Discuss about the Article Review on Cross Cultural Management.
Management has undergone radical transformations according to the workplace requirements. This includes various parameters including cross-cultural. The major drive behind this is the different socio-cultural backgrounds of the employees. The learning process has been transformed according to the learning needs of the staffs. Herein lays the training and the development programs, which has enhanced the awareness of the staffs in terms of dealing with the external challenges (Bird and Mendenhall 2016). Globalization of business has necessitated the need for adopting effective management techniques. For this, the article goes into the flashback for tracing the roots of leadership in terms of comparing the different cultures and their management.
The main emphasis of the author in the article is to grasp the altering business scenarios and gain awareness into the context, which prepared the grounds for the global leadership. Herein lays the importance of international management, which has made the managers acquainted with the ways and means of dealing with the external market forces. This includes the strategies for effective and judicious use of the organizational resources (Bird and Mendenhall 2016).
Adherence to the organizational culture while operating in the external environment reflects the application of effective cross-cultural management techniques. International management is used for cross-cultural management. This is in terms of collaboration of the different cultures. While using the term cross-cultural management, the search of the author is narrowed down.
Leadership has certain stages, which assists in the proper management of the tasks. Management of the different cultures is one of the precursors in terms of emerging as a successful leader in the workplace (Bird and Mendenhall 2016). Global leadership is the tag bestowed on the leader, emerging successful in this direction.
Leadership is needed in terms of maintaining the workplace decorum. This was the connotation according to the earlier connotation of leadership. However, with the advent of globalization, leadership connotes the ability of the personnel to tackle the external pressures in an efficient and effective manner. The article makes mention of Second World War, which brought noticeable changes in the organizational behavior. This compelled the business critics to consider this as a research topic. According to some of the scholars, cross-cultural management found its place in the workplace after workplace culture gained popularity (Bird and Mendenhall 2016). Until 1950, psychology did not appear as one of the determinants of leadership in the journals. Research regarding the cross-cultural management of that stage raised questions regarding the prevalence of the same management practices in other cultures. Typical examples of this are Herzberg’s motivational studies in Finnish workers (1965) and different attitudes expressed by the Soviet workers.
Sophistication in these journals deprives the audience of knowing the different cultures and approaches towards leadership. This absence adversely affected the decision-making process of the personnel. 1960 was the era when the methodological approaches made its appearances in the business journals (Bird and Mendenhall 2016). The phase 1960-1980 focused on the behavioral transformations towards the workplace cultures. The period after the Second World War assisted the companies and organizations to penetrate into the foreign markets for generating high scale revenue. The organizational structure, which gained prevalence in this phase, laid stress on the approach of the expatriate managers towards training and supervising the performance of the local managers. This aspect also considered the similarities between the native and the host countries. Knowledge transfer resulted in enhancing the awareness of the personnel regarding the outsourcing of the activities from the internal environment to the external ones (Bird and Mendenhall 2016).
1980-2000 acquainted the personnel with the aspect of culture. This was the period when organizational structures start taking shapes. The expatriates were alarmed about the need for expanding the scope and arena of their knowledge. This was beneficial in terms of coping up with the external pressures and challenges. Establishing contacts with the external trainers helped the personnel regarding gaining awareness about the workings of the host companies and the foreign countries. These aspects reflect the collaboration between the expatriate and the present managers, relating with the aspect of cross-cultural (Bird and Mendenhall 2016).
Globalization altered the functionalities of the operations managers in 1990. As a matter of specification, globalization resulted in the advent of transnational cultures within the organizations. The shifts in the organizational culture shifted the focus of the managers in terms of the workplace requirements. Behavioral theories can be brought into this discussion. Consciousness towards this direction enhances the organizational values identified in terms of the preserving the culture. Theoretical considerations like behavioral theories prove helpful in understanding the appropriate attitude towards the management and leadership. 2000 was the era when public domain witnessed globalization (Bird and Mendenhall 2016). In the present age, the leaders are entrusted with the responsibility of the global teams. The managers in the present companies and organizations might not be experienced like the expatriates. However, these managers are very well aware of the external competitions and challenges, which the contemporary brands impose. These managers are trained, so that they can undertake the challenging and the enduring tasks. Delving deep into the aspect, globalization is the addition of skills in case of the employees, so that they can be an asset for the companies and organizations in terms of achieving competitive advantage over the other brands (Bird and Mendenhall 2016).
Competition between the brands reflects multiculturalism. This is in terms of the conglomeration of different cultural within the workplace. Dealing with multiple cultures enabled the personnel to span the boundaries, within which they need to remain for securing their market position. These aspects relate with the features of cross-cultural management, where the managers gained awareness regarding the personnel belonging to the other cultures. Here, three perspectives are highlighted by the article- unicultural, comparative and intercultural. Unicultural reflects the management practices within a country (Bird and Mendenhall 2016). Comparative reflected the comparison between two cultures in terms of the managing the workplace performance. Intercultural represented the interactions between the countries, organizations, cultures and personnel.
Cross-cultural management can be related with the intercultural management. The cross intersects the different cultures and the common point is the achievement of goals and objectives. The word management reflects the role of the managers in terms of emerging as leaders for effective management of the business activities. The base of this leadership is unicultural, as at the initial stage, the organizations interact with the different cultures for gaining understanding regarding the marketing tactics of the brands in terms of securing their position in the competitive ambience of the market (Thomas and Peterson 2017).
