Cross-Culture Management

Topics: Cross-cultural communication, Culture, Geert Hofstede Pages: 5 (1546 words) Published: June 1, 2013

The globalization of the business environment that is being driven by technological and economic factors is resulting in an ever-increasing number of cross-cultural interactions in the workplace. Understanding the influence of culture on interpersonal interactions in organizational settings is now a fundamental requirement of effective international management. In todays international business world we often have to cooperate with people from different cultures. Cross-culture management techniques help cope with this differences so as to better succeed in the diverse environment. Cross-cultural management concerns the interaction of differing cultures in a business environment. When businessmen meet people from other cultures, varying approaches to this cultural management allow for enhanced understanding and cooperation.

Cross-culture management techniques help managers contend with the challenges and opportunities of managing employees in a culturally diverse organizational environment. Increasing globalization has created more awareness of the need for managers to be sensitive to the cultural aspects of decision-making. The techniques hinge on an understanding of the values and beliefs of employees from different cultural backgrounds. Cross-culture management also focuses on the cultural dimensions that characterize different societies, such as an emphasis on collectivism versus individualism. Different cultures bring different sensibilities, values and expectations. In many cases, these various world views affect perceptions as to how business is ethically and respectfully conducted. Knowledge of specific courtesies, protocols and business logic add fluency to these relations and enhance potential partnerships. Language is one of the most vital tools for communication. Cross-cultural management coursework often incorporates language acquisition. Other courses will inform management students of social taboos and specific customs as they relate to various cultures. Since some business travelers encounter "culture shock," cross-cultural management training equips individuals to alleviate the difficult transitions experienced by foreign colleagues and business partners. There are many benefits for the companies using cross- culture management techniques. Companies that are more sensitive to cultural differences in a cross-cultural environment are equipped to make better decisions. Managers attuned to cross-culture management techniques enable smoother workplace relationships. As cross-cultural management become more and more common and its techniques are needed in many areas of business, various position in literature can be found. In The Hofstede Centre one of the books which we can find is “Cultures and Organizations: Software of the Mind, Third Edition” by Geert Hofstede, Gert Jan Hofstede, Michael Minkov. The edition reveals the “moral circles” from which national societies are built and the unexamined rules by which people think, feel, and act, explores how national cultures differ in the areas of inequality, assertiveness versus modesty, and tolerance for ambiguity. I also explains how organizational cultures differ from national cultures—and how they can be managed.

An important position is “Cross- cultural Management: foundations and future” of Dean Tjosvold, Kwok Leung in which cross-cultural management pioneers review the foundations they have laid for understanding our diversity and for improving professional practice and look to the future for important areas to develop. Another position on the market, “Cross-Cultural Management: Essential Concepts” of David C.Thomas, examines cross-cultural management issues from a predominantly psychological perspective. As opposed to being country specific, this book focuses on the interactions of people from different cultures in organizational settings. That is, the approach used is to understand the effect of culture in a way that can then be...
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