...Issues relating diverse and cross cultural workforce R.RAAKESH(12608013) INTRODUCTION The diverse workforce has become a reality today. The impact of cultural diversity varies with the type of environment and firm’s overall strategy. As more and more number of firms move from domestic, multidomestic, multinational strategies to operating as a truly global firm, the significance and impact of cultural diversity increase markedly. Management of cultural differences has become more important for creating advantages and getting competitive edge. Companies must also consider stakeholders as employees. The viewpoints of stakeholders such as shareholders, suppliers, public agencies, and government regulators should be considered in shaping the culture of performance and approaching the diverse markets. In number of situations employees, customers and other stakeholders in the service environment interact to produce the ultimate service outcome. To solve the problem of unfair, inequitable treatment of diverse people, both as employees and customers, managers must recognize that such treatment is bound with bureaucratic structure, subjectivity and irrationality, inappropriate policies and practices, ineffective implementation of human. Companies should completely reshape the working culture that make possible the integration of a broad range of viewpoints that leads to a redefinition of how work gets done and how diverse markets are approached and capitalized upon. All employees...
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...1. How can you see the influence of culture in an organization in the decision making process? As the decisions are taken by the managers and as it becomes impossible for a general manager to oversee every single process of the company and to another extent to personally be involved in every important decision. The culture transmitted by the general manager/owner of an organization is key to push forward the company towards the same objective but also in order to have a good working environment as the individuals of the company might share the way of thinking of their superiors, colleagues… 2. Why Culture is so important from the managerial point of view when a company is growing? It is so important because it is the feeling and atmosphere in which a company grows, simplifying this a lot it would be like a kid that is growing in a good environment at home (and in general in his life) it is expected that the outcome of the life of this kid will be positive but if the kid was growing in a bad environment (comparable to a bad working environment) it is expected that the outcome will be rather negative. 3. When Culture can be a disability in an organization? It can be a disability at times when change is critical to addressing new competitive or technological challenges from unexpected directions. 4. Characteristic of the most effective group in larger organization with different cultures The most effective groups are those that form a culture of their...
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...| Cross-cultural Issues in International Business | Siemens Cross-cultural Issues in China | | | 12/8/2011 | | Table of Contents 1. Introduction ………………………………………………………………………p. 3 2. National culture …………………………………………………………………..p. 3 3.1. Influence of national culture on an organization……………………………..p. 3 3.2. The effect of cultural values on management ………………………………..p. 4 3. Key Dimensions to analyze culture ………………………………………………p. 9 4.3. Hofstede’s dimensions ……………………………………………………….p. 9 4.4. Applying Hofstede’s dimensions on German and Chinese cultures …………p. 12 4. The concept of guanxi …………………………………………………………….p. 14 5. Other effects on organizations in different nations ……………………………….p. 16 6. Solutions to Cross-cultural Issues in International Business ……………………...p.17 7. References …………………………………………………………………………p.20 8. Appendix 1. INTRODUCTION From entry-level workers to boardroom executives, everyone seems to be expanding their business internationally nowadays. (Steers, R., 2010). They all are searching for business opportunities in other nations beside theirs so as to extend their business due to their geographical reach. In addition, when it comes to terms with these chances, they have to deal with many problems, one of which is the national culture. (Leung et al., 2005). Moreover, there are a number of problems that an international business...
