...A report on Managing across Cultures By Kifaa Submitted To Kaddafi Bin Sultan TABLE OF CONTENTS EXECUTIVE SUMMARY - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 3rd INTRODUCTION- - - - - - - - - - - - - - - - - - - - - - -- - - - - - -- - - - - - - - - - - - - 3rd INFUENCE OF CULTURE ON WORKING STYLES - - - - - - - - - - - - - - - - - 4th IMPORTANCE OF TRANING TO MANAGERS- - - - - - - - - - - - - - - - - - - - - 4th DIFFERENT MANAGEMENT STYLES - - - - - - - - - - - - - - - - - - - - - - - - - - -5th i. Collaborative - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 6th ii. Compromising - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 6th iii. Accommodating - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -6th RECOMMANDAION - - - - - - - - - - - - -- -- - - - -- - - - - - - - - - - - - - - - - - - - -6th CONCLUSION - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -7th REFRENCES- - - - - - - -- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -- - - - - - - 8th Executive Summary The Purpose of this report is to make a study on “Managing across Cultures”, and problems faced by the managers working with different cultural employees. This report will also discuss about some methods that could be use by the managers to accomplish cultural diversified staff. Cross Cultural simply...
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... QUESTION. A thorough understanding of the study of culture and intercultural communication must include the influential work of Professor Geert Hofsted. Examine comprehensively the cultural dimension model he came up with. Are there any additional development done by other Hofstede’s finding on cultural groups? INTRODUCTION International business is different from domestic business because countries are different in all nature. We can say that national differences in political, economic and legal system influences the benefits, cost and risks associated with doing business in different countries in the world. Scholars have never been able to agree on a simple definition of culture. In the 1870s the anthropologist known as Edward Tylor gave a definition of Culture as that complex whole which includes knowledge, belief, art, morals, law and other capabilities acquired by man as a member of society. On the other hand Greet Hofsted an expert on cross-cultural differences and management defined culture as the collective programming of the mind which distinguishes the member of one human group from another. He noted that Culture in this sense includes system of values and Values are among the building blocks of culture. While a well renowned Sociologist, by the name Zvinamenwirth and Robert Weber also sees culture as a system of ideas and argues that these ideas constitute a design for living. Greet Hofsted view culture as a system of values and norms that are shared among a...
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...Business ethics across cultures Karen Lovelist XMGT 216 07/25/2010 Elizabeth Berg Business ethics across cultures Urdu is Pakistan’s official language and most widely spoken but in regard to businesses in the country English is generally used. Communication and building relationships are important to Pakistanis they prefer working with people they already know they believe the relationship they have with people they trust is worth more than trying to develop new ones it provides them with a strong foundation which is necessary for business relationships. In the Pakistan culture third party introductions are needed in the relationship. Pakistanis are hospitable people and are bound to ask some personal questions it is their way of getting to know you better. It is best to answer them because it helps in building trust that is important to any business relationship and all business related commitments. Pakistanis are indirect communicators in a group meeting and usually speak in round about fashion, direct communication only happens with people they know and trust Pakistanis are known for their diplomatic talk and would rather say they will try rather than refusing the business deal so be prepared to flatter and be flattered because Pakistanis go out of their way to praise business partners. Business in Pakistan is like doing business with a friend, businessmen feel that telephone numbers are an impersonal way of maintaining a business relationship. Business meetings...
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...Carmetrice White BA590 – Organizational Behavior Assignment 2 July 15, 2014 Case Study: Cooperating and Communicating Across Cultures Globalization has become a trending strategy used by countless corporations where many people of various skill sets travel internationally to work on detail projects. Various cultures use numerous tactics and strategies in the efforts of creating successful outcomes in organizations. Yet, these varieties do not always register well within other cultures. In reading the Case Study: Cooperating and Communicating Across Cultures there were two scenarios give between Americans and Germans that proved that although the workers on the project were very qualified the American way and the German way of working on the project varied tremendously. Since companies have merged to work globally managing diverse cultures has been one of the main challenges. This is pointed out in the case study when the American Jim, in the situation 1 dominated by the Germans, mentioned that he did not like the how the team was a self-managing team and that they seem annoyed when questions were asked. He stated this was not what he was used to since he normally worked sequentially on a clear set of broken down targets and through the process he was able to gather information from his colleagues(Hitt, Miller, Colella, 2011, p 123). When the German, Klaus, came to work in America in situation 2, he stated that he felt American workers...
