“In today’s global economy, working with people from different cultures is becoming the norm. Although this brings many rewards it also introduces challenges for both workers and management alike. All managers know that motivating their staff is the key to a successful business. To do this, they must understand what drives their staff. But what if their staff seem to think and behave in unexpected ways? This can happen when people from very different cultures work together. Organisations are beginning to realise the importance of training their managers to become inter-culturally competent in order to ensure their staff continue to be motivated and productive.
The main issues to be discussed in this report are:
• How culture influences working styles
• Different management styles
• The importance of training managers to become inter-culturally competent”
In today’s global economy, working with people from different cultures is becoming the norm. Although this brings many rewards it also introduces challenges for both workers and management alike. All managers know that motivating their staff is the key to a successful business (Vecchi and Brennan, 2009). To do this, they must understand what drives their staff. But what if their staffs seem to think and behave in unexpected ways? This can happen when people from very different cultures work together. Organisations are beginning to realise the importance of training their managers to become inter-culturally competent in order to ensure their staff continue to be motivated and productive.
The main issues to be discussed in this report are:
By analysing these issues in the organisation the management can manage their quality in cross culture perspective.
From the different market research it can be observed that culture always influences the working style in the organisation (Cross Culture, 2015). To make the organisation effective in their performance and to maintain the work environment balanced in the organisation the management needs to focus on the cross cultural management. Oman considered as one of the most desirable location within the Middle East country for developing new business for an organisation. Due to the several benefits most of the organisation operates their business in different region of the world as well as in Oman. Oman has observed as an enormous arrival of global organisations and employees. Operating trade in this Middle East country, conversely, is more complicated than merely go after different standard and corporate policies. Cultural standards or rules originated in Islamic law influence the whole thing from what time and how trade is carried out to organisation design (Cross, 2000).
There are anxieties with the aim of a part of the players that has a convinced cultural correspondence or homogeneity could try to control the team progression and cancel the others effort of the squad (Gesteland, 1999). The leading group inside the squad might attempt to roll assessment towards a way by which they are secure within the organisation. This incident can produce annoying surroundings for the other team members in the organsiation.
Accomplishment of the organisation is stands on recognizing these dissimilarities. Effectual utilize of different cultural teams be able to offer a basis of knowledge and modern thoughts and philosophy to improve the aggressive situation of the organizations (HBR’s 10 must reads on managing across cultures, n.d.). On the other hand, cultural diversity can obstruct with the flourishing achievement of the plans in present multicultural international business society. To accomplish project objective, goals and to keep away from cultural confusion, project managers of the organisation needs to be ethnically responsive and encourage imagination and inspiration by the help of their flexible leadership styles. Due to the cross cultural aspects in the organisation the management of the organisation mainly faces the language, communication and expression issues in their business process. Working styles and methods might also differ when an organisational team obtains a cross-cultural combine of persons in their organisation (Hooker, 2009). Several work cultures promote person thoughts and proffer recompenses for their contributions within the organisation similar to the American’s did for an example. In few of the work cultures individuals are rough with self-government on the work and like better to be attached to the apron sequence of the manager or their head in their decision making time. When the organisation team has a combine of styles of employees, the distinctive team associates may show to be hostile team members at the time the not-so-distinctive individuals could combine into the squad and apparently appear to add very small amount for the team development (Joynt and Warner, 1997). It is significant to make last and obtain the most excellent out of every team associates in spite of the divergence in individuality types.
Management style is very much important for any business operation. To run the business in effective way in the international market it is more important and pivotal role for the managers to adopt effective management style in their business (Lewis, 2000). By the help of effective management style the managers of the organisation can adopt effective leadership style in their business. With the help of effective leadership qualities and style it helps the managers to take a proper decision for the organisation to achieve its desired goals and objectives. One of the attractive things concerning style is that leaders or the managers with the extreme level of elasticity in technique obtain the most excellent results from their individuals (Managing Across Cultures, 2002). Leadership style is not concerning on good or bad things, right or wrong things, leadership style is all about relies on the job, individuals and state of affairs to be deal with.
