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Cross cultural challenge related to dialogue in your professional life Management
The cross-cultural issue identified is management. There is a disconnect between managers and employees, especially in cross-cultural work environments. In most cases, organization management does not recognize the different cultures found in the organization and this causes friction between employees. We all have biases that have to do with our upbringing and the culture we learned when growing up. As a manager one should be aware of these biases to ensure that they can avoid them when working in a multicultural environment (Søderberg & Holden, 2002). There are verbal and nonverbal communication styles that could contribute to this challenge. Gestures, facial expressions, and eye contact. There are cultures where keeping eye contact is a sign of disrespect and most people will avoid making direct eye contact. However, I was brought up and taught to always maintain eye contact with the person I am talking with. Facial expressions and gestures are nonverbal means of communication where one uses these to create impactful conversations with their audience. In cross-cultural work environments, one should be certain of the gestures and facial expressions being used to ensure that they are not abusing or passing on the wrong message to the employees. Management should be wary of the employees and be certain that they are communicating effectively using both nonverbal and verbal communication.
Cross-Cultural Management: Issues to be Faced
Purpose of the Study
The purpose of this study was to analyze cross-cultural management. Adler (1983) wanted to establish how the traditional organizational behavior is handled in a cross-cultural environment. Studying cross-cultural management extends the study of organizational behavior by adding a multicultural dimension, which complements international business studies. The author notes that most studies have focused on macro-level instead of the micro-level. There is a strong case build by the authors as she has indicated different studies that have attempted to study this topic and the outcome of the studies. The author has gone ahead and also noted what most other studies have been focusing on and this denotes that there is a link missing.
Social and Cultural Dimension
This study will demonstrate that while technological changes can take place and organizations can be run in the same manner the culture of the people is still maintained. What this means is that an organization in Canada and another in Germany can have the same technology. However, the way the employees behave in those two organizations is quite different. Therefore, it is vital to study organizational behavior from the perspective of cross-cultural management (Adler, 1983). There is bound to be a change and this change is vital if we are to understand how culture plays a vital role in organizations. With proper understanding, organization management will benefit in terms of being able to handle employees and run the organization successfully. The study will bring to the fore the vital insights that will assist management to effectively manage a diverse workforce and still encourage employees to maintain their cultures.
This article is organized around the six central questions that emerged from responses received by panel members. The author has focused on each question and given insights…
…conducted in three different countries namely the USA, England, and Scotland. This made the studies unique and viable for this present study.
The findings give strong empirical support for the facilitative leader and this is supported by other researchers. There is also similarity and congruence between the three studies (Hamlin et al., 2006). All these studies have demonstrated collectively the type of managerial behaviors that managers should have if they are to be perceived by their superiors, peers, and subordinates to be effective. This demonstrates the importance of coaching in leadership.
One should learn how to be a better coach or facilitative leader is they are to effectively communicate with their employees (Hamlin, Beattie, & Ellinger, 2007). Without this attribute, a manager will struggle to explain tasks to his or her subordinates and the employees will struggle to understand or learn how to carry out tasks. This attribute is beneficial as it allows one to demonstrate to the employees how to perform a particular task. Coaching encourages employee learning and development, which ensures the organization has well trained and skilled employees.
Leveraging the outcomes of these two articles is the plan for overcoming the challenge faced. The two articles give information on how one can become an effective leader and be able to overcome the challenge of management in an organization. Combining the results from these two studies, a person can become an effective leader whose employees look up to them. Dialogue seems to be the most effective way of reaching out and expressing oneself to the employees. Persuasion dialogue is vital if…
Adler, N. J. (1983). Cross-cultural management: Issues to be faced. International Studies of Management & Organization, 13(1-2), 7-45.
Hamlin, R. G., Beattie, R. S., & Ellinger, A. D. (2007). What do effective managerial leaders really do? Using qualitative methodological pluralism and analytical triangulation to explore everyday ‘managerial effectiveness’ and ‘managerial coaching effectiveness.
Hamlin, R. G., Ellinger, A. D., & Beattie, R. S. (2006). Coaching at the heart of managerial effectiveness: A cross-cultural study of managerial behaviours. Human Resource Development International, 9(3), 305-331.
Søderberg, A.-M., & Holden, N. (2002). Rethinking cross cultural management in a globalizing business world. International Journal of Cross Cultural Management, 2(1), 103-121.
This disconnect from a cultural standpoint needs more empirical research to further understand and capitalize on from a change management strategy perspective as well. Implications for Individuals Working Multinationally with the Japanese The work completed by Masumoto has major implications not only for expatriates working in Japan yet for anyone going to work for a Japanese company anywhere in a westernized nation. The vast differences in how space is allocated are
Cross-Cultural Management Although it is a cliche of the business world, it is nonetheless also true that no business that neglects - or abuses - its workers can prosper for long. Badly trained, badly prepared, or badly treated workers do not do their best - and indeed, why should they? The best way to get the most out of a worker is to ensure that that worker feels appreciated and respected,
Additionally the theory also provides for instrumentality which is based on the belief that the performance will result in rewards. In essence, valence is the importance linked with an individual on the expected result (Steele, 2011).This expectation is not the satisfaction that employees expect to receive after achieving the goals: it is seen in Haier through recognition. Expectancy is the faith that best efforts will result in better performance.
(Hofstede, 2005, 232) Background of Relativism Dimension A was previously mentioned the idea of cultural relativism in the modern world is based on the fact that colonialism, often seen as an insidious attempt to overrule one culture over another is fundamentally destructive to culture and therefore cannot be applied to business. Individuals and organizations must in the modern world learn to see differences as an opportunity, and overcome the obstacles they
Employees to Foreign Country Sending Employees to Foreign Countries Cross-cultural training is essential when companies opt to send employees to foreign countries to accomplish company's objectives. Sending employees without training them on the diverse culture they will encounter is a bad decision, which can lead to accumulation of losses. In addition, the approach used by the company to train their employees, also plays a role in the success of the employee
Maznevski and Peterson (1997) reiterated that culture is important in the provision of an individual's first impression. Studies have indicated that national culture has a lot of influence on the perceptions of individuals, their behaviors as well as their beliefs as noted by Harrison and Huntington (2000) and Hofstede (2001).In order to fully understand the various cultural dimensions; we present Hofstede's cultural dimensions in the next section. Hofstede's Cultural Dimensions This