An Alaysis of the Importance of Cross Cultural Awareness for Managers Working in the Banking Industry in Saudi Arabia

Cross-cultural communication involves an understanding of how people from different cultures speak, communicate, and perceive the world around them. This type of communication has become fundamental to companies as well as entrepreneurs looking to grow their business, in addition to being fundamental as the workplace has become more diverse. In this line is important to highligh the concept of high- and low-context culture.

Kreitner, R. (2009). International Management and Cross-Cultural competence. (11th ed.). Management. Mason, Ohio: South-Western Cengage

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

Cultural Quotient is the organizational psychology and management theory, and it is all about the continuous learning and aptitude to develop personally through this learning. The differences in the intercultural do remains in the momentous challenge stage in all multinational organizations. Hence to face the challenge there is a need of a new domain of astuteness which immense relevance to the era of escalating globalization and the workplace diverse. For every manager who deals with the employee’s diverse team, competitors, customers and government this cultural quotient acts as an important tool for the successive outcomes (Earley & Ang, 2003). Moreover it will guide the manager in effective management of cross

The use, acceptance, adoption and application of internet technology to businesses to boast their performances are not something new. Saffu et al., (2008), states that there has been a significant increase in the use and application of e-commerce in businesses in the past decade. E-commerce has benefits such as reduction in costs, increased business opportunities, reduced lead time and providing more personalized service to the customers (Turban et al., 2008). Internet banking or e-banking is one of the many tools of e-commerce adopted by the banking industry. Tools of information technology such as internet banking have significantly improved the quality of services offered by the banking

International businesses that are ill informed about the practices of another culture are unlikely to succeed in that culture. One way to develop cross-cultural literacy is to regularly rotate and transfer people internationally.

In this era of Globalisation, cross cultural management is the biggest challenge that is faced by the organisations. Within the business context, cross culture refers to interaction between different cultures. Cross cultural management refers to managing the employees from different cultural background in one environment (Adler, 2008). Cross culture management is a significant issue within the organisations as the success of an organisation depends upon the smooth interaction of the employees. This paper is aimed at providing insight on the cross cultural management and the main issues and challenges relating to cross cultural management. For the purpose of this paper, two articles, “Cross-cultural Differences in Management”, by Amman & Jordan

The term cross-culture means a company's efforts in understanding of different groups in terms of caste, culture, ethnicity, etc. Among its employees, customers, or clients to develop effective communication or marketing efforts to sustain successfully in the globalized market. In today's globalized business environment cultural differences often make any organization unable to operate properly. Cross cultural leadership is becoming increasingly important for success of international trade or business.

As we revel in the wake of Globalization, models of organizations and styles of management are becoming increasingly similar. However, this conversion has a limit. Some cross-cultural differences will not disappear so easily and managers will have to understand and appreciate these cultural ‘oddities' if they wish to run a successful business.

The result of competitive sustainability in International business led to demand of cross cultural theories, cross cultural methodologies and cross cultural training. A suffrage in cross cultural research field can be seen due to absence of capable theory, explaining the role of culture in organizational behavior. In this paper reasons partly responsible for the above and their methodological issues are discussed. The central argument of the paper is that despite of many theories defined by many researchers, there is always a gap i.e., some methodological issues continue to persist. This paper seeks to have an insight into reasons whether cross-cultural theories are effective and based on evaluations, a future research are proposed

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.

According to the works of Chaney & Martin (2011) and Harris & Moran (2000), they agree that international management skills are in need for the increasing scope of international trades and investments. A large number of multinational companies have expanded their businesses through both developed and developing countries. Some of the business invest directly and others are partnership arrangements and strategic alliances with domestic operations. Their studies show that independent entrepreneurs and small businesses have started investing and competing in the world marketplace. Thus, to acquire corporations’ objectives, there is exceedingly a necessity for the development of strategic framework for cross-cultural management and communication in the current competitive global market. Chaney & Martin (2011) also noted that, cultural awareness and cultural differences are strongly important to the multinational corporations’ success. A good understanding of the culture where business is implemented can make international managers productive and effective.

In this real world paper, I researched a case study of Swedish company and its subsidiary in China. In this case study, there are different management styles, employee behaviors and communication ways found between Swedish and Chinese. Both Sweden and China are trying to manage different ways of thinking and behavior while they are communicating with each other. Therefore, both side of the company are having a hard time with cross cultural challenges.

Executive summary: With the globalization of world business, Saudi Arabia has become an appealing market for foreign investors. But there has long been belief that the market of Saudi Arabia is difficult to develop and the culture there is inconsistent with the world. The problem of cross-cultural management arises as the cooperation between Saudi Arabia and its world partners continue to increase at an unprecedented rate. This paper analyses commercial and cultural feature of Saudi Arabia, presenting an understanding on the general cultural differences between Saudi Arabia and Singapore by applying different cultural dimensions. And it explains the influence of Arabia commercial culture on

Aljasser and Sasidhar (2013) stated, “in Saudi Arabia, both traditional banks and women-only banks function in parallel” (p. 9); however, men and women have separated buildings. This study will investigate female Saudi users’ perceptions toward online banking in Saudi Arabia. Statistically, this research will identify the factors that influence Saudi female users to adopt online banking. Online banking services are beneficial for the consumer; it offers remote electronic services for users (Wischnevsky & Damanpour, 2003). A convenient environment to do their transactions through online banking website (Montazemi & Qahri-Saremi, 2015). Also, online banking services can be used either through computers or smartphones (Sukkar & Hasan, 2005; Abdalkrim & Khrais, 2013; Beadnell, 2014).