... Introduction In this assignment, a conscience effort has been made to understand the concepts of “Cross Cultural Management” (CCM). Before we get into the dept, it is important for us to understand “Culture” in broad terms. The expression “culture” can be defined as the inherited values, concepts, and ways of living which are shared by people of the same social group. To simplify further, culture is divided into two kinds; the first is “generic culture” which is essentially a shared culture of all humans living on this planet. The second is “local culture” which refers to symbols and schemas shared by a particular social group. The local culture can also be understood from the simple that every country has a diverse and different culture which may be similar, but it certainly cannot be the same. Culture is different in many forms and contents that include factors that we can see like language, behavior, dressing and food; and others that we cannot see like beliefs and values. With the advent of Globalization, the world is now a global village and the technological achievements of this modern time have brought people closer together than ever. This also means that people from different parts of the world and with different cultural backgrounds are working and communicating together. While this is not only interesting, but dealing with people from different cultures requires conscience efforts in knowing the cultural diversities. This can be further be explained with...
Words: 2003 - Pages: 9
...American Red Cross Organizational Behavior and Communication American Red Cross Organizational Behavior and Communication “Inspired by the International Red Cross movement established to provide assistance to wounded soldiers, the American Red Cross was established in 1881 by Clara Barton and a number of her acquaintances” (Peerbolte, 2011, p. 17). The mission of the American Red Cross remains largely focused on military service members. However, the organization has expanded on its initial purpose. “The American Red Cross was mandated by a modified congressional charter in 1905 to provide assistance to those wounded by war, provide communication between military service members and their loved ones, and to provide assistance to those impacted by disasters” (Peerbolte, 2011, p. 17). The American Red Cross is also a national leader in blood donation services and health and safety training. As a non-profit organization, the Red Cross relies on national volunteers. “Although closely associated with the U.S. government in pursuit of its goals, the Red Cross is an entirely independent volunteer-led organization that is supported by voluntary public contributions and cost-reimbursement charges” (Christie, 2011, para. 1). Organizational Culture “Organizational culture refers to a system of shared meaning held by members that distinguishes the organization from other organizations” (Robbins & Judge, 2011...
Words: 1275 - Pages: 6
...State, and Local Human Service Organizational Structures and Processes Summary National, State, and Local Human Service Organizational Structures and Processes Summary Team A selected three organizations to analyze and understand their organizational structures and processes, and also to compare and contrast their similarities and differences. The organizations selected include the Red Cross, Arizona Child Protective Services, and Native Connections. Each organization will be examined for their organizational structure and whether the organization is governmental, private, for-profit, or nonprofit. The paper will analyze the departments, divisions, or specific areas of program delivery and how the organization builds community. How building community affects the value of the organization will also be discussed. The organizational culture will be examined and why the culture is important to the organization. The Blake and McCanse’s Leadership Grid and Hersey and Blanchard’s Situational Leadership Model will be related to the each organization’s human relations model. A relevant strategic plan or organizational chart for each organization will be examined and a summary will be given of the differences between the national, state, and county or local human service organizations selected. Organizational Structure Organizational structure defines how the organization is arranged and operates (Lewis, Packard, Lewis, 2007). The Red Cross is structured in a combination...
Words: 2257 - Pages: 10
...American Red Cross Wajih Sheikh Com 530 Professor: Thorton American Red Cross [pic] Mission Statement “The American Red Cross, a humanitarian organization led by volunteers and guided by its Congressional Charter and the Fundamental Principles of the International Red Cross Movement will provide relief to victims of disaster and help people prevent, prepare for and respond to emergencies” (American Red Cross, 2010). Vision “It is our vision to assist the American Red Cross in becoming a healthy, effective and harmonious organization capable of equitably and justly resolving conflict in which all stakeholders work seamlessly as one entity, and in which the public places high trust, to provide blood services and humanitarian and disaster assistance consistent with the fundamental American Red Cross principles of independence, neutrality, impartiality, universality, voluntary service, unity and humanity” (American Red Cross, 2010). Philosophy “That the American Red Cross is and ought to be an organization governed, supported, and primarily staffed by volunteers. That paid staff are enablers of, and not substitutes for, volunteers. The principal management roles are filled by teams of volunteers and paid managers working together and sharing responsibility” (American Red Cross, 2010). The Red Cross is an international organization dedicated to war and disaster relief. It originally started in Switzerland in 1859. Clara Barton...
