Change management in a multicultural environment is a challenge for most organizations. This report presents some suitable recommendations for managers to adapt in such environments. It looks at Hofstede’s Cultural Dimensions theory and Kogut/Sing’s Cultural Distance to suggest Mckinseys 7S model of collective change. Cultural diversity is common in global organizations and managers need the right skills and attitude in order to cope. Managing an international Hotel like Four Seasons in cosmopolitan Norway is complex. The management of multiculturalism through personal and professional competencies determines the success of global businesses. The ability of a manager to cope with the diversity includes the acceptance of cultural believes practices and values in Norway. It also involves the acceptance of change as part of cultural diversity. Leaders should be able to give a sense of direction, communicate vision and make sense in the midst of change. Cultural adaptation is one way to manage such diversities. The hospitality industry has immense cultural diversities. This task brings out challenges while providing practical guidance to the management in diversity settings and change management plans. Individual and organizational factors are important in this endeavor. Self-awareness is an important ingredient for managing people and organizations. It guides decision about personal and organizational development.
As the newly appointed General Manager at Four Seasons Hotel in Paris, Mr. Le Calvez is capable because of cultural adaptation. The fact that he comes from France, speaks French and has exposure gives him an advantage. Having a leader from an Anglophone African country would be a challenge. Leading such an organization located in a French country comes with immense cultural challenges. Achieving successful change management processes does not depend on culturally conversant or adaptable managers but professional competencies (Doz, 2013). Leadership role involves creating visions, communicating it and aligning the organization towards achieving it. The Paris project is an opportunity, which enables Mr. Calvez to respond to challenges in the organization.
International travel and tourism has changed positively and negatively. Globalization factors influenced by socio-cultural elements indicate a growing global culture. This does not encourage cultural diversities hence cultural Chameleons find it easier to adapt to the ever-changing cultural environment (Moore & Barker, 2012). It is evident that the rate of change is not constant because of innovation keeps changing in the travel and tourism industries. The sudden emergence of terrorism factors have affected the tourist choice of destinations.
The diffusion of innovation has also brought about transformations in travel practices and operations. People can now easily access airport and hotel services via online portals. Creativity and innovation enhance change (Dawson & Andriopoulos, 2014). The hotel industry is competitive and Four Seasons must embrace the changes in the external environment. Its internal adaptation could be reactive or proactive. The recreation or reorientation of travel and tourism services needs to factor in strategies that give the Hotel a competitive edge.
In Norway, language, gender roles, personalities and values matter. These influence Norway’s norms, values, practices and etiquette. Workers in a multinational organization such as Four Seasons are willing to work in Norway as long as they can overcome cultural barriers. Norway is egalitarian so women have the privilege to perform all tasks. This makes cultural norms and values more significant and ethical factors shape these attributes in people (Knapp, et al., 2013). Culture is crucial in communication and ethics.
Intercultural organizations have pros and cons. In the case of Four Seasons, the cultural dimension approach applies to human behavioral factors (Hofstede, 1984). This approach defines:
However, this has limitations because of other factors such as the cognitive abilities, which are more individualistic. The Cultural Distance approach explains why organizations in cross border operations opt for joint ventures as a strategy of penetrating the new markets using:
However, it also fails to explain employee cultural barriers (Kogut, 1988). Four Seasons might succeed in penetrating the Middle East or Asian markets but convincing employees to work for a Westernized brand poses a challenge.
Therefore it uses a combination of these under the McKinney’s approach, which includes collective leadership, staff, strategy, systems, organizational values, style, and skills (Moran, et al., 2011).
