...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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...Chapter 7 Cultural Diversity in Cross-Border Alliances Susan E . Jackson Randall S . Schuler Introduction Increasingly, firms are using cross-border alliances to strengthen and maintain their position in the market place . Although often seen as a relatively fast and efficient way to expand into new markets and incorporate new technologies, the success of cross-border alliances is by no means assured . To the contrary, such alliances often fall short of their stated goals and objectives . While some failures can be explained by financial and market factors, the failure of others can be traced to neglected human resource issues and activities associated with managing the cultural diversity present in these organizations . This chapter describes the special challenges that cultural diversity creates for effectively managing human resources within cross-border alliances . Drawing upon the extensive literature regarding the management of domestic alliances and domestic diversity, we offer suggestions for how human resource management practices might be used to improve the success of cross-border alliances . Regardless of industry, it appears that it has become all but impossible in our global environment for firms to successfully compete without growing and expanding through deals that result in cross-border alliances (CBAs) (Lucenko, 2000) . In some industries, e .g., insurance, cross-border alliances provide a means for moving into new markets . In other...
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...Managing cross-cultural staff." ABSTRACT Cross-cultural communication in business is a feature of study that looks at how people from dissimilar backgrounds converse, in comparable and different ways among themselves, and how they handle to communicate crosswise with cultures. In this investigation we will try to find which are the problems and what ways can we find in order to manage better employees from around the world. The plan of the essay is to expand a better understanding of the key points that control cross-cultural communication and international staff managing . 1. INTRODUCTION Anthropology includes all aspects of human behaviors and ideas. Anthropologists study diverse cultures to be more compliant and accommodating, more appreciative and to improve our own culture. Culture influences the business setting and management practices of a country and helps appreciate the differences between countries, it is difficult to determine and shows significant dissimilarity inside a country .A cultural approach does not accommodate transform and tends towards stereotypes. Besides every country has its own position of competitive improvement in its politico-economic ,industrial relations ,training and other requirements for firms and workers in their dealings with the state and culture. The resultant 'varieties of capitalism in different countries mediate the influences of global economy and multinational practices (Armit and Shoemaker ,1993).There is a challenge...
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...MANAGING CULTURAL INTEGRATION IN CROSS-BORDER MERGERS AND ACQUISITIONS Daniel R. Denison, Bryan Adkins and Ashley M. Guidroz ABSTRACT Cross-border M&A has become one of the leading approaches for firms to gain access to global markets. Yet there has been little progress in the research literature exploring the role that culture may play in the success of these ventures. Poor culture-fit has often been cited as one reason why M&A has not produced the outcomes organizations hoped for (Cartwright & Schoenberg, 2006). Cross-border M&A has the added challenges of having to deal with both national and organizational culture differences. In this chapter we review the literature on cultural integration in cross-border M&A and provide a framework designed to help manage the integration process throughout the M&A lifecycle. This framework presents culture assessment and integration as a crucial component to reducing poor culture-fit as a barrier to M&A success. Mergers and acquisitions (M&A) have become a central part of most corporate growth strategies, and an increasing portion of that M&A activity now spans national borders. Indeed, beyond a certain scale, one might say that all M&A is now cross-border M&A. For example, even a merger Advances in Global Leadership, Volume 6, 95–115 Copyright r 2011 by Emerald Group Publishing Limited All rights of reproduction in any form reserved ISSN: 1535-1203/doi:10.1108/S1535-1203(2011)0000006008 95 96 DANIEL R. DENISON ET AL. between two large...
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...MANAGING CULTURAL INTEGRATION IN CROSS-BORDER MERGERS AND ACQUISITIONS Daniel R. Denison, Bryan Adkins and Ashley M. Guidroz ABSTRACT Cross-border M&A has become one of the leading approaches for firms to gain access to global markets. Yet there has been little progress in the research literature exploring the role that culture may play in the success of these ventures. Poor culture-fit has often been cited as one reason why M&A has not produced the outcomes organizations hoped for (Cartwright & Schoenberg, 2006). Cross-border M&A has the added challenges of having to deal with both national and organizational culture differences. In this chapter we review the literature on cultural integration in cross-border M&A and provide a framework designed to help manage the integration process throughout the M&A lifecycle. This framework presents culture assessment and integration as a crucial component to reducing poor culture-fit as a barrier to M&A success. Mergers and acquisitions (M&A) have become a central part of most corporate growth strategies, and an increasing portion of that M&A activity now spans national borders. Indeed, beyond a certain scale, one might say that all M&A is now cross-border M&A. For example, even a merger Advances in Global Leadership, Volume 6, 95–115 Copyright r 2011 by Emerald Group Publishing Limited All rights of reproduction in any form reserved ISSN: 1535-1203/doi:10.1108/S1535-1203(2011)0000006008 95 96 DANIEL R. DENISON ET AL. between...
