Summary/Background: Dealing with cross-cultural employee problems can be very sensitive to resolve because they can easily cross into allegations of discrimination and hostile work environment. In accession, where there are employees, there will invariably be employees. The directors are the unavoidably drawn into the resolution of employee problems. The employees can accept problems with other employees or with their supervisors. Since cross-cultural employee, problems can be particularly sensible to settle. There is the possibility that an employee will perceive the problem as inciting discrimination or creating a hostile environment. Thus, the system can serve to guide the directors through the legal and policies directed at preventing …show more content…
Moreover, since many of the employee problems rooted in the informal and social networks of the employees. A manager can understand the nature of the problem by interpreting the kinetics of the everyday culture and societal news. Emotional intelligence and the seven factors of resilience will provide competencies for an effectively moving beyond the intense emotional discussions. Since the cultural competence, model extends the power of emotional intelligence and resilience into the new cultural dynamics that are emerging as demographics drives cultural changes in society and organizations to levels experienced for the first time.
Defining the Types of Employee Problems: “Cross-cultural employee problems can be sorted into two organizational relationships: the relations of the employee with other employees and with the supervisor-employee relationship.” These troubles may originate from a simple cause or a manifest by themselves differently because of the authority relationship inherent in the “supervisor-employee relationship.”
Irresolvable Employee-To-Employee Problems: For such problems, the only management solution is to make explicit to the employees that expected behavior and the consequences of not correcting the inappropriate behavior. Nowadays, if the behavior continues, the manager should realize the problem is starting to get worse and be set up to follow through with organizationally approved sanctions. Besides, most
Every organization that aspires to be successful must address the value of emotional intelligence in the work place. How people relate to each other determines if the organization eventually moves from
Those that go into the business world quickly recognize that each work environment they find themselves in can be total different from another. This can especially be said even of environments within the United States, from region to region. There is definitely a disparity of workplace environments from country to country. Not only can culture drive a varied atmosphere, but the diversity of the personnel making up that environment can equally create a challenge that a leader must be prepared to manage. Recognizing that special care needs to be placed on communication and perception skills is crucial in our present professional domain. Managers of today need to employee tools from the psychological and sociological field to be successful. Having a deep understanding in the differences in culture and diversity in the workplace is critical, especially when debating about accepting a position overseas or assigning an employee to an embedded position abroad. With a broad knowledge of cultural differences and diversity, success as a manager and the stability of a positive work environment can be achieved and maintained without unnecessary effort