Words: 1063 - Pages: 5
... For personal use only. Cross-Cultural Organizational Behavior Michele J. Gelfand,1 Miriam Erez,2 and Zeynep Aycan3 1 Department of Psychology, University of Maryland, College Park, Maryland 20742; email: mgelfand@psyc.umd.edu 2 Technion, Israel Institute of Technology, Technion City, Haifa, Israel 32000; email: merez@ie.technion.ac.il 3 Department of Psychology, Koc University, Sariyer, Istanbul, Turkey 34450; email: zaycan@ku.edu.tr Annu. Rev. Psychol. 2007. 58:479–514 Key Words First published online as a Review in Advance on October 17, 2006 culture, management, organizations, work The Annual Review of Psychology is online at http://psych.annualreviews.org Abstract This article’s doi: 10.1146/annurev.psych.58.110405.085559 Copyright c 2007 by Annual Reviews. All rights reserved 0066-4308/07/0203-0479$20.00 This article reviews research on cross-cultural organizational behavior (OB). After a brief review of the history of cross-cultural OB, we review research on work motivation, or the factors that energize, direct, and sustain effort across cultures. We next consider the relationship between the individual and the organization, and review research on culture and organizational commitment, psychological contracts, justice, citizenship behavior, and person-environment fit. Thereafter, we consider how individuals manage their interdependence in organizations, and review research on culture and negotiation and disputing...
Words: 22630 - Pages: 91
...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...
Words: 13871 - Pages: 56
...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...
Words: 7716 - Pages: 31
...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...
Words: 7716 - Pages: 31
...The American Red Cross is a humanitarian network that accepts donations of money, blood, and time to help individuals and communities in need. This organization strives to help ease suffering in local communities and communities around the world and because of its assorted collection of volunteers this organization has a very diverse culture. Culture The culture of the American Red Cross is comprised mostly of volunteers from local communities. The American Red Cross culture is describe as being “comprised of ordinary individuals who have the innate desire to do extraordinary things” (“American Red Cross”, 2013). The American Red Cross describes the most important values as compassionate, collaborative, creative, credible, and committed (“American Red Cross”, 2013). Communication The American Red Cross uses PIER Systems to help speed up the internal-organizational and external-organizational communications. The PIER Systems helps maintain consistency and save time drafting internal documents. This system also helps with public relations communications (“PRWeb”, 1997-2013). Communication Based on Culture Based on the culture of the American Red Cross, the organizations has to make sure their communications do not undermine their values. Communications with employees, as well as with the media and public, need to contain only factual information and be written in a language that individuals of all education levels can easily understand. Espoused & Enacted Values The American...
Words: 366 - Pages: 2
...Business, Colliding cultures & Changing Economies ~With the accession of the 21st Century, the developing globalization of business and other expanding pluralistic organizations we need to reconsider the topic of managerial leadership within a much larger perspective than has been the usual practice. Therefore, we offer some observations from empirical research and suggest theoretical directions. We review the subject as it relates to the challenges of transnational business and more specifically with reference to business operations in the emerging and transforming economies of Eastern Europe such as the newly independent regions of the former Soviet Union (FSU). The observed “globalization” of business is the precursor to the growing interdependency of peoples around the world; the development of a “Global Community.” This appears to be an inescapable and major event that is contributing to the dissolution of boundaries between customary disciplines of knowledge, information, technology, countries and peoples around the world. Associated with this phenomenon is an intensifying need to provide a strategic global approach in management education.(Mitry & Thomas, 2000) ~ In the new era of globalization, the traditional approaches with their cross-cultural impotence are too narrowly focused to provide adequate direction for management education, training and practice (Yanouzas and Boukis, 1993). ~The traditional approaches have Western culture as their underlying...
Words: 21951 - Pages: 88
...ELFH 715 Organizational Theory TERM PAPER Leadership for Diversity Management in Multinational Organizations Spring 2008 Introduction The objective of this paper is to emphasize the role of a leader in solving issues related to diversity management that challenge multinational organizations in the era of globalization. Shehata (2004) defines globalization as an increasing interconnectedness that involves “deepened and accelerated movement of information, capital, and people across the planet” (para. 6). The globalization process has been occurring for a number of centuries but its unprecedented growth in the twenty first century is altering the global economy and causing tremendous changes in the management and conduct of business and organizations. Globalization requires multinational organizations to eliminate borders and barriers of trade between nations resulting in a shift in traditional patterns of investment, production, distribution and trade. Due to elimination of geographical boundaries, multinational organizations face some unique cross-cultural people management challenges that can be addressed by effective diversity management initiatives. In this paper, I will present solutions to such unique issues from a hypothetical leader’s perspective. In the first section of the paper, I will explain the concept of diversity management through a thorough literature review, and propose an effective...