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...Management Principles Developing Sensitivity Across Cultures ! In her article „Developing Sensitivity Across Cultures,“ published in November 11, 2012, Sonia Kolesnikov-Jessop interviews Gilbert Ghostine, who has been a president of Diageo Asia Pacific, a maker of alcoholic beverages, since 2009. He was formerly managing director, Northern Europe, and president, US major markets and held various senior managerial positions in Africa, Asia, Europe and the United States. With 12 questions Ghostine takes the reader on his journey of becoming a manager. ! The first two questions1 discuss Gilbert Ghostine´s role as a manager. Growing up in Lebanon in tough circumstances and dealing with adversity helped him to learn and improve his leadership and decision making. He also says, that he is still learning today, because the leadership journey is an evolution. That is exactly what we discussed in class. Managers learn to manage through job assignments, formal training and education and relationships, which of course includes the environment one is growing up and living in.2 Furthermore, Ghostine describes his view of leadership as a simple strategy that can be articulated, or communicated clearly to people, so that they can be engaged emotionally with the journey and feel valued. In class we said that a good leader acts as a role model and inspires people3; good communication and engagement are important aspects of good leadership. Sonia Kalesnikov-Jessop asks Ghostine in her fourth...
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...a rapid pace each day and the increase in interaction leads to more difficulties in globalization. What is globalization? Globalization is the history of our world’s countries interacting with one another in ways that exchanges cultural beliefs and behaviors as well as adapting new ideas and customs through the growth of technology and advancement in evolutionary customs. More and more countries interact with one another and it leads to all types of different results in cultural changes. There is proof of a definite loss in cultural among countries affected by globalization. Alongside this growth there is a need for structure, guidance, and training to accommodate managers and employees involved in globalization. Learning about the new cultures is not the only dilemma at hand. One main concern is dealing with payoffs and bribes. This kind of ethical issue can cause serious problems. Because of the frequency of this issue the US congress passed the Foreign Corrupt Practice Act (or FCPA) in hopes of prohibiting the bribery involving US corporations. This brings up another money saving/ethical issue commonly known to globalization, loss of jobs from 1st world countries. It is true that sometimes products cost less to make in other countries. Businesses sometimes utilize the lower costs by moving jobs or entire factories overseas in order to cut labor costs and have a bigger profit. Smaller countries have to deal with the ethical dilemma of the disadvantages of having lesser amounts...
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...Body Art and Ornamentation across Cultures Sheryl Strickland ANT 101 Dr. Cynthia Livingston 08/05/2013 Body Art and Ornamentation across Cultures The skin has been a canvas for human expression for centuries. As a result, body art and ornamentation have been a source of interest among anthropologists beginning as early as the 1900’s, and gaining a strong foothold during the 1970’s. “Inscribed skin highlights an issue that has been central to anthropology since its inception: the question of boundaries between the individual and society, between societies, and between representations and experiences” (Schildkrout, 2004). Through anthropological research, we have learned that many cultures worldwide use forms of body art and ornamentation such as scarification, tattooing (permanent and nonpermanent), and piercings for a variety of reasons, ranging from ceremonial religious rituals to tribal identification purposes. The process of body art and ornamentation signifies a figurative death and rebirth that typically involves a painful experience as a means to encourage an individual’s self-discovery, as well as establishing his/her place in society. For the purpose of this paper, I will explore the various aspects of body art and ornamentation across three specific cultures- the Yoruba’s of West Africa, the Samoan’s of the Pacific Islands, and the Hindu’s of India. Throughout the history of African culture, anthropologists have noted a wide variety of body markings among African...