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...concept that transcends national borders and organizational groups and the emergence of virtual collaboration on international projects requires companies to develop new skills in their employees to be effective in the complexity of today's contexts. The workforces are people, and as we are human, we are all different from various points of view. This paper aims to answer the question: “Is culture really all that International Human Resource Manager is about?” I’ve analyzed the differences between HRM and IHRM based on the concept of diversity, characteristics that influence both topics but in a different way. After this, the next stop is to define IHRM and the concept of culture to reach the conclusion that managing cultural differences in an international team is the major challenge to IHRM. Due to the movement of employees between foreign subsidiaries and headquarters and between foreign locales, HRM professionals are likely to find themselves working on international assignments. Managers working in their home countries but employed by a local subsidiary of a foreign MNE, will have to integrate a local culture and organizational culture into the local operation. The different communication styles, worker motivation philosophies, and organizational structures and frequent lack of understanding of the host country...
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...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 implies...
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...era of globalization, more and more companies tend to choose global virtual team with members of different cultural backgrounds because leaders gradually promote their company to the world. Global projects with using virtual teams are primarily linked through computer and telecommunications technologies across national boundaries. Globalization of the construction industry has brought unique challenges such as coordination among project participants from different countries, and individual’s preferences in decision make and communication. As economic borders between countries come down, cultural barriers will most likely go up and pose new challenges and opportunities for business. Solving the cultural issues has been found to be of crucial importance for the success of virtual teams. This research attempts to characterize cultural differences along the dimension of cultural values and cultural practices Keywords: Virtual global project; Cultural diversity; Project management. Introduction Traditionally, a team-based project requires all team members physically present in a specific location for a period of time. But virtual global project requires a virtual team that members can engage in and deliver projects with limited or no direct physical interaction with other members. It allows multinational enterprises to draw on the widest talent pool available among their global employee base. Team members typically don't need to meet face-to-face, they can use several different...
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...Managing cross-cultural communication in multicultural construction project teams: The case of Kenya and UK Volume 28, Issue 5, July 2010, Pages 449-460 E.G. Ochieng and A.D.F. Price Managing cross-cultural communication in multicultural construction project teams: The case of Kenya and UK Volume 28, Issue 5, July 2010, Pages 449-460 E.G. Ochieng and A.D.F. Price Being an architect and being from a different country (India), I could easily relate to the ‘Managing multicultural teams’ (Brett et all) article we discussed in the class. I got intrigued about the construction industry which is going multicultural these days and where effective coordination is crucial for success. While searching the internet, I came across this article which discusses the importance of understanding different culture and discusses how effective communication can be an important part in success of multicultural construction projects. And we all know that team coordination practices vary with national culture. Experts have warned that engineering education fails to prepare engineers for these differences. This paper discusses the cases of Project Managers of UK and Kenya through their 20 interviews (10 each from both the countries) and shows that communications within multicultural project environments can be effective when project managers demonstrate an awareness of cultural variation in terms of the body language and day to day routine. It shows that one of the critical components of...
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...that your chosen subject is “managing across cultures” First you have to be sure that you understand what this means so that you can define your study and select the right materials. We will cover how you would do this another day! Let us agree that you have decided it is about how a manager should manage a team of staff from different cultural backgrounds. We will not concern ourselves today where exactly you search and find your information. It could be books, newspapers, journals, reports, blogs, Google etc. etc. Again we will cover this another day! You have searched various places and come up with a variety of material. Here are 6 examples for you to compare and contrast. 1. Cross-cultural communication http://en.wikipedia.org/wiki/Cross-cultural_communication 2. Quality management : a cross-cultural perspective http://www.emeraldinsight.com/Insight/viewContentItem.do;jsessionid=4E6779B84E7B9FB1689E81123174751F?contentType=Article&contentId=1786448 3. Cross-cultural training: Learning to make the most of increasing internationalisation http://www.ft.com/cms/s/2/300d8cea-c1f4-11d9-866a-00000e2511c8.html 4. Managing cross-cultural differences http://www.1000ventures.com/ten3_operations/customized/cross-cultural_differences_china-us.html 5. Anthropologists in cross-cultural management (Culture Matters) http://culturematters.wordpress.com/2009/02/28/anthropologists-in-cross-cultural-management/ 6. Handbook of cross-cultural : social behavior and applications...
