...International Journal of Contemporary Hospitality Management Emerald Article: Expatriation in the hotel industry: An exploratory study of management skills and cultural training Gina Fe Causin, Baker Ayoun, Patrick Moreo Article information: To cite this document: Gina Fe Causin, Baker Ayoun, Patrick Moreo, (2011),"Expatriation in the hotel industry: An exploratory study of management skills and cultural training", International Journal of Contemporary Hospitality Management, Vol. 23 Iss: 7 pp. 885 - 901 Permanent link to this document: http://dx.doi.org/10.1108/09596111111167515 Downloaded on: 29-09-2012 References: This document contains references to 43 other documents To copy this document: permissions@emeraldinsight.com This document has been downloaded 2118 times since 2011. * Users who downloaded this Article also downloaded: * Judie Gannon, Angela Roper, Liz Doherty, (2010),"The impact of hotel management contracting on IHRM practices: Understanding the bricks and brains split", International Journal of Contemporary Hospitality Management, Vol. 22 Iss: 5 pp. 638 - 658 http://dx.doi.org/10.1108/09596111011053783 Hui Chen, Miguel Baptista Nunes, Lihong Zhou, Guo Chao Peng, (2011),"Expanding the concept of requirements traceability: The role of electronic records management in gathering evidence of crucial communications and negotiations", Aslib Proceedings, Vol. 63 Iss: 2 pp. 168 - 187 http://dx.doi.org/10.1108/00012531111135646 François Des Rosiers...
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...Managing cross cultural communication Introduction Globalization is a phenomenon that is in vogue nowadays. In this rapidly changing world to succeed it’s imperative for an organization to adopt the phenomenon of globalization. On one hand globalization cultivates scores of benefits for the organization. On the other hand, it also generates various dilemmas for management. One of these dilemmas is of effective communication management. This phenomenon of globalization presents challenges of understanding and managing cross-cultural communications. According to Stephen Roberts: “Culture is the framework in which we communicate” This suggests that various factors give rise to the problem of cross-cultural communication. These factors include: language, environment, technology, social organization, the perception of authority and non-verbal communications. Having the ability to assess these variables is vital in ensuring for managers to convey messages and conduct business across a wide range of cultures. This paper addresses communication within multicultural project teams and the significance of leadership style in managing cross-cultural communications. The aim of this paper is to reveal different ways or skills that managers need to adopt to make the process of communication effective. Furthermore, this paper sheds lights on variegated barriers that may exist in effective communication process in a cross-culture environment. Literature review Zapf...
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...not just distribution of goods but also doing business with people around the world. Enterprises enter foreign markets in order to expand the market or look for resources or reduce cost etc. However, Multinational Enterprises (MNEs) not only need to know the political, legal and regulatory environment in host country but also the culture difference which is very important to lessen the cultural problems and know how to solve it wisely. Companies may be abandoned by customers or spend a lot of money to recover their reputation if MNEs’ managers do not understand the cultures of the countries they deal with. The influence of international trade liberalization has presented not only substantial opportunities but also some challenges for domestic and international companies (Watchravesringkan 2011). The aim of this essay is to discuss the importance of culture difference to MNEs. In this essay, culture and society will be discussed in the first part. The following part is about the importance of cultural difference to international managers. Finally, it will discuss the methods to understand cultural difference. Dowling & Liesch (2009) state that culture is a system of values and norms those is shared among a group of human beings and form a pattern for living when brought together. Culture is gained knowledge that human beings use to explain experience and develop social behaviour and this knowledge forms values, generates attitudes, and affects behaviour (Luthans and Doh 2012)...