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...Managing Justly Across Cultures: The Problem of Fairness in International Business Rolf D. Dixon (Corresponding author) Weber State University 3802 University Circle, Ogden, Utah 84408, USA Tel: +1-(801)-626-7542 E-mail: rddixon@weber.edu Cam Caldwell University of Georgia G-2 Brooks Hall, Athens, GA 30602-6256, USA Tel: +1-(318)-446-0129 E-mail: camcaldw@uga.edu Apichai Chatchutimakorn College of Business, McNeese State University Kayla Gradney College of Business, McNeese State University Kochakan Rattanametangkul McNeese State University katekochakan@yahoo.com Received: September 14, 2010 Abstract The aim of this paper is to examine the relationships between organizational justice and the factors that characterize cultural differences. This paper begins by briefly summarizing the nature of organizational justice and by identifying how justice is perceived. Hofstede’s five factors of cultural dimension model, which he developed in his seminal 1980 research on national cultures, is utilized to present characteristics of cultural differences. Ten propositions are then offered which relate to organizational justice and differences in cultural perspectives. These propositions suggest specific management approaches that organizational leaders can adopt to be more effective in dealing with employees from respective cultures. This paper concludes by identifying the importance of understanding the relationship between organizational justice and national culture and suggests research...
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...was growing up in South Philly, she had to walk 20 miles to school (10miles each way)in snow that came up to her chest with her big brother shoes with no hat or gloves. When she left out it was dark and when by time she got home it was dark. When I would complain about having to walk to the bus stop in the winter time, or how cold it was at the time. * Why do myths from different cultures around the world address such similar or universal themes? Think about how myths explain the unknown and the tribulations of mankind. Myths from different cultures around the world address such similar or universal themes because believe it or not everyone around the world goes thru some of the same things. They may be on different levels some more serious than others or even easier, however in some way we all doing the same things, it is just that the culture may be a little different. We all eat to live, wear clothes to protect us from the elements, and seek shelter. The way we are raised may just seem a little more advanced or less advanced than others. Until we open our eyes to different cultures we will always think that. That is why I feel that...
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...Running head: PRACTICE OF HUMAN SERVICES ACROSS DIFFERENT CULTURES AND POPULATIONS Practice of Human Services across Different Cultures and Populations Walden University Practice of Human Services across Different Cultures and Populations In today’s society, demographics and cultural factors has caused organizations to facilitate change. The changing of new organizational patterns are definitely needed due to the increase in the American cultural patterns, (Carter, 2000). “Typically organizational literature dealt with how diversity, rather than cultural patterns, may influence corporate culture. Although organization scholars have paid attention to issues concerning diversity, less attention has been paid to examining the influence of dominant American patterns upon organization,” (Carter, 2000). Upon my completion at Walden University, I hope to become a Child and Family Counselor. As human service professionals, it is important that you are competent and aware of your client’s culture. According to the Department of Health and Human Services, “Child welfare workers can improve their practice with children, youth, and families by increasing their knowledge and appreciation of different cultures,” (US Dept. of Health and Human Services, 2013). An organizations knowledge on an individual’s culture and climate can help to influence social structure. As defined, “organizational culture refers to the shared norms, beliefs, and behavioral expectations that drive behavior and...
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...Article Discussion Title of Article: Ghosn Creating Value across Cultures ___________________________________________________________________ ___ 1. What is the author’s/authors’ purpose in writing this article? The author, presenting the alliance between Renault and Nissan, wants to make perfectly clear that partnering globally is an opportunity. An equal relationship with two winners. He explains the benefits which are produced by the relationship between the two at a corporate level, and the positive effects at the workforce as well. Learning through differences is essential is the send message. Moreover, the author is warning us of the hidden risks. Losing the corporate identity will have as consequence a lack employees’ motivation. Lastly, the author states that motivation is the engine of performance. 2. Name and discuss three major points on which the author(s) focus in their discussion of their primary purpose. Learning through differences: The author describes the different skills of the French, the Japanese and the Americans. The combination of these skills can disentangle difficult situations more easily and multiplies the possibilities of having Eureka Moments. I find this cross cultural consociation remarkable, people from the two edges of the world, coming from different cultures, having different expertise and knowledge, working together, creating a harmonious relationship, allowing to achieve things which differently would need much more time,...
