...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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...successful business. To do this, they must understand what drives their staff. But what if their staff, seem to think and behave in unexpected ways? This can happen when people from very different cultures work together. Organizations are beginning to realize the importance of training their managers to become intercultural competent in order to ensure their staff continue to be motivated and productive. 1. Managing culture / making culture work for you An understanding of culture in organizations can offer insights into individual and group behavior, and leadership. It can help to explain not...
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...THE INTERCULTURAL DEVELOPMENT RESEARCH INSTITUTE www.idrinstitute.org U.S.A: 6203 NE Rosebay Drive. Hillsboro, Oregon 97124 +1 503-268-1025 Italy: Via Francesco Arese 16, 20159 Milano +39 02 6680 0486 idri@idrinstitute.org INTERCULTURAL COMPETENCE FOR GLOBAL LEADERSHIP1 Milton J. Bennett, Ph.D. 1 This reading is an edited compilation of two articles by Milton J. Bennett: “Developing Intercultural Competence for Global Managers” in Reineke, Rolf-Dieter (Editor) (June, 2001) Interkulturelles Managment. Wiesbaden: Gabler Verlag, ISBN: 3409-11794-6 and “An Intercultural Mindset and Skillset for Global Leadership” from Conference Proceedings of Leadership Without Borders: Developing Global Leaders. Adelphi, MD: National leadership Institute and the Center for Creative Leadership, University of Maryland University College, 2001. Over the last twenty-five years, the field of intercultural relations has developed some sophisticated methods for developing intercultural competence. Gone are the days when the only approach to an assignment abroad was “sink or swim.” And fast disappearing are the organizations who still say “the way we do it here is the way we do it everywhere.” It is now possible to prepare global managers and leaders to learn how to learn in new cross-cultural situations, thus speeding up their adaptability and improving their productivity. For experienced hands, the new methods allow them to share their own experience more effectively with the next generation...
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...NAME: Eze Ezekiel Eze TABLE OF CONTENT 1 INTRODUCTION 2 CONCEPT OF HUMAN RESOURCE MANAGEMENT a. INTERNATIONAL HUMAN RESOURCE MANAGEMENT b. INTERCULTURAL WORKING c. INTERNATIONAL ASSIGNMNET 3 THE CONCEPT OF INTERNATIONAL MANAGER, ITS ROLES/FUNCTION AND CONTRIBUTION 4 THE CAPABILITIES AND QUALITIES OF INTERNATIONAL MANAGERS 5 THE CONCEPT OF EXPATRIATION 6 CHALLENGES FACED BY INTERNATONAL MANAGERS ON INTERNATIONAL ASSIGNMENT 7 CONCLUSION AND RECOMMENDATIONS, REFERENCES 1. INTRODUCTION In this time of globalization, the concept of international human resource management has come to be an important aspect for human resource manager in multinationals, in order to have a worldwide vision of managing their expatriates effectively outside their PCN/HCN. The aim of this report is to analyse the statement which says that Effective international managers were said to be those who were flexible, open-minded, adaptable, speaking in foreign languages, and making friends with those of many nationalities (Smith, 1992:46). The report also provides necessary conclusion and recommendation which international managers are to adopt to ensure that employees works more effectively. There are differences between countries yet expatriates are effective in there works because of the role of international manager to see that the expat are successful. This analysis will be done looking at the different roles and attributes...
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...COGNITIVE ORGANIZATION AND IDENTITY MAINTENANCE IN MULTICULTURAL TEAMS A Discourse Analysis of Decision-Making Meetings Jolanta Aritz Robyn C. Walker University of Southern California Measuring culture is a central issue in international management research and has been traditionally accomplished using indices of cultural values. Although a number of researchers have attempted to identify measures to account for the core elements of culture, there is no consensus on those measures. This article uses an alternative method—discourse analysis—to observe what actually occurs in terms of communication practices in intercultural decision-making meetings, specifically those involving U.S.-born native English speakers and participants from East Asian countries. Previous discourse studies in this area suggest that differences in communication practices may be attributed to power differentials or language competence. Our findings suggest that the conversation style differences we observed might be attributed to intergroup identity issues instead. Keywords: intercultural communication; intercultural communication; group communication; discourse analysis; intercultural management; group decision making; communication accommodation theory In an increasingly global economy, multicultural work teams are becoming more commonplace, and fostering teamwork in multicultural teams is a growing challenge. The growing body of intercultural research suggests important Jolanta Aritz is an Associate...