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...NCVER Cross-cultural training and workplace performance Robert Bean Robert Bean Consulting The views and opinions expressed in this document are those of the author/project team and do not necessarily reflect the views of the Australian Government, state and territory governments or NCVER Publisher’s note Additional information relating to this research is available in Cross-cultural training and workplace performance: Support document. It can be accessed from NCVER’s website . To find other material of interest, search VOCED (the UNESCO/NCVER international database ) using the following keywords: cross cultural training; cultural awareness; workplace learning; capacity building; training provider; employee attitude; employer attitude. © Australian Government, 2008 This work has been produced by the National Centre for Vocational Education Research (NCVER) under the National Vocational Education and Training Research and Evaluation (NVETRE) Program, which is coordinated and managed by NCVER on behalf of the Australian Government and state and territory governments. Funding is provided through the Department of Education, Employment and Workplace Relations. Apart from any use permitted under the Copyright Act 1968, no part of this publication may be reproduced by any process without written permission. Requests should be made to NCVER. The NVETRE program is based upon priorities approved by ministers with responsibility for vocational education and training (VET)...
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...Introduction: Back ground of cross cultural management: To understand what cross-cultural management is, it's good to examine the terms separately: cross-culture and management. Cross-culture might simply be understood literally, from one culture to another. Cross-culture could be a development born by market globalization; company goes out of their country to another to try and do business, brings their culture with the businesses to another culture, which means cross-culture. Every country has its own culture, it's perhaps almost like another one, and however they are not a similar. Culture is totally different by its contents and forms, 100 percent of which is what you'll be able to see, like language, behavior, and food and dressing, 90% make the most that is what you cannot see, like beliefs, values, and ways of thinking [Pu jing (2010)]. Cross-culture shows within the variations of the 10 visible and 90%invisible culture content. International organizations are a decent example of cross-culture; they are doing business internationally, anytime they enter into a new country, cross-culture happens with it. The first to introduce the term “intercultural communication” was Edward T. Hall who characterized it as "correspondence between two people of distinctive societies". The expression "Intercultural business correspondence" in the of world business is another presented term which may be characterized as the correspondence that happens inside of associations whereby there...
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...Cross-Cultural Human Resource Management BUS 357 February 20, 2012 Cross-Cultural Human Resource Management Today’s business world continues to evolve to worldly new levels due to the global market. Before globalization began taking place, business was primarily localized or regionalized within villages, townships and kingdoms. The initial changes of transportation’s or shipping’s delivery methods from the beginning of time by just human delivery to the transportation or shipping of goods and people by methods using horses, donkeys, camels, elephants and other animals began to change access to goods and services from more distant areas, lands and cultures. The innovative minds of humanity began the progression of new transportation, travel, shipping and delivery methods with the inventions of wagons, boats, trains and airplanes. These inventions changed the access to goods and peoples from every point on the globe, resulting in numerous progressions and changes to travel, business and industry around the world. Other new technologies of the telegraph, phone, radio, televisions, satellites and the computer have all changed the communication techniques and access to people and information all over the globe. Where it once took possibly hours, days, weeks and even months for communications or information to flow from different locations, the world is able to communicate or access information in seconds today. Different cultures began the progression from receiving...
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...Company report on cross border offshoring management, cultural dimensions and gamification Table of Contents Table of Contents Executive Summary | p.5 | Chapter I – Introduction1.1 Purpose of the Report1.2 Effects of Globalization on Businesses’ 1.3 Company Background1.4 Outline of the Report | pp.6-7 | Chapter II – Cross Border and Offshoring Management 2.1 Introduction2.2 Defining culture2.3 Defining management and cross cultural management 2.4 Offshoring2.5 Key problems in cross cultural teams2.6 Conclusions | pp.8-11 | Chapter III – Analyzing and Explaining Cultural Dimensions3.1 Introduction3.2 Analysis of cultural dimensions and Country Comparisons 3.2.1 Power Distance 3.2.2 Uncertainty Avoidance 3.2.3 Long term orientation 3.2.4 Indulgence 3.2.5 Individualism 3.2.6 Masculinity 3.3 Limitations of Hofstede’s Dimensions | pp.12-17 | Chapter IV – Gamification4.1 Introduction4.2 Defining and Explaining gamification4.3 Gamification’s effects on business4.4 Examples of gamification4.5 Criticism – The dark side of gamification | pp.18-20 | Chapter V – Corporate Social Responsibility5.1 Introduction5.2 Defining and explaining CSR 5.3 The Foxconn and Apple scandal5.4 Recommendations and Actions | pp.21-22 | Chapter VI – Recommendations to Management | pp.23-24 | Chapter VII – Conclusions | pp.25 | References | pp.26-27 | Executive Summary Executive Summary This report provides an analysis and evaluation of...
