A Global Environment, Motivation, And Communications Across Cultures

It is hypothesized that cultural differences in behaviour will mean differences in HRM practices within different cultures but those within the same cultural cluster will be similar whereas those in different clusters will be dissimilar. Employees and managers from different cultures take decisions in different ways – the processes, behaviours and values are not the same. People have different value orientations as a result of individual psychology, life-stage and generation and assumptions about behaviour determined by cultures are linked to a variety of organisational behaviours.

Chapter I - Introduction 1.2 Problem statement and research questions “To what extent do motivational theories generalize across cultures, in explaining employees’ motivation?”

Rothman stands by the importance of effective leadership in accord with Schmitz, (2012) in “understanding cultural value dimensions in businesses” is significant for an organization. Since Dr. Rothman feels that globalization and new technology have fast, advanced in the last few years, it is also important, like Malonis statement in his article that “companies establishing a global presence devise strategies related to language cultural awareness and sensitivity.” (p. 347). Dr. Rothman understands that the process that an effective leader follows using the skills needed to build up an organization adequately is a combined effort of individuals working together. Recently he made a statement saying, “Ours is an institution that welcomes people from all countries and backgrounds.” It is important that the as a leader that the semantic ethic of any individual that other under their domain treat others that are different from themselves with respect alleviating intercultural conflicts. Knowledge and awareness of cultural values can enable leaders and managers to effectively manage and work through intercultural conflict and interactions (Schmitz,

Mismanaging cultural differences can render otherwise successful managers and organisations ineffective when working across cultures. As stated byOsland (1990, p. 4) ``The single greatest barrier to business success is the one erected by culture''. Hofstede (1983) defines culture as "the mental programming of the mind which distinguishes the members of one human group from another" (Hofstede 1983 p. 25). Through the comparison of Chinese culture and Australian culture using Hofstedes five cross-cultural dimensions: power distance, uncertainty avoidance, masculinity, individualism, and long-term orientation an insightful view into the differences and similarities of the cultures can be obtained (Chong & Park 2003). Human Resource Management

When employees and managers from the US and other countries are mixed together in any intense environment they often bring with them different expectations about workplace success factors, rewards and career development as well as differences in motivational wiring.

Managing a global business with offices in several countries requires excellent cross cultural management skills. The technological development of laptops, mobile phones and internet accessibility has made it near impossible to only interact with people from one culture; in fact it allows many to do business in various areas of the globe, interact and communicate with managers and employees in international offices, and develop a relationship with others through several behavioural etiquette recommendations. The topic of culture has been widely discussed in a variety of instances, and the idea of developing a ‘cultural identity’ for either an individual or a business can be a scary thought, however if accurate research into other cultures and behaviours is completed, organisations and employees should be able to develop empathy and self-confidence. The term ‘culture’ has been defined time and time again and has been vastly overused; however a solid definition has been created by Geert Hofstede, “Culture is the collective programming of the mind distinguishing the members of one group or category of people from others”. (Pieper, 1990) Working in teams of international origin can be rather difficult. The concept of a ‘team’ is usually defined as a number of people working together to achieve a common purpose and be jointly responsible for the work they do, including those working both inside and outside the organisation. (Browaeys et al 2011) Developing

For this assignment I am looking at some of the factors that affect Managers globally: Cultural linked leaderships, Reasons why senior management derail and Why is it difficult to find good managers:

After the involvement of globalization in the 19th century, there has been an increase in global business environment. Most companies are going multinational and building teams that cross national borders and migrate members from different countries to achieve the competitive advantage and gain benefits from concentrating skillset of people around the globe. Although a large portion of these teams are intended to pool resources and increment operational efficiencies, the cultural diversity of team members may create a better learning curve for establishing effective process than culturally homogeneous groups (Gibson & Vermeulen, 2003). Culture contrasts can also make considerable obstacles to successful operation, however these may be unobtrusive and hard to perceive until significant damage has already been done. Managers and individuals from multicultural teams are confronted with the challenge of how to get most of an individual 's qualities, while minimizing coordination misfortunes from communication problems, misunderstandings, language differences and varying work style. According to the above points, this essay will describe the managerial role for controlling the multi-cultural team with different mode of communication preferences, and will give an appropriate example by relating it with relevant academic literature.

This paper is a report on cross-cultural management, with the issues related to cross-cultural management being discussed in the paper. Additionally, the report has produced the future way of cross-cultural management, including how it can be improved in offices relying much on this strategic approach.

