Case Study On Cross Culture

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.

The territoriality principle holds that governments have the right to rule themselves as they see fit.

Traditional expectations hold that, when one is young, it is impossible to be knowledgeable and have the necessary experience and competence to manage successfully.

The training helps contribute to people’s cross-cultural competency and enables them to develop an awareness of cultural difference (Gannon & Poon, 1997; Gudykunst, Ting-Toomey, & Wiseman, 1991; Milhouse, 1996). Black and Mendenhall (1990) suggested that cross-cultural training provides for positive outcomes in terms of people’s cross-cultural skill development, adjustment and performance. Cross-cultural training for expatriate managers was found to have a strong impact on cross-cultural skill development, adjustability and job performance (Deshphande & Viswesvaran, 1992). Gannon and Poon (1997), in a study of MBA students undergoing crosscultural training and education as part of their course, found that that cross-cultural training promoted cultural awareness and confidence on the part of students. This study confirms the general proposition that cross-cultural training increased people’s level of confidence in dealing with others of different cultural backgrounds (Milhouse, 1996).

Hofstede, G., 1993. Cultural constraints in management theories. The Academy of Management Executive, 7(1), pp.81-94.

Doing business in a foreign country is not easy, because many people do not know how to communicate effectively with others of different cultures and background. Statistics show that more than half of international joint ventures fail within two to three years because of a lack of cultural Intelligence. Cultural differences became the main barriers of cross-cultural communication, and therefore overcoming cross-cultural communication barriers has become the common problems in the business world today. Most of the foreigners still cannot fit into a different culture when they have to transfer to another country to work with different people, even they were international business major or have learned the basic concept of international management in their colleges. Therefore, it is better to have someone who are familiar with the culture.

Culture Differences across countries challenges the initial adjustment of employees with the culture. This makes them develop both on the professional and personal level; however, it makes it difficult for the families to adjust to the changing environment. The company encourages multiculturalism as it enables large exploration of ideas

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.

These studies have resulted in identifying five dimensions. These dimensions are masculinity-femininity, power distance, individualism-collectivism, uncertainty avoidance and long term vs. short term orientation. Social psychology between and within many cultures are being investigated actively in many respects and has acquired its own momentum over a long period of time. According to (Draguns, Lee & McCauley, 1999) comparisons with in the cross cultures can be made with the help of personality variables within that culture. As opposed to this, dimensions can also be derived in multicultural research projects can be used to study the relevance and the proximity to their home culture.

With the development of globalization, people live in an increasingly culturally dissimilar world. The changing environment forces international companies to re-construct their strategies and tens of thousands of people leave their countries for better education, career, and life opportunities. In the context, not only international companies but also domestic firms have no other options except hiring people from diverse cultures. It has become a usual phenomenon that a growing number of people with diverse cultural backgrounds exist in different organisations. The activities of human beings are heavily influenced by culture on various levels, e.g. individuals, nations and organizations, the influence of which also takes actions in

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

Culture is defined to the group of people which learned behavior that has already gave the instruction from previous generation through next generation by imitation and language (Adler 1983 citing Barnouw 1963). Also Schein (1990) describes that culture is a lesson that a group has been studied and solved the problem for internal integration and learnt to survive from external environment for over period of time. For example, behavior, cognition and emotion processes and in the deepest level which is included perception, language and thought processes such as attitudes and feelings. For most of organizations nowadays have to face with an increasing of a diversity of employees which are multicultural employees especially for multinational corporation (MNC) (Fitzsimmons 2013). To deal with different cultures and nationalities, the companies and managers have to learn and understand their employees such as common language, knowledge sharing and performance (Lauring & Selmer 2011) then see how multicultural individuals can help and contribute the organizations (Fitzsimmons, Miska & Stahl 2011) and set the policies or principles for employees could be followed (Demo et al. 2012).

Managers were concerned about knowing and understanding each and every perspective of their employee’s cultures. As they know that without studying or knowing the culture, coordination cannot be built between the employees. It is the existing perspective of managers dealing with cross-cultural management (Sultana, 2013).

Cross cultural differences affect or account for many failures, such as maladaptation, spouse dissatisfaction and poor job performance. Absence of cross-cultural training, may cause managers on international assignments to make uninformed judgments on the other culture, not understanding that the way the host culture behaves. If a manager or executive is sent abroad and fails to either settle into the new culture or work effectively with his/her new colleagues, the whole venture will be a waste of valuable time, effort and money.

When dealing with intercultural business a person should be well aware of the characteristics of the culture he is to be in contact with. He should be well prepared to face attitudes not common in his home country.