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...Cross-Cultural Perspectives 1 Week 5 Cross-Cultural Perspectives ETH/316: Ethics and Social Responsibility University of Phoenix Cross-Cultural Perspectives Cross-Cultural Perspectives 2 McDonald’s is the largest fast food chain restaurant in the world. Ray Kroc founded the franchise in 1955 in California. McDonald’s server millions of customers daily. The company pride itself on their tasty hamburgers and delicious french-fries. McDonald’s is also known for its quick service and its drive through. The company went from one restaurant location, to locations in different states, to a global corporation. McDonald’s continue to thrive on providing meals at a low cost to customers. McDonald’s have more than 30,000 restaurant locations in more than 100 countries around the world. McDonald’s makes billions of dollars each year but they still issues in the global sector (McDonald’s, 2011). McDonald’s established their first restaurant in Japan in 1971 (McDonald’s, 2011). This establishment brought about some issues because of the cultural differences. Some of the issues are food preparation, food organization, and food delivery. Even though McDonald’s way of doing business contradicted with the Japanese ethics, and traditions, through compromise, and social responsibility they have managed to minimized there differences. Besides McDonald’s other businesses have expanded globally such as auto companies like Ford Motor Company. However, their approach was different in comparison...
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...BSBS6009 Cross Cultural Management - Assessment item 4 individual reflective journal (30%) Individual Negotiation Reflective journal (30%) Due date is on Tuesday week 13 The objectives of this assignment are to: Assess student’s ability to apply the knowledge and understanding of cross cultural management and negotiation learnt in this course by critically reflecting on negotiation simulations. Assess student’s ability to identify and analyses issues that were critical to the processes and outcomes of the negotiation simulations. Assess student’s ability to plan for a negotiation. Specific Tasks: This assessment item include four sections each approximately 500 words in length. In Part 1 of your journal, you are required to critically reflect on negotiation simulations from Week 9 to 11 and apply appropriate cultural, communication and negotiation theory/ies to identify and evaluate your own strengths and weaknesses. In part 2 of your journal, you are required to critically reflect your final negation simulation on week 12 and identify your improvements and evaluate processes and application while including effective and ineffective strategies and tactics compare with week 9 to 11. In Part 3 of your journal, you are required to identify the most significant ethical issues surrounding the negotiation simulations from week 9 to 12 and provide recommendations on how could you avoid the issues. Your individual negotiation plan for the Final Group Negotiation...
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...Cultural Sensitivity Company A is headquartered in a regional manufacturing area in the United States. Company A produces engine components that undergo an extra heat-hardening process that provides extended life for engines of heavy-duty trucks, and it provides specialized machined engine components to all major U.S. truck and automobile manufacturers. Company A currently has 5,000 employees in the United States and wants to double its size within the next four years. After establishing through market research that a huge growth potential exists for new entrants of heavy-duty trucks in several target countries, Company A expanded successfully into one European country this past year. The company is now considering expansion into an Eastern Asian market. Senior management believes Company A will more than double company profits with its expansion in the international market. As a member of the expansion team, you will be a key player in ensuring the success of this new venture. You will be responsible for providing assessments, analysis, and written plans for successful furtherance of Company A’s global marketing plan. Your manager at Company A has asked you to submit a detailed marketing approach that the manager will present to the operating committee. Your approach should address any major cross-cultural challenges that may likely surface as Company A expands into an Eastern Asian market. A. Identify one country in Eastern Asia a. After researching a number...
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...MSc Management Cross-cultural Management module Cross Cultural Study of China and America Name of Student Name of Instructor Dated: Table of Contents S. No. | Topic | Page No. | Cross Cultural Study of China and America | | 1- | Introduction | 3 | 2- | Chinese Culture | 3 | 3- | Leadership styles and skills of China | 4 | 4- | Motivating others | 4 | 5- | Trust Builder | 5 | 6- | Talent retention | 5 | 7- | High Performance team | 5 | 8- | Management Style of China | 5 | 9- | The Guanxi | 6 | 10- | Individualism and collectivism | 6 | 11 | America’s Culture | 6 | 12 | Leadership Styles in America | 7 | 13 | Directive leadership | 7 | 14 | Participative leadership | 7 | 15 | Empowering leadership | 8 | 16 | Charismatic leadership | 8 | 17 | Management Styles of America | 8 | 18 | Ethical issues in cross cultural of China and America | 8 | 19 | Compare and contrast between China and USA | 9 | 20 | Conclusion | 11 | 21 | References | 12 | Introduction: This paper consists of cross cultural study of two developed countries named USA and China. These countries are well developed and exist in the major countries of the world. Both have an entire different culture in reference of behavior, leadership styles and management. China is the part of eastern countries and USA is a western country, both have entirely different environment and too far from each other. There are many roles that are involved in any organization...