Autocratic leadership style is one of the most important leadership styles in the organisation. Management adopts this leadership style for taking a decision within a quick session. In this leadership style the manager or the leaders makes all the decision unilaterally. To make the decision the leader not even obtains any ideas and thoughts of the employees (Raz, 2002). This management style is less effective due to the less motivation and job satisfaction in the organisation. In this process of management style the managers or the leaders intimately supervise subordinates of the organisation. The main advantages of this management style is quick decision can be made and effective when utilizing workers. On the other hand the main disadvantages for this management style is, there is no two way communication among the manager and the employee and it built distances between them.
Democratic leadership style is one of the most significant leadership styles within the organisation. Management adopts this leadership style for taking a decision with the help of all the workers and employees thoughts. In this leadership style the manager or the leaders makes all the decision along with the other stakeholders. To make the decision the leader obtains ideas and thoughts of the employees (Schneider and Barsoux, 2003). This management style is very much effective due to the high motivation and effective job satisfaction in the organisation. In this procedure of management style the managers or the leaders permits subordinates to take a part in the decision making process within the administration. The main advantages of this management style are authority is delegated to the employees. Due to the effective style the workers are more motivated and the organisation gets better performance in the competitive field. During the complex decision making time it helps the managers and the leaders to take decision effectively. On the other hand the main disadvantages for this management style are, there is due to the less experience among the workers often workers can give less effective idea which could b harmful for the organisation.
In this leadership style the managers or the leaders completely depends on the team or the group in the organisation for taking any decision and to obtain the task in which manner. To decide their own methods and policies the leaders fully depends on the individuals (Wilson, Hoppe and Sayles, 1996). The main advantages of this leadership or management style are it makes the business more creative and it gives high motivation to the people. The main disadvantage of this style is manager gives full freedom to the employees which lead less effective work environment (Yan, 2005).
Conventional projects, as state projects, might be distressed by behaviour disagreements among the employees. To mitigate the behavioural disagreement among the team and the employees the manager needs to enhance their skills and make the workplace more effective for their better outcomes (Zemke, Raines and Filipczak, 1999). Cultural dissimilarity between project team associates may produce extra misunderstanding all through the development life series. The influence of cultural issues, like as time divergences, language barriers, socio-economic factors, religious assortment, and political affairs could consequence in a normative prototype advising a range of allowable performance so as to give confidence self-interest for the managers.
Conclusion
From the above report study it can be concluded that, due to the cross culture in the organisation the working style might be affected due to the less communication and less similarity among the people from the different region.
By the help of different management style adoption the managers or the e leaders can mitigate the issues regarding the cross culture within the organisation and enhance the quality of their business and services.
Universal project management can do well from side to side effectual leadership style, mutual admiration and cross-cultural communication. To mitigate the issues in the organisation the managers needs to develop their skills and management style by the help of different training and program. To mitigate the cultural dissimilarity between the workers the managers needs to adopt effective communication skill and leadership qualities by which they can manage the overall process and get the effective outcomes in their business.
References
Cross Culture. (2015). Authorhouse.
Cross, E. (2000). Managing diversity–the courage to lead. Westport, Conn.: Quorum Books.
Gesteland, R. (1999). Cross-cultural business behavior. Copenhagen: Copenhagen Business School Press.
HBR’s 10 must reads on managing across cultures. (n.d.). .
Hooker, J. (2009). Corruption from a crossâ€Âcultural perspective. Cross Cultural Management, 16(3), pp.251-267.
Joynt, P. and Warner, M. (1997). Managing across cultures. London: International Thomson Business Press.
Lewis, R. (2000). When cultures collide. London: Nicholas Brealey.
Managing Across Cultures. (2002). [Place of publication not identified]: Center for Creative Leadership.
Raz, A. (2002). Emotions at work. Cambridge, Mass.: Harvard University Asia Center.
Schneider, S. and Barsoux, J. (2003). Managing across cultures. Harlow, England: Financial Times Prentice Hall.
Vecchi, A. and Brennan, L. (2009). Quality management: a crossâ€Âcultural perspective. Cross Cultural Management, 16(2), pp.149-164.
Wilson, M., Hoppe, M. and Sayles, L. (1996). Managing across cultures. Greensboro, N.C.: Center for Creative Leadership.
Yan, J. (2005). A Cross Cultural Perspective on Perceived Leadership Effectiveness. International Journal of Cross Cultural Management, 5(1), pp.49-66.
Zemke, R., Raines, C. and Filipczak, B. (1999). Generations at work. New York: AMACOM.
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