Cross-Cultural Management: CQ, Hofstede Model, and Workplace Harmony

This report examines the principles of cross-cultural management, emphasizing the importance of cultural intelligence (CQ) in navigating diverse workplace environments. It explores the impact of cultural differences on organizational behavior and highlights strategies for fostering inclusivity and harmony. The report discusses the significance of the Hofstede model in understanding cultural dimensions and provides insights into managing conflicts arising from cultural heterogeneity. It underscores the benefits of a culturally diverse workforce, including enhanced creativity and improved decision-making. The report also addresses the components of CQ, including knowledge, drive, strategy, and action, and their role in adapting to cross-cultural situations. Ultimately, the report advocates for mutual respect, understanding, and the adoption of strategies that promote effective cross-cultural communication and collaboration to achieve organizational success. Reference list includes articles and journals to support arguments.

Running head: CROSS CULTURAL MANAGEMENT
Cross Cultural Management
Name of the Student:
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Author Note

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Introduction
People coming from different cultural backgrounds communicate within a society or a
professional framework, which we refer to as, cross cultural communication. Due to
globalization, intercultural communication has increased and has also acquired significance in
the social spheres. Therefore, cross cultural communication has influenced cultural interactivity
and diversity within a framework. Cross Cultural Management helps in supervising and
managing interaction and differences which exist between different cultures. In a cross cultural
context, differing practices and behavior impact the functioning of companies. Cross Cultural
Management help in efficiently handling conflicts arising from the heterogeneity. This help in
bridging the differences and thus, maintain a healthy environment for work.
Discussion
In the article, it is discussed about the ability of people to connect with one another in a
work environment, which is classified as CQ or Cultural Intelligence Quotient. It states that
cultural intelligence allows a person to be agile in situations where (s)he engages with people
coming from different cultural backgrounds (Stahl et al. 2017). Culture difference often create
conflict due to varying responses to situations. It does not always happen that people have same
opinions or preferences. However, it is important to respect each other and the difference. It is
also expected that a mutual acceptance will develop to negotiate and accommodate the
difference.
When people coming from different culture come together and work for the same
organization, it is important to be compassionate and considerate before everything. This helps in
overcoming the cultural barriers and maintain the feeling of belongingness which everyone
should have towards the organization. (French 2015) It is therefore, needless to say that a person

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with effort and an open mind can develop and expand their cultural intelligence to cope with
such situations. There can be unfamiliar situations where difference in opinions can lead to
conflicts between colleagues in a given situation. Organizations develop plan and strategies in
order to manage cross cultural differences. It often happens that people are isolated and
disrespected by others on recognition of the cultural differences (Mazanec et al. 2015). This
leads to negativity and unfavorable situations for the company.
A company always intends to have the most talented people on board to do their work. In
order to do so, it is important to be inclusive in nature. Acknowledgement of differences is very
important to work together in an organization with diverse culture. Some people observe and
identify the cultural gap sooner than other, because of their sharp ability to do so. However, it is
important to accommodate the differences and still connect with the other to build an operational
environment within the workplace (Bakir et al. 2015). Some organizations follow models in
order to effectively manage the differences which lead to unhealthy competition and friction
among employees coming from different background. It is important to understand, for an
organization to integrate them and motivate to focus on the greater objective of aiming towards
success and collective good. In a globalized world, mutual respect is very important to work
efficiently. There are numerous benefits of working together and collectively working towards
the goal. Therefore, maintaining harmony is the key to success in any situation.
In the article, it states that Earley and Elaine Mosakowski in Harvard Business review
explains about the adaptability of a person in such a situation. It is said that a person is more
likely to be able to accustom to cross cultural environment when he/she is indifferent towards or
detached from own cultural backdrop (Thomas and Peterson 2016). The cultural knowledge and
upbringing contribute hugely to the person we become and our responses. The four main

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components which are essential to build cultural intelligence are CQ Knowledge, CQ Drive, CQ
Strategy and CQ Action. These determine a person’s response towards situations as well as
improve them according to situational demands and sensitivity. It is important to learn that
beliefs, nature and values are shaped by our culture (Tjosvold 2017). Being able to handle such
situation enhances the working condition within an organization. The Article intends to highlight
the benefit which can be procured by developing means to be cooperative and understanding
towards one another. It can enhance performance of employees if there are scopes for cross
cultural negotiations.
Culture is not what we know as identity. According to Hofstede’s model, the cultural
union comprises of values, which form the deepest layer. Rituals and symbols become part of
our practices. Some parts of culture are easily seen as they are more like the tip of an iceberg. It
is important to note that most of the part is hidden and not quite represented. The cultural iceberg
in people are mostly composed of layers. These model help the companies to manage and
function effectively which has cultural differences.
In Hofstede’s Cultural Dimensions, it has stated about the importance of identifying a
few components. The organization follow a model in order to bring effective change and manage
cultural diversity in an organization. Cultural conflicts can arise from power, femininity versus
masculinity, individualism versus collectivism and other factors (Tran 2016). These are
applicable generally in many contexts where issues rise from differences. However, in a cross
cultural communication scenario, these differences can be multidimensional. People belong to
more than one categories and groups and such associations shape who we become. Culture
operates invisibly but unavoidably become parts of the layers (Thomas 2015). There are few
types of culture according to Hofstede Model, which are:

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 National Culture: This becomes a part of us, which is based on our national
identity.
 Regional/ Ethnic/ Religious/ Linguistic Affiliation: Every nation have diverse
practices of religion, ethnicity, religion and language. This distinguishes us from
one another even when the least.
 Gender Level: A person also gets culturally shaped by his/her own gender
identity.
 Generation: We are separated from our ancestors by generations. This is a reason
behind different outlook and beliefs.
 Social Level: A person’s profession and other social ties determine the culture
he/she is part of.
 Organizational/Corporate Level: Culture is also determined by the environment
they work in, in an organization. This shape them culturally and influence their
responses.
Cultural differences must be understood as, they are shaped by various associations
which people are part of, throughout their lives. The companies can adopt the Hofstede model in
order to classify the differences, which is very important to eradicate friction and conflict within
a culturally diverse organization. Understanding and classifying them will help in reducing
chances of stereotyping responses and behaviors.
The Article suggests that it is important to be open to culture diversity in an organization
and aim towards negotiating the differences. Acceptance is the ultimate key to maintain healthy
work environment as well as mutual respect. Everyone do not look the same or function
similarly, thus it is very necessary to accept individually and cross cultural diversity in an

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organization. In order to develop and enhance CQ among the employees, it is important to pay
attention to the four factors, as discussed in the article.
Conclusion
Culturally diverse organizations, in the contemporary world are more efficient and
successful. They also add value by employing the best of people, who are culturally diverse. This
equips the company with better ideas, which are assimilated with different thought processes of
people coming from different cultural backgrounds. It is also important to maintain order and
harmony in an organization to maximize success and motivate the employees to deliver their best
efforts. In order to do so, the companies need to follow strategies and ensure proper functioning
of the employees rather than engaging in conflicts due to difference in opinions. The article
states about the importance of having an open mind towards diversity in order to ascertain
inclusivity and coordination.

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Reference List and Bibliography
Bakir, A., Blodgett, J.G., Vitell, S.J. and Rose, G.M., 2015. A preliminary investigation of the
reliability and validity of Hofstede’s cross cultural dimensions. In Proceedings of the 2000
Academy of Marketing Science (AMS) Annual Conference (pp. 226-232). Springer, Cham.
French, R., 2015. Cross-cultural management in work organisations. Kogan Page Publishers.
Johnson, J.L. and Cullen, J.B., 2017. Trust in cross‐cultural relationships. The Blackwell
Handbook of Cross‐Cultural Management, pp.335-360.
Mazanec, J.A., Crotts, J.C., Gursoy, D. and Lu, L., 2015. Homogeneity versus heterogeneity of
cultural values: An item-response theoretical approach applying Hofstede's cultural dimensions
in a single nation. Tourism Management, 48, pp.299-304.
Stahl, G.K., Miska, C., Lee, H.J. and De Luque, M.S., 2017. The upside of cultural differences:
Towards a more balanced treatment of culture in cross-cultural management research. Cross
Cultural & Strategic Management, 24(1), pp.2-12.
Thomas, D.C. and Peterson, M.F., 2016. Cross-cultural management: Essential concepts. Sage
Publications.
Thomas, D.C., 2015. Cultural intelligence. Wiley Encyclopedia of Management, pp.1-3.
Tjosvold, D., 2017. Cross-cultural management: foundations and future. Routledge.
Tran, B., 2016. Communication (intercultural and multicultural) at play for cross cultural
management within multinational corporations (MNCs). In Handbook of research on impacts of
international business and political affairs on the global economy (pp. 62-92). IGI Global.

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www.forbes.com (2019). Council Post: Why Cultural Intelligence Matters (Even If You Never
Leave Home). [online] Forbes.com. Available at:
https://www.forbes.com/sites/forbescoachescouncil/2019/01/14/why-cultural-intelligence-
matters-even-if-you-never-leave-home/#14785ad762d7 [Accessed 4 Sep. 2019].