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...Negotiation, International Marketing Managerial Guidelines for Successful Cross-Cultural Negotiations In international business, understanding the culture is the most important factor that determines success in that foreign market. This will be the foundation for the negotiations and should be addressed prior to any meetings. A company needs to combine the best aspects of each organization to the respective cultures in the foreign market. The negotiations will be successful if the negotiating parties establish an open relationship and gain mutual trust. Several factors to consider prior to negotiating in international business are minimizing distrust and stereotyping, overcome communication issues, and relationship development. (Ready) Minimizing distrust and stereotyping is a common issue that can deeply affect any negotiations. This can be rooted from the idea of assuming the values and mannerisms of the culture in the foreign market. For example, when McDonald’s decided to enter the market in India, they did not assume their beef burgers were going to be accepted in this mainly vegetarian environment. They did their research and adapted their restaurants to the marketplace by offering chicken sandwiches as opposed to beef burgers. They embraced the culture and established a level of trust with the consumers by respecting their culture. (McDonalds) Overcoming communication issues can relate to verbal and well as non-verbal communication. Some cultures prefer...
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...Research Proposal (Ⅰ) Proposed Title (Ⅱ) Introduction (Ⅲ) Brief Literature Review ·Political, Economic and EMJOS ·Cross-cultural and EMJOS ·Gender and EMJOS (Ⅳ)Methodology ·Pilot and Measurement ·Questionnaires ·Individual Interviews ·Comparative Analysis ·Statistic Analysis (Ⅴ)Proposal Research Time-Table (Ⅵ)References (Ⅶ)Appendix (Ⅰ) Proposed Title The Discussion of Education Migration in Metropolises—Based on Japanese Overseas Students (Ⅱ) Introduction The problem of Education Migration has been becoming an international tendency globally in recent years, especially the Japanese Overseas Students (JOS), particularly in metropolises (this research includes three metropolises: Tianjin, Shanghai and Hong Kong). According to current official statistics, the number of Japanese Overseas Students with a bachelor’s degree at above studying in Tianjin (TJ) accounted for 1,906, 1,681, and 1,971 respectively in 2010, 2011, and 2012, dramatically doubling that of a decade ago. As a result of the above situations, I could not help coming up with the questions like why they are primarily female students and what education migration of Japanese Overseas Students (EMJOS) could bring to the political, economic and cross-cultural aspects of TJ society as well as what attitude we should harbour towards this trend (Appendix 1). I will compare EMJOS with two other metropolises in order to make...
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...Business Memo To: From: Date: 2/5/2014 Subject: Manager-Employee Issues I am writing the memo to share some issues I have with one of my employees. Ten moths ago I hired a salesman with Chinese origin to help the company to take over the Chinese businesses in Plano, Texas. I cannot “click on personal level” with him since the very beginning of our relationship which is causing troubles in our communications. Another reason for our communication problem could be the different cultural background we have and our opposite personalities. I believe employees should be able to connect to their leader to become good followers. I think I am extrovert and should be able to get closer to him over time but there are some other issues that I need to address immediately. I have a problem with Wu’s performance inconsistencies his vision of how things should be done, obviously conflicting with my leadership style. He definitely is able to do “as I say” but not willing - he does not keep daily contact, works outside the office more than normal and his various meetings usually conflict with AccountBack activities and meetings. I do not know if this is based on cross cultural differences or situational leadership. I definitely should consider a mismatch of leadership style and development level of my subordinate. I should reconsider my participating approach towards my employees. It definitely worked for our branch and the financial results are proving it but most of the salesmen...