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...EFFECTIVE MANAGEMENT OF MULTICULTURAL TEAM Abstract Multicultural teams have become more common in recent years, and contemporary international management literature has identified that the management of multicultural teams is an important aspect of human resource management. This paper has focused on the positive effects of using multicultural teams. Using data from 20 interviews in Mwanza Tanzania, the results show that management within multicultural team environments can be effective when project managers demonstrate an awareness of cultural variation. Participants further highlighted that, one of the critical components of building multicultural teams is the creation and development of effective cross cultural collectivism, trust, communication and empathy in leadership NAME: SARAH CHRISTOPHER KITELEJA 11/23/2012 EMPOWER STUDENT 2012 COUNTRY: MWANZA- TANZANIA A. Table of Contents 1. INTRODUCTION3 1.2 Objective of diploma paper3 1.3 Significant of the study3 2. BACKGROUND OF THE PROBLEM3-4 3. MANAGEMENT OF MULTICUTURAL TEAM…………………………………………………………………………………...4 3.1 Type of multicultural team & its diversity 4 3.2 Condition for higher performance4-5 3.3 management of Multicultural team……………………………………………………………………………..6-7 3.4 management of Multicultural team…………………………………………………………………………..7-9 4. THE USE OF DMIS IN MANAGEMENT OF MULTICUTURAL TEAM…………………………………………..10-12 5. CHALLENGES IN MANAGING MULTICULTURAL TEAM……………………………………………………………13-14 6. RECOMME...
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...1. INTRODUCTION Multicultural teams have become very common in recent years. With cross border mobility becoming much easier the number of people moving from one country to another has grown significantly. This has also led to more people from different cultural and ethnic backgrounds intermarrying. Their children could be born and grow up in different countries and have hybrid cultural identities. Globalization and the advances in communication and transportation technology have reduced trade barriers and increased interaction among people. Multicultural teams have become more common in our organizations, and contemporary international management literature has identified that the management of multicultural teams is an important aspect of human resource management. Recent studies have focussed on the positive effects of using multicultural teams, for example, Earleyand Mosakowski (2000) stated that multicultural teams are used because they are perceived to out-perform monoculture teams, especially when performance requires multiple skills and judgement. However, there has been little research into construction-specific multicultural teams, and many construction organisations, although expanding into global operations do not fully appreciate the implications and are often unable to respond to cultural factors affecting their project teams. 1.1 Objective of the diploma paper • To explain challenges faced by Multicultural team and how to manage them • To give recommendations on...
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...produce beverages for immediate consumption. The company is headquartered in Atlanta, Georgia. The position I would like to fill is District Sales Manager and it is described below. The District Sales Manager leads the execution of sales initiatives. • The District Sales Manager will have full responsibility for sales execution in all local, regional and national assigned accounts • Responsible for the execution of all sales priorities and initiatives • Understand P&L and manage budgets • Responsible for identifying and developing core talent, including stewardship of the People Development Forum at the Account Manager level. • Coach and develop the team of direct reports while ensuring a culture of learning and development exists throughout the selling organization. • Provide a feedback loop to the department team and Director of Sales on marketplace conditions (includes competition, channel plans, pricing, architecture) Job Requirement: • Bachelor's degree required and Master’s degree preferred. • 10+ years experience in consumer products/direct store delivery sales...
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...and discussing the results of the survey, a number of potential problems experienced by Vietnamese and Americans when communicating were revealed. Based on these barriers, the study provided some concluding remarks of this study. Though the research is in small scale and cannot cover all problems faced by Vietnamese and Americans in intercultural working environment, the author of this study hopes that it will contribute to identifying the problems Vietnamese and Americans may experience and help their communication become easier and more effective. Keywords: Tiếng Anh; Giao tiếp; Giao tiếp nơi công sở Content CHAPTER 1: INTRODUCTION 1.1. Rationale In recent years many researchers in applied linguistics and professionals working for an international company have emphasised the importance of knowledge of different cultures and they agree that globalisation has brought about the growing trend to communicate with people from different cultural backgrounds. With the increasing importance of the Vietnam market in the world economy, many international companies rushed and planned to enter Vietnam to explore business opportunities. International working teams in Vietnam are quite common these days. This has spurred...
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...1. Introduction Over the last decades globalisation has led to diversification of workplaces within businesses. Today, international managers cooperate with business partners inheriting different national cultures. National culture can be defined as “historically evolved values, attitudes and meanings that are learned and shared by the members of a community and which influence their [...] way of life” (Tayeb, 2003, p.10). Hence, the crux for every international manager is to understand the differences in the ways employees, suppliers and clients think, feel and act in different business settings (Hofstede, 1997, p.4). International managers, being capable of managing this challenge, possess a set of intercultural competencies, allowing them to turn cultural diversity into a competitive advantage (Browaeys and Price, 2008, p.215). This information pack provides substantial information about Danish and Brazilian business practices. The subsequent analysis is based upon the theories of the Dutch anthropologists Geert Hofstede and Fons Trompenaars. In particular, Hofstede’s “Uncertainty Avoidance” and Trompenaars’ “Ascription vs. Achievement” have been applied. 2. Theoretical Background Hofstede and Trompenaar are proponents of the ‘etic’ approach. They hold that culture is linked to people’s values. Furthermore they argue that these values can be transferred into universal cultural characteristics. Underpinned by empirical and experimental evidence, both anthropologists...