Words: 6979 - Pages: 28
...EFFECTIVE TRANSFORMATIONAL LEADERSHIP ACROSS CULTURES: THE ROLE OF CROSS-CULTURAL COMMUNICATION COMPETENCE Dr. Alexi Matveev College of Staten Island New York, NY, USA Dr. Elena Lvina Concordia University Montreal, Quebec, Canada Abstract New theoretical frameworks are needed to better understand effective transformational leadership in different cultural contexts. In this article we illustrate the relationship between transformational leadership and the cross-cultural communication competence frame. We show how national culture orientations and cross-cultural communication competence affect the full range leadership framework and transformational leadership dimensions. Attributes of effective leadership and the choice of communication strategies vary for different cultural contexts; however, the charismatic or value-based leadership dimension contributes the most to universally perceived effective leadership styles. We draw attention to the importance of transformational leadership research utilizing the cross-cultural communication competence construct. Introduction Transformational leaders rely heavily on their rhetorical skills in order to articulate a vision and create meaning for their followers. While the leader's message is important, the process by which it is communicated appears to be just as significant. The communication style is a critical distinguishing factor in whether the leader’s message will be remembered and endorsed. Flauto...
Words: 5071 - Pages: 21
...EFFECTIVE TRANSFORMATIONAL LEADERSHIP ACROSS CULTURES: THE ROLE OF CROSS-CULTURAL COMMUNICATION COMPETENCE Dr. Alexi Matveev College of Staten Island New York, NY, USA Dr. Elena Lvina Concordia University Montreal, Quebec, Canada Abstract New theoretical frameworks are needed to better understand effective transformational leadership in different cultural contexts. In this article we illustrate the relationship between transformational leadership and the cross-cultural communication competence frame. We show how national culture orientations and cross-cultural communication competence affect the full range leadership framework and transformational leadership dimensions. Attributes of effective leadership and the choice of communication strategies vary for different cultural contexts; however, the charismatic or value-based leadership dimension contributes the most to universally perceived effective leadership styles. We draw attention to the importance of transformational leadership research utilizing the cross-cultural communication competence construct. Introduction Transformational leaders rely heavily on their rhetorical skills in order to articulate a vision and create meaning for their followers. While the leader's message is important, the process by which it is communicated appears to be just as significant. The communication style is a critical distinguishing factor in whether the leader’s message will be remembered and endorsed. Flauto...
Words: 5071 - Pages: 21
...Companies 4 Interpersonal Acumen and Leadership Communication in MNCs 4 Various Dimensions of Societal Culture and Effective Leadership 5 Cross-Cultural Dimensions of Leadership Communication in Achieving Goals 9 Recognition of Cross-Cultural Leadership for Attaining Goals 9 Conclusion 10 References 12 Introduction Business scenario at present is changing. This change in business environment has been dealt from different aspects in the form of emerging markets, globalization, exponential rate of change, different competitors, new technologies and many such. In short, it is to be identified that all these aspects lead to development of the concept called multiculturalism. Multiculturalism surely affects multinational companies and ultimately people and business worldwide. Due to changing business environment considerable changes in leadership communication styles have also taken place to cope up with the dynamic market trends. There had been a significant change in management and control focus to that of alignment focus. Also, significant change has occurred in the communication styles as different modes of communication and system of close interaction between the management and the rest of the organization are being introduced. As an inevitable consequence, the culture in multinational companies has now shifted from one-culture thought process to cross-cultural thinking (Mobley and Dorfman, 2003). a. Shift from Control Focus to Alignment – Now days, in today’s...
Words: 4412 - Pages: 18
...the Submission: April 10, 2013 Title of Assignment: Case Decision Making Paper- Red Cross CERTIFICATION OF AUTHORSHIP: We certify that we are the authors of this assignment and that any assistance we received in its preparation is fully acknowledged and disclosed herein. We have also cited any sources from which we used data, ideas or words, either quoted directly or paraphrased. We also certify that this assignment was prepared by us specifically for this course. Student’s Signatures ___________________________________________________ ___________________________________________________ ___________________________________________________ ___________________________________________________ Table of Contents Definition of Problems 3 The Lack of Ethical Culture and Stakeholder Orientation 4 Low Board’s Professionalism 5 Poor Trust and Excessive Emphasis on Marketing 5 Identification of Possible Action Alternatives 6 Analysis of Each Alternative 7 Doing Nothing 7 Hiring a New Board of Directors 7 Developing a New Code of Conduct 8 Developing a New Organizational Strategy to Reconstruct the Ethical Climate 10 Decision 10 Implementation 11 Evaluation 13 Conclusion 14 References 15 Case Decision Making Paper- Red Cross In a world of intensive competition and numerous marketing challenges, maintaining...
Words: 4100 - Pages: 17
