Cross Cultural Management

South Africa is a nation that was originally colonized by the Dutch “in the mid-seventeenth century and then by the British” in the nineteenth century (Macionis 256). In 1948, the white colonizers of

The management of an organization plays an integral part in determining the direction and performance of the organization. The manner in which the management of an organization is handled has a profound effect on the organization. The success of an organization is dependent upon a flexible and skilled management and workforce. The management of an organization is responsible for shaping up the organizational behavior and ultimately the culture within the organization. Public management faces a multiple of challenges and opportunities, how the management deals with these issues translates to efficiency in management. The personal judgments and skills of public managers can make a significant impact in public management. If

Levitt (2014) defines culture as the coherent, learned, shared views of a group of people and about life’s concerns that ranks what is important, furnishes attitudes about what things are appropriate, and dictates behavior. Macy’s corporate culture possesses a diverse leadership team to target their diverse customers and locations. Diversity, based on experiences and passion, gives the Macy’s leadership team new perspectives to promote successful business. Levitt (2014) suggests organizational diversity can be considered as a mixture of people with different group identities working in the same social system. A multi-cultural team of Americans, Italians, Germans and Swiss would adapt well in the rich bouquet of culture in Zurich, Switzerland. As a new team leader, the biggest concern would be establishing integrations between the different cultures working together at Macys.

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 problem with insisting on common worldwide standards is that local customs in foreign cultures may be trampled

Multicultural teams have become more common in our organizations, and contemporary international management literature has identified that the management of multicultural teams is an

Q: Which of the following two concepts is more critical for international Human Resource Management: understanding the cultural environment or understanding the political and legal environment? Why? Include key terms and concepts from the textbook.

GBCA – SOUTH AFRICA Abstract This paper will endeavor to form a comprehensive analysis of South African culture, principally for the perspective of doing business in that nation. Ultimately, the paper will point out the crucial points for US businesses to consider before committing to a multinational corporate operation in South Africa. The analysis will discourse the major elements and dimensions of South African culture; tracing them to methodologies employed by local businesses already participating in that economy.

With the unstoppable trend of globalisation, it becomes extremely significant for international businesses to have a thorough understanding of different cultures. Hofstede (1980, pp. 21-23) defines culture as ‘the collective programming of the mind distinguishing the members of one group or category of people from another’. This essay examines Hofstede’s cultural framework and suggests that Hofstede’s cultural framework is an outstanding and authoritative tool to analyze culture differences. In this essay, cultural frameworks will be discussed firstly, following by a discussion of my cultural scores and background. Finally, recommendations on cross-cultural management between China and Australia will be provided.

Organizations have been becoming increasingly diverse in terms of gender, race, ethnicity, and nationality. This diversity brings substantial potential benefits such as better decision making, greater creativity and innovation, and more successful marketing to different types of customers. But, increasing cultural differences within a workforce also bring potential costs in higher turnovers, interpersonal conflicts, and communicational breakdowns. The utilities of diversity training and the essential managerial skills required for effectively managing diversity will also be discussed.

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

What are the seven cultural variables in the communication process? Explain 1)Attitudes, 2) Social organization, 3) Thought patterns, 4) Roles, 5), Language, 6) Nonverbal communication, 7) time.

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.

A Dutch Social psychologist, Geert Hofstede carried out research studies on cross-cultural groups and organizations. He defined culture as a collective programing of the mind that makes the members of one group different from those of another group. His studies were instrumental in the developing of a systematic framework that is used in the assessment and the differentiation of organizational and national cultures. The framework was designed to show how a society’s culture affects the values of the members, and also, how the values relate to their behaviors. Hofstede was born on October 2nd 1982 and was an employee of IBM. At IBM International, Hofstede worked as a trainer in management and also as a manager of research on personnel. It is at this point, when he made a transition into psychology from engineering. He was highly recognized through his work on developing the cultural dimensions theory. His work was found useful by scholars and practitioners who took interest in the relationships between different cultures. His position in IBM International gave him opportunities to interact with and study different cultures around the world. This is because IBM had over 70 subsidiaries in different countries around the world. Hofstede travelled and conducted surveys and interviews in different parts of the world regarding people’s behaviors in their workplaces and how they interacted.

Mr Duss has to read between lines and has to decode each manager behaviour. He needs to read hidden signals. A kind of feedback form can be set up to see what has been understood and what misunderstood after analyze.