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...attachment types across different cultures AO1: 1. Van Ijzendoorn and Kroonenberg 1988 Method: meta-analysis of 32 studies. Findings: cultural similarity – secure attachment is most common in both collectivist and individualist societies. Cultural difference – more insecure resistant in collectivist (27% in Japan while 3% in UK). 1.5% greater variation within cultures. Shows there is variation both between and within cultures. 2. Ainsworth Uganda Project 1967 Method: observed different universals in attachment behaviour in SS. Findings: cultural similarity - infants observed in Uganda used mother as a secure base for exploration which is similar to UK and US cultures. Suggests there isn’t cultural variation. 3. Grossman and Grossman 1991 Method: studied German children in SS. Findings: cultural difference – German children found to be more insecure avoidant than securely attached due to individualistic culture and emphasis on independence, unlike collectivist cultures which emphasise dependence and cooperation. Suggests there are cultural differences. AO2: 1. Weakness of Van Ijzendoorn and Kroonenberg = small samples. TIAPB only 1 study was in UK, Sweden and China and 2 in Israel, so to base judgement about attachment types of a whole nation on one study is biased not representative of that population. Therefore reliability decreases because findings are hard to generalise as study is not representative or applicable to all children in that culture. 2. Weakness =...
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... Louis Brennan, (2009) "Quality management: a cross-cultural perspective", Cross Cultural Management: An International Journal, Vol. 16 Iss: 2, pp.149 - 164 Keywords: Cross-cultural studies, Culture, Quality management, Strategic manufacturing Article type: Research paper DOI: 10.1108/13527600910953900 (Permanent URL) Publisher: Emerald Group Publishing Limited Abstract: Purpose – The aim of this paper is to present the results of a survey administered across 23 countries that examines quality priorities, practices and performance by adopting Hofstede's national cultural framework. The purpose of this study is to test the validity of the “culture-specific” argument as an explanatory construct for explaining quality management. Design/methodology/approach – Data were collected in 2006 as part of the IV iteration of the International Manufacturing Strategy Survey. The methodology involved the use of a self-administered questionnaire to director/head of operations/manufacturing in best practice firms within the sector of firms classified by ISIC codes (rev.3.1) Divisions 28-35. Findings – From the findings it emerges that whereas differences in priorities can be affected by masculinity and uncertainty avoidance to a very small degree, all the four dimensions of culture significantly affect quality practice and three of the four dimensions affect performance to a greater extent. Practical implications – The paper contributes to the validation of the...
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...A common cross-cultural challenge in managing across cultures is language barriers. If managers are working in another country that does not speak English, the manager will have a hard time effectively communicating with his staff. As a result, now many international companies communicate internally through the English language. Managers are able to communicate with their foreign counterparts through speech and text with English. However, there are many times when the manager will still be forced to learn the language of the country he is working in. For example, if all of the Japanese workers are speaking Japanese, the manager will be expected to communicate in Japanese as well. Another challenge in managing across cultures is cultures. Managers must understand that other cultures do not conduct business the same as they do in the United States. Before doing businesses in other cultures, managers need to study the culture of the country they will be working in. They need to become familiar with business etiquette, time management, dining etiquette, nonverbal communication, religion, and personal space. If managers have an understanding of the previously listed concepts, they will be successful in managing in another country. For example, a manager doing business in Greece should be aware of how Greeks feel about time management. Managers should leave ample time in their schedules when conducting business meetings in Greece. Greeks are not strict about time and it is common...
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...International Management: Managing Across Borders and Cultures, Text and Cases, Seventh Edition SEVENTH EDITION FEATURES • Streamlined text in eleven chapters, with particular focus on global strategic positioning, entry strategies and alliances, effective cross-cultural understanding and management, and develop- ing and retaining an effective global management cadre. The seventh edition has been revised to reflect current research, current events and global developments, and includes company examples from the popular press. In Chapter 1, we introduce trends and developments facing international managers and then expand those topics in the context of the subsequent chapters. For example, we discuss developments in globalization and its growing nationalist backlash— in particular resulting from the global financial crisis. We discuss the effects on global business of the rapidly growing economies of China and India and other emerging economies such as those in Africa, and the expansion of the EU; the globalization of human capital; and the esca- lating effects of Information Technology and the global spread of e-business. We follow these trends and their effects on the role of the international manager throughout the book. For exam- ple, in Chapter 6 we focus further on strategies for emerging markets, while also dealing with changing strategies to respond to economic decline around the world and an increasing level of nationalism in some industries; we have a...
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