessitate the need to apply managers who are well-versed.
 It aims at promoting accord and the collaboration in areas such
as human privileges, customers, economic advancement and
assist during crisis.

Important of cross cultural interaction
 Negotiating cultures(Karin Andreassi et al. 2014,
pp.67).
 Growth in the global markets
 Emergence of global leadership
 Sourcing experts
 Talent development

Other importance of the cross-cultural
 Aligning the HR policies and actions across entities
 Navigating right business environments
 Labor force sourcing(Walls and Triandis 2014, pp. 348).
 Employees training (Kreps 2013, pp. 34).
Issues critical in cross cultural management
 Unpredictable cultures, Language barriers, Culture shock,
communication concerns(Ray 2014; Vertamo 2014; Kaynak
et al. 2013; Holden et al. 2015).

Conclusion
 Cross-cultural is crucial field of study for any institution
 Benefits of cross culture management are development
of global leaders, training of efficient in fast changing
global markets, expansion of companies of new
territories, spreading of culture and adopting of new
culture
 Due to inventions and changes in the world on daily
occasions, it is crucial for all groups to venture into the

References
Adekola, A. and Sergi, B.S., 2016. Global business management: A cross-
cultural perspective. Routledge, pp. 5-15
Ang, S. and Van Dyne, L., 2015. Handbook of cultural intelligence. Routledge.
Pp. 66-72
Bird, A. and Mendenhall, M.E., 2016. From cross-cultural management to
global leadership: Evolution and adaptation. Journal of World Business, 51(1),
pp.110-125.
Chanlat, J.F., Davel, E. and Dupuis, J.P. eds., 2013. Cross-cultural
management: culture and management across the world. Routledge, pp. 80-
89.
Dupuis, J.P., 2014. New approaches in cross-cultural management research:
The importance of context and meaning in the perception of management
styles. International Journal of Cross Cultural Management, 14(1), pp.77-83.
Holden, N., Michailova, S. and Tietze, S. eds., 2015. The Routledge
companion to cross-cultural management. Routledge, pp. 33-43.
Jiang, Z., Gollan, P.J. and Brooks, G., 2015. Moderation of doing and mastery
orientations in relationships among justice, commitment, and trust: A cross-
cultural perspective. Cross Cultural Management, 22(1), pp.50-63.
Karin Andreassi, J., Lawter, L., Brockerhoff, M. and J. Rutigliano, P., 2014.
Cultural impact of human resource practices on job satisfaction: A global
study across 48 countries. Cross cultural management, 1(1), pp.63-76