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...one. 1.1 Expatriation Due to the increasing business activities in today’s world, it is just not enough for a company to be successful in the national market only. Due to globalization, there have been many international investments and mergers and acquisitions. This globalization requires the companies to reflect on new measurements or estimations to stay focused and remain competitive in the global market such as the importance of knowledge transfer and international management development. This means the expatriation and expatriates have become a formula for every international management and companies that are looking forward to achieve their success in the global market (Nikolaeva, 2010). Expatriation is “the process of sending managers to another country to run a subsidiary of a multinational organization. Before departure, the process should include an extensive period of training and preparation to ensure that the managers are familiar with cultural differences, and to reduce the likelihood of culture shock” (Dictionary of Human Resource Management, 2001,...
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...1.0 The Role of Emotional Intelligence In Project and Construction Management Today 1.1 Introduction This literature review deals with the role of emotional intelligence in project and construction management today and argues that, even if it is a relatively new approach and just became more and more important during the last decade, the topic is still not getting enough attention in the contemporary construction industry (Zhang & Fan, 2013). Especially when it comes to larger and more complex or even international and cultural complex projects, a high level of emotional intelligence and competence in the project management might be more necessary and contribute to the project’s success (Müller & Turner, 2007). Therefore this literature review contains an overview of the significant authors, defines the actual term of emotional intelligence, analyses the main issues and positions, summarizes some relevant studies and research and identifies implications for contemporary project and construction management practice. 1.2 Overview As one of the most significant authors Goleman (1995) defines emotional intelligence as the ability of being aware of your own and other’s emotions, recognizing them and even using them to influence people in their actual thinking and behaviour. That is why these abilities are very supportive and at least as important as IQ or technical skills for every leader independent of his industry, in order to achieve better business results (Goleman...
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...Introduction Cultural intelligence will be assessed through this report, analysing whether such thesis can be utilized within our organisation to enhance staff development. Cultural intelligence also called cultural quotient (CQ), can be defined as ‘'the ability to engage in set of behaviours that uses skills and qualities that are tuned appropriately to the culture-based values and attitudes of the people with whom one interacts'(Peterson,2004). Respect for basic rights, human dignity and good citizenship are core human values(Donaldson 1996), understanding differing cultures present through our employees and foreign dignitaries will improve our relations with different cultural belief systems, and adorn more sophistication in our diplomacy. Globalization has dramatically increased foreign trade due to the falling trade barriers, easier emigration possibilities, improved transportation and technological revolutions. ‘Growing interconnections bought about by the globalization process require that both managers and organizations expand repertoires of roles’(Parker,2005). Hence effective communications with differing cultures is more important than ever(Tannen,1985). Culture is man-made part of the environment(Herkovits,1948),management must consider the relativity in such analysis, since absolute meanings cannot be derived due to the differing meanings of cultures explained either through the actor or observer. One may assume cultural idioms using models such as ‘Hofstede’s...
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...CULTURE AND ETHICS IN BUSINESS LEARNING JOURNAL CHALLENGES OF MANAGER’S CULTURAL DIFFERENCES FOR THE INTERNATIONAL BUSINESS ENVIRONMENT Introduction Business today has seen a high surge in globalization. This increase of international business all over has led to a number of ties and relations among people from different culture and nationalities. Managers who still haven’t adapted to the new age managerial skills and are still following the conventional route have found themselves extremely ineffective in the global platform. A need of global managers who understand multi-cultural competencies has arrived and most scholars debate that the working style, values and behaviour of a manager are directly a persona of their national culture. Thus in order to be competitive in this global market, the traditional approach by the managers must transcend to a global one. A global manager is one who has the ability to manage the complexities in a business which is conducted or laid upon multi-cultural diversities. A global manager has many challenges when managing people from different cultures; this includes the people from both High context society as well as low context society. Challenges Lack of communication: When a manager is working with his team members who have different native tongue, it’s most possible at time that the information flow is not constant. Adding to the woes are the multitasking employees and talking to employees over...