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...Emerging Roles of a Team in Multicultural Organizations:- INTROCUCTION:- Organizations are made by the group of people who are structured and managed to meet the needs and achieve company’s collective goals. To achieve this teams are made to produce the output effectively and efficiently. The Organizations ways of functioning are to be met with the challenges of globalization. This teamwork has underwent a transformation through the inputs of the people from different cultures. There is no particular definition of an organizational culture which is also proven to be elusive. Today’s organizations and businesses are very much effected by the information technologies at all the levels. Communication technologies also play a major...
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...The Importance of Understanding Culture in International Business | Business Management in an International Context | | The increasing number of interactions between independent countries, companies and people has highlighted the importance of an understanding of global cultures, both national and organisational. Culture plays a large role in the way individuals behave and interact with one another and therefore plays an important role in business interactions across cultures. Many definitions of culture are offered, but one more relevant to culture in international business is : “Culture is the way in which a group of people solves problems and reconciles dilemmas.” (E.Schein 1985) The first way in which countries can be broadly categorized is into either a high context or a low context culture. High context cultures place more emphasis on the importance of group identity. They have a high sensory involvement and participate more readily in bodily contact. Low context cultures prioritise individualistic properties. They use body language less frequently and are monochronic thus placing a high importance on timing and scheduling. Most Northern European countries and other western societies are low context cultures. It has been suggested by the acclaimed social scientist, Norbert Elias (1978) that the development of society and the basis of its’ cultural contexts are closely associated with the prominent historical groups of the region leading to an establishment...
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...AEROSPACE MBA Syllabus & Curriculum 2015-2016 Contact: Phone: +33 5 61 29 48 64 Fax: +33 5 61 29 48 07 E-mail: aerospace.mba@tbs-education.fr TABLE OF CONTENTS Welcome to the Toulouse Business School Aerospace MBA program 3 The pedagogical philosophy 4 The general structure of the Aerospace MBA 4 Assessment guidelines 7 Team Building Seminar and Leadership Development 10 Core Management 14 Process Workshops 23 Electives 34 Corporate mission project / Professional thesis 35 Academic team 37 Administrative and Management Team 39 Appendix I: Details on Multicultural Team Project 40 Appendix II: Details on Corporate mission project / Professional thesis 41 2 Welcome to the Toulouse Business School Aerospace MBA Program Preamble The Aerospace MBA is a post-experience degree seen as a career accelerator or a means to make a career shift after a minimum of 3 years’ professional experience. This MBA is a generalist degree in business administration with a broadening management program linked to the Aerospace sector and environment. The Aerospace MBA has a minimum length of one year of full-time or 2 years of part time study in the wonderful city of Toulouse. The Aerospace MBA will require a significant amount of classroom study or structured contact. In all, the program requires a minimum of 1800 hours of personal work. This MBA program is intellectually demanding...
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...AEROSPACE MBA Syllabus & Curriculum 2015-2016 Contact: Phone: +33 5 61 29 48 64 Fax: +33 5 61 29 48 07 E-mail: aerospace.mba@tbs-education.fr TABLE OF CONTENTS Welcome to the Toulouse Business School Aerospace MBA program 3 The pedagogical philosophy 4 The general structure of the Aerospace MBA 4 Assessment guidelines 7 Team Building Seminar and Leadership Development 10 Core Management 14 Process Workshops 23 Electives 34 Corporate mission project / Professional thesis 35 Academic team 37 Administrative and Management Team 39 Appendix I: Details on Multicultural Team Project 40 Appendix II: Details on Corporate mission project / Professional thesis 41 2 Welcome to the Toulouse Business School Aerospace MBA Program Preamble The Aerospace MBA is a post-experience degree seen as a career accelerator or a means to make a career shift after a minimum of 3 years’ professional experience. This MBA is a generalist degree in business administration with a broadening management program linked to the Aerospace sector and environment. The Aerospace MBA has a minimum length of one year of full-time or 2 years of part time study in the wonderful city of Toulouse. The Aerospace MBA will require a significant amount of classroom study or structured contact. In all, the program requires a minimum of 1800 hours of personal work. This MBA program is intellectually demanding...
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...factors/dimension that affect leadership in the context of multi countries as well as to investigate behavioral styles and practices leaders operating in India and see how Western leadership theories are relevant to these set up. Introduction In today’s world we have emerged from the industrial age, into the information age where knowledge is our most valuable assets. The rapid technological development that have enabled this information age is also affecting the pace at which change is happening in the world. The pace of change is rapidly increasing and in order for organizations to be successful they need to keep up with this pace (Schwarz & Brock, 1998). In a recent business leader review with more than 400 senior executives around the world, forty-one percentages believed that new players from emerging markets will be the main development that will have impact on the business over the coming five years (Accenture, 2010). Their conclusion is understandable, as there have been a big change in the economic power ranking during the last 20 years. The BRIC (Brazil, Russia, India, and China) countries economy has...
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