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...your chosen subject is “managing across cultures” First you have to be sure that you understand what this means so that you can define your study and select the right materials. We will cover how you would do this another day! Let us agree that you have decided it is about how a manager should manage a team of staff from different cultural backgrounds. We will not concern ourselves today where exactly you search and find your information. It could be books, newspapers, journals, reports, blogs, Google etc. etc. Again we will cover this another day! You have searched various places and come up with a variety of material. Here are 6 examples for you to compare and contrast. 1. Cross-cultural communication http://en.wikipedia.org/wiki/Cross-cultural_communication 2. Quality management : a cross-cultural perspective http://www.emeraldinsight.com/Insight/viewContentItem.do;jsessionid=4E6779B84E7B9FB1689E81123174751F?contentType=Article&contentId=1786448 3. Cross-cultural training: Learning to make the most of increasing internationalisation http://www.ft.com/cms/s/2/300d8cea-c1f4-11d9-866a-00000e2511c8.html 4. Managing cross-cultural differences http://www.1000ventures.com/ten3_operations/customized/cross-cultural_differences_china-us.html 5. Anthropologists in cross-cultural management (Culture Matters) http://culturematters.wordpress.com/2009/02/28/anthropologists-in-cross-cultural-management/ 6. Handbook of cross-cultural : social behavior and...
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...dedicated senior management team. Riordan has experienced success with an operation opened in China in the past year and has made a decision to expand by adding a second production site. This new venture presents cross-cultural challenges Riordan has not before faced. Riordan must solve its problem so it can realize its goal of offering more components around the globe. To do this, a nine-step problem-solving model will be applied starting with identifying of issues and opportunities and ending with the optimal solution, implementation of the solution, and an evaluation of the results. Situation Analysis Issue and Opportunity Identification Riordan Manufacturing has an existing facility in China that has been so successful in the past year, the Chief Executive Officer, Dr. Michael Riordan, has decided to look at the potential of expanding the facility to supply additional components globally. The key players represent a wealth of experience in the chemical and plastics industry, international operations, and working within the China province of Hangzhou. However, the management team has less knowledge of cross-cultural issues that could affect the production and delivery schedules for the new facility (University of Phoenix, 2011). Riordan has not considered the differences in cultural values in hiring land motivating labor originating from India, Pakistan, and Korea. Therefore, there is an opportunity to become educated on varying cultural beliefs and values. Additionally...
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...[pic] MANAGING PEOPLE CROSS-CULTURAL CHALLENGES IN INTERNATIONAL BUSINESS Word Count: 2170 Cross-cultural Challenges in International Business Management has been one of the key elements of companies in most cases. A major responsibility of managers at all levels is to encourage organization members to perform to the best of their abilities in ways that help the organization achieve its goals (George & Jones 2002). In order to do so, managers need to first have an understanding of their subordinates. The better managers perceive subordinates, the more they are capable to motivate them. In addition, it is the same situation for manager and customer relations. A manager cannot satisfy his customer unless he has a very good sense of perception. Globalization is a very popular term recently. In a way, this term represents the shortening of distances and disappearance of borders (Friedman 2007). Borders within Europe, at the present, are almost forgotten. As the regulations on FDI were loosened in China with her accession to World Trade Organisation (WTO) in 2001, the three continents America, Europe and Asia are much closer to each other than they have ever been. Multinational corporations (MNC) have spread all over the world. Collaboration with many companies independent of national borders became a must for MNCs to survive. Collaboration with companies all around the world cannot be managed without a multicultural workforce and cultural differences...
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...Lecturer’s name Institution Date Introduction One of the greatest tasks individuals face is communicating across differences resulting from different cultural diversity. There is always fear that exists that what an individual will intend to say will be understood in a way that they never meant it to be due to cultural differences in a team (Chauvet 2009, p. 221). My research team was composed of seven members that were four local students and three Chinese. Through the group activity, I have personally gained a lot from working with my research team on diversity management. The paper analyzes my self-awareness on cross-cultural issues and provides an insight into our chosen research topic ‘benefits and challenges of a cross-cultural team’. The paper further analyzes the implications of diversity management in an organization as a manager. My self-awareness on cross-cultural issues From the group activity, I was able to learn that cultural awareness is the base of communication and it entails the ability of individuals to stand back and become aware of their cultural values, beliefs, perceptions and differences. It is essential for individuals to understand the reason why they do things differently, why they react differently in a particular ways and perceive the world in different ways. Cross-cultural awareness is central when individuals interact with people from different cultures as individuals will evaluate and interpret things in different ways. What can be...
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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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