The business transactions between the brands can be considered as comparative. This comparison reflects the methods adopted by the brands in terms of preserving the workplace culture. Behavioral theory can be brought into the discussion. This is in terms of studying the behavior of the managers while dealing with the managers of the contemporary brands. The presence of mutual understanding between the managers results in te achievement of positive outcomes, which might prove beneficial in terms of expanding the scope and arena of the business. Conflicting mentality in case of the managers is harmful in terms of losing the stability in the market place (Moran, Abramson and Moran 2014). This loss adversely affects the productivity of the companies, compelling the managers to encounter the instances of employee and customer turnover.
Preservation of culture is important in terms of attracting the customers and the clients. This can be done if the managers expose conscious and rational approach towards the management of the business performance. Globalization reflects the expansion of the scope and arena of the business. In this situation, if the managers practice gaming mentality, in terms of grabbing the hot seat, it proves harmful. This attitude reflects a compromise with the needs, demands and requirements of the clients (Gelfand et al. 2017). Here, the cultural aspect attains a negative connotation in terms of catering to the wellbeing of the customers. Along with this, the approach stains the personality of the managers, as they have failed to look after the specific tastes and preferences of the clients and the customers. Herein lays the appropriateness of the feedbacks and surveys, which helps the managers in assessing the effectiveness, appropriateness and feasibility of their performance. This assessment is assistance in terms of making estimates regarding the achievement of the identified goals and objectives. Consciousness, willingness and eagerness is needed by the managers towards upgrading the standards and quality of the business activities (Mendenhall et al. 2017).
Culture is the pride and symbol of reputation for the companies and organizations. Alertness towards preservation of the workplace culture enhances the personality of the personnel. If the personnel expose lackadaisical attitude towards the culture is a shameful act in terms of maintaining the pride and glory of the organization. Training acts as an agent in terms of enhancing the preconceived skills, expertise and knowledge of the managers as well as the employees. Herein, the comparative parameter can be collaborated in terms of making the managers and the employees aware of the other cultures and their ways of managing the business (Gelfand et al. 2017).
Technology, skills, abilities and competencies along with cultural training proves beneficial in terms of making the employees and the managers aware of the cultures of the contemporary brands. Here, the aim is to prepare the employees to tackle with the external challenges and pressures with due consideration of the cultural values. Typical example of this is adopting the means of mutual understanding instead of indulging in conflicts. This adoption adds positivity into the aspect of management. Group discussions can be related with the aspect of “cross-cultural” (Thomas and Peterson 2017). This is because of the conglomeration of different cultures in the process of group discussions.
Planned action and reasoned behavior is needed by the managers in terms of preserving the cultures. This is in terms of achieving positive results in the task of preserving the culture. Planning adopting the means of negotiations helps the managers in understanding the mentality of the other brands. Countering this, interactions are crucial in terms of gaining insight into the tactics of the managers in terms of stepping in the marketing activities. Adopting the means of negotiation is an example of planned action and reasoned behavior of the managers. Behavior is important in terms of exposing the appropriate attitude towards management of the business activities (Moran, Abramson and Moran 2014). Typical attributes of the behavior, in case of the managers, needs to include alert, wise, professional. Caring, understanding and compassionate does not need special mention. This is because these attributes are essential in terms of upgrading the relationship with the employees. Absence of this understanding is essential in terms of moulding the employees into the culture of the workplace.
Understanding and patience from the managers is assistance for the employees in terms of adjusting within the workplace environment. The initial stages require adequate motivation and encouragement (Gelfand et al. 2017). As the employees and the managers belong to different socio-cultural background, therefore, conflicts and differentiation of opinion are bound to occur. Herein lays the appropriateness of training and counseling sessions, which enhances the stability in the relationship between the managers and the employees. The managers here need to respect the culture of the employees and vice versa. This respect adds to the workplace culture and brings the comparative perspective of the culture into the discussion (Thomas and Peterson 2017).
Conclusion
In an age of competition, there is a need for preservation of the workplace culture. This is in terms of ensuring the wellbeing of the customers, which is becoming obsolete in the competitive rat race. This article subside the gaming mentality of the managers in terms of grabbing the hot seat in the competitive advantage. This is done through the means of providing an insight into the cross-cultural management. The different perspectives of cultures broaden the knowledge, skills, abilities and competencies of the businesspersons in terms of preserving the workplace culture. The aspect of “cross-cultural” relates with the interaction between the cultures. Behavioral theories reflect the approach of the managers towards regulation of the workplace activities. These theories are linked with the enhancement of the professionalism of the personnel with consciousness and rationality as a base.
References
Bird, A. and Mendenhall, M.E., 2016. From cross-cultural management to global leadership: Evolution and adaptation. Journal of World Business, 51(1), pp.115-126.
Gelfand, M.J., Aycan, Z., Erez, M. and Leung, K., 2017. Cross-cultural industrial organizational psychology and organizational behavior: A hundred-year journey. Journal of Applied Psychology, 102(3), p.514.
Mendenhall, M.E., Osland, J., Bird, A., Oddou, G.R., Stevens, M.J., Maznevski, M.L. and Stahl, G.K. eds., 2017. Global leadership: Research, practice, and development. Routledge.
Moran, R.T., Abramson, N.R. and Moran, S.V., 2014. Managing cultural differences. Routledge.
Thomas, D.C. and Peterson, M.F., 2017. Cross-cultural management: Essential concepts. Sage Publications.
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