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...Cross-Cultural Perspectives: Nike Student UoP Ethics 316 June 18, 2012 Week Five Dr. No Instructor Cross-Cultural Perspectives: Nike Nike Corporation grew from a local United States-based footwear distributor to a global marketing giant of athletic footwear, apparel, and equipment. This paper will provide an analysis of the ethical and social responsibility issues Nike must deal with as a global organization. Additionally, the paper will identify Nike’s ethical perspectives and present the exploration of these perspectives across cultures. Ethical and Social Responsibility Issues Nike began globalization through industrializing in countries, such as Vietnam, Malaysia, Indonesia, and Cambodia. The contracting by Nike of suppliers within these regions instantly began providing jobs, which at the time was just good enough to these improvised areas. However, by the end of the 90s Nike’s use of offshore manufacturing suppliers brought revelations of the sweatshop working conditions prevalent in these nations. The ethical responsibility issues Nike had as a challenge because of these sweatshop conditions ran the full gamut. For example Vietnam factories were violating the minimum wage and overtime laws, Cambodia was using child labor, and Malaysia even went as far as employing forced labor to ensure manufacturing requirements were met...
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...uni-erlangen.de 2) University of Melbourne, Department of Management and Marketing, Faculty of Economics and Commerce, Parkville Campus, Melbourne, Victoria 3010, Australia, harzing@unimelb.edu.au Acknowledgements This study was supported by funds from the 'Jubiläumsfondsprojekt Nr. 11618 of the Oesterreichischen Nationalbank'. We thank Professor Gerhard Fink and Dr. Markus Pudelko for their helpful comments on earlier versions of this paper. Abstract Using data collected from 25 interviews with Austrian employees in the European Commission, we explore the conditions under which cultural differences do and do not influence interactions. Previous experience with culturally-determined behaviour and experience working in a foreign language is found to foster norms that reduce conflict based on cross-cultural differences. Time pressure, on the other hand, makes cultural differences, specifically the way that criticism is delivered and the extent of relational-versus-task orientation, more explicit. Our...
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...GMGT 530 GMGT530 Complete Course Click below link for Answer http://workbank247.com/q/gmgt-530-gmgt530-complete-course/28010 GMGT 530 Week 1 Organizational Behavior Issues Paper ABC, Inc. is a competitor of your organization headquartered in a different country on a different continent. ABC has just announced that its shareholders approved the acquisition of your company. As the CEO in the acquired company, you have been asked to start the process of creating the changes necessary to make the merger-acquisition successful. You are being held accountable for maintaining your organization’s performance measures while dealing with the human elements of this situation. Resources: University Library and textbook readings Write a 700- to 1,050-word paper describing the key challenges that will face the organizations as they merge. To accomplish this, you must complete the following: * State the assumptions you will use for your analysis; specifically, identify the industry for both companies and the country where each company is located. In addition, identify the specific organizations you will be discussing. Select a company, for example, that will be ABC, Inc. for your specific situation. * Identify the elements of your organization’s culture and your perceptions of the importance of each element for your organization to operate effectively. * Use the text reading and at least three peer-reviewed sources from the University Library resources to identify the key...
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...in the nation of each company. These figures give us more details about what is the position of each company and the role played among their competitors in their country. This provides us a better understanding of the positioning and vision for both sides. 3) The preference of representatives in both teams Before the negotiation, our team members have spare lots of time sit together talk about and change our opinions. During this time, we have already known each other’s characters and have dividing the work responsibilities and allocate them to each person. That is the first part called self-exploration. In addition, analysis the members in opposite team are as important as the first part. Same as us, even though built on the multi-cultural foundation, with a mix of Indian, Chinese and Sri Lanka, all of us come from the high-text and masculinity society, and the sex ratios in both teams are same. This endows us a balance between the two teams. During the negotiation, we can use...
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