The introduction of Four Seasons organizational culture within a new cultural environment like Norway is bound to encounter challenges. This is an English brand making an entry into Norway, where the Norwegian language and norms apply. Therefore, HR practices consider:
Cultural conflict may arise when the employee does not know what to expect in a new cultural environment. The Scandinavian countries have extremely cold weather compared to the African tropical climate. A manager traveling for work in Norway needs to beware on what to expect. Differences in values, beliefs and norms also tend to create culture shock. Differences in cultural backgrounds implies new lifestyles, food, and beliefs. Although Christianity is widespread across the globe, some employee have to deal with effects of moving to anti-Christian locations. The same applies to lifestyle differences in English speaking and French speaking regions (Freeman, 2015). Segregation or discrimination on racial grounds in rampant in some regions hence heading such organizations may have immense obstacles.
A culturally fit person is able to cope with new values, goals, and practices (Bouton, 2015). The ability to adopt to and accept change starts with the hiring process, which considers professional competence, social connections and personality traits. Such workers easily blend into the organization and the diverse workforce. Contemporary organizations carry out comprehensive interviews to review cultural competencies as part of competitive strategies. It is not enough to have academic qualifications and the drive. Possessing language skills and embracing new practices is a plus.
Employees get their motivation from personal concerns shown by leaders in the organization (Seppala, 2016). Human Resource Management is about managing people effectively. In order for the Four Seasons to develop, it needs motivated and productive workers. The unfreeze-change-refreeze model has 3 stages that allow organizations to take shape. Employees are ready for change if the HR department shows care and respect. Employees should feel encouraged to develop their professional and personal proficiencies (Coleman, 2012).
A good working environment provides training and talent development opportunities for the employees. The change includes coaching and mentoring are important tools for organizational and employee’s personal development. An organization has the responsibility of inspiring its workers to participate in self-improvement. Self-determination theory supports the social and psychological approaches of development through training, work experience and promotions for the best workers (Weimer, 2013). The refreeze stage comes when employees are committed to the change. Through internalization, the hardworking personalities influence the change for the success of Four Seasons.
Self-awareness improves personal and professional capabilities (Baker, 2012). Adaptation to culture calls for respect for differences and values. Acculturation helps to improve cultural existence. This determines the successful interaction of an individual in a multicultural environment. Group interaction starts with individual development through assimilation. As a competent manager with the required intercultural skills, I have strong interpersonal skills, problem solving and people skills. However, I find it hard to convince people against deculturation. As a Potential employee, I have developed skills that help me to integrate with others in an intercultural work environment. For example, language development helps in global communication within an international organization. As a significant influencer in the decision making process, self-awareness helps leaders to identify their strengths and weaknesses for future improvements and self-regulation (Heartherton & Wagner, 2011). Decisions come from the emotional and behavioral factors.
Managing cultural differences starts with self-management (Moran, et al., 2011). Effective Intercultural skills prevents miscommunication, conflict, loneliness and failure to adjust to new environment. As a competent manager, I embrace styles that facilitate for interaction with stakeholders and multicultural systems (Kealey, 2015). Below is a SWOT analysis of my intercultural strengths, and weaknesses. Although I have proficiency in multiple global languages, I find it difficult to cope with the dynamic global culture, which borrows from celebrity lifestyle. Dealing with different personalities in the work place is not easy for me as a manager.
|
Internal |
Strengths · Language and communication skills · Conflict management by expecting differences · People skills through understanding other’s perspectives · Change management |
Weaknesses · Emotional challenges · Group management · Coping with dynamic global culture ( change management |
|
External |
Opportunities · Leadership ( acting as a mediator between cultures) · Training · Learning from others · Project management |
Threats · Conflict management · Stereotyping · Limited common ground/beliefs |
Conclusion
Cultural diversity is part of modern organizations. Competent managers have no choice but to learn how to adapt to these diversities. Accepting change as part of an ongoing process enables professionals to accept diversity. Different theories facilitate for this change. Cultural dimension acknowledges the long term and short-term orientation with comparison of the individualism and collectivism aspects of multiculturalism. On the other hand, the cultural difference approach describes time, space, material goods, friendship and agreements as some factors that shape cultural differences. Managing change in intercultural environments starts with self-knowledge and the identification of the differences.
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