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...becomes more multicultural. Eubanks et al. (Samovar & Porter, 2010, p.137) illustrated that ‘cross-cultural or intercultural communication is between individuals and groups whose perceptions and symbol systems are distinct enough to alter communication event’. This assignment discusses what the potential communication barriers across cultures could be and what the solutions are to overcome these cultural challenges. Robbins et al. (2011) indicated that language could be the most common problem in cross-cultural communication, even people use same language could have communication problem because of different age and context groups could use words differently. Except language differences, problems relates to language difficulties, could be semantics, word connotations and tone differences. Semantics could cause communication barrier as there could be some uncommon words within different languages that might be difficult to translate, for instance, there is no direct Russian equivalents for the English terms – efficiency, free market and regulation. Connotations could be another reason to result in language difficulties. Individuals from various nations could imply words differently that incur misunderstanding or confusion. such as for Chinese people, to emphasize the importance of customer service, satisfying customer’s needs and setting highest goal for customers, Chinese enterprise management always train staff to regard customer as God (Han & Sun, 2011), and there is a Chinese saying...
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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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...International Journal of Business and Management; Vol. 7, No. 16; 2012 ISSN 1833-3850 E-ISSN 1833-8119 Published by Canadian Center of Science and Education Cross-Cultural Etiquette and Communication in Global Business: Toward a Strategic Framework for Managing Corporate Expansion Ephraim Okoro1 1 School of Business, Howard University, Washington, USA Correspondence: Ephraim A. Okoro, Department of Marketing, School of Business, Howard University, 2600–Sixth Street, NW, Washington, D.C. 20059, USA. Tel: 1-202-806-1545. E-mail: eaokoro@howard.edu Received: March 22, 2012 doi:10.5539/ijbm.v7n16p130 Abstract The expanding scope of business corporations in the first decade of the twenty-first century is drawing much scholarly attention, and the trend has been described as a fact of life that defies the stretch of human imagination. The concept of global economy has expanded consumer awareness, defined new standards and rules of operations, and increased the need for national and corporate interdependence. Multinational organizations are exploring opportunities around the world, demonstrating sensitivity towards cultural differences in order to gain from the proliferation and growth of international enterprise. Recent studies indicate that while some corporations compete successfully in the global marketplace, others have failed to sustain their competitive advantage because of cultural imperialism or inadequate acculturation of their managers on international assignment...
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..."Organizational Culture and Cross-Cultural Management" Please respond to the following: * Hofstede’s study is an important contribution to cross-culture management research. Analyze the impact that culture exerts on recruitment and selection, training and development, compensation, and task distribution. Determine whether or not there are leadership behaviors, attributes, and organizational practices that are generally accepted and effective across cultures. o * *From the e-Activity, compare the two (2) cross-cultural management theories that you researched to Hofstede’s cross-cultural theory. Determine two (2) fundamental differences and similarities between each theory. The impact the Hofstede’s study had on the cultural context of HRM practices are as follows: Recruitment and selection: In cultures low on “in-group” collectivism such as the U.S., and the UK, individual accomplishments are important selection criteria, and societies high on “in-group collectivism” such as China and Spain put more importance on team-related skills than on individual capabilities. Training and development: While no country has perfect gender equality, societies high on the gender social equality scale have more women in positions of power and similar levels of education as men, such as the U.S, women usually have the same chances for a straight up career progression as men and societies which score low on gender social equality such as Afghanistan and Liberia do not have nearly...
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