In times of rapid globalisation and economic development growth, the environment of business has become more and more complicated as a huge number of firms want to globally expand their businesses. Subsequently, the managerial implications of cross-cultural management is the challenge of this development. As Abbe (2007) states, cross-cultural leadership has developed as a way to understand leaders who work in the global markets. Culture is the “software of mind” that can influence people’s patterns of thinking and behaving.

an extreme is unhealthy and dysfunctional, the same is true for organizations. Thus, instead of trying to maximize anything (decentralization, teamwork, formality, and so on), an organisation should seek to ensure that it maintains a minimal threshold of desirable attributes. The whole challenge of managing across cultures is about balancing the seemingly opposing values and practices in such a ways as to create advantages from them. The research of Evans and Doz is particularly relevant to all areas of strategic HR across cultures. In addition to recognizing that dualities exist and must be balanced, it is clear that HRM requirements become less a matter of having the right people at the right place at the right time, but more a matter of integrating selection, reward and appraisal practices within organizational values which will allow a balanced outcome under a range of cultural conditions.

With the recent enlargement of the European Union in 2004 to 25 member states, which is expected to grow larger in further years, organisations have begun to expand into global organisations. As a function of reduced transportation and information costs and the removal of social and political barriers, the globalisation of business is proceeding at unprecedented and unexpected rates (Wayne Brockbank, Page 64). Now in recent years we have seen the opening up of the markets in China and India, with the world’s largest population. These countries have a much cheaper labour force and so costs are cut considerably and the potential growth that these country’s have its no wonder that business are expanding here. However, these businesses expanding into different countries with different cultures, languages and ways of life they need to take account of all these factors that have never really been a concern to them when they were expanding in their own home countries. HR’s ability to deliver business success, and attempts to accomplish this goal (globalisation), are influenced by the increased competition attributed to globalization, creating and sustaining organizational culture, and

Culture, according to E. B. Tyloe “is that complex whole which include knowledge, beliefs arts, moral, low, custom and othercapabilities acquired by man as a member of a society” quoted in (Nwachukwu C. B. 2000, P. 20). In a similar vein, the concept of culture is a huge one, separating human beings from their culture is impossible. Culture is deep rooted than obvious characteristic like gender, skin colour, race, and physical disabilities (Jashigin 1989, P.20).

Human Resource Management (HRM) is an integral element of any global organisations' international business strategy as globalization is accelerating cultures together faster than ever as the product lifecycles in industries continue to accelerate. In addition to the quickening pace of innovation globally, the accuracy required in terms of knowledge management to ensure these initiatives keep pace with globally-based timelines is more critical than ever. While accuracy, acuity of information sharing and the continual pace of global innovations quickens, cultural constraints continue to keep global organisations' from attaining the greatest potential. These cultural constraints, so nuanced and imperceptible to many managers with an ethnocentric mindset, are what HRM professionals excel at ascertaining the relative impact of on global business strategies. Planning for the dichotomies between cultures, beyond the obvious to the nuanced in incorporating the five cultural dimensions as defined by Geert Hofstede, are essential for any global organisation to attain its strategic plans and objectives across multiple locations and cultures (Hofstede, 1998). HRM professionals have the critical role of navigating global organisations to this critical business objective.

Multinational companies (MNCs) gradually more control the world’s markets, and are playing an essential role in the globalization of economic movement. In sequence, the need for develop new forms of trans-national management organization is very much necessary where MNCs manage their employees on an international standard and this is viewed as important to the achievement of globalizing strategies (Bartlett and Ghoshal, 1989). A considerable body of literature investigate that transfer of “best practice” in Multinational Companies have been made, dazzling the importance emotionally concerned to the effective management of people from corner to corner national boundaries for Multinational Companies performance (Hofstede, 1980, 1997; Bartlett and Ghoshal, 1989; Adler, 1986; Adler and Ghadar, 1990; Yuen and Kee, 1993; Guest et al., 1996; Ferner, 1997; Edwards and Ferner, 2000). HRM practice from the home country to abroad subsidiary may be hampered by constraints set by the culture and tradition of the host country (Jain et al., 1998). In compare to, home country variation are more likely to create complexity for the “reverse” distribution of practice back from foreign subsidiaries. For trans-national business organization trying to develop “global” best practice, national limitations could be resulting from both the home and host country (Ferner, 1997; Edwards, 1998; Edwards and Ferner, 2000; Zhang, 2001). Dissimilarity in national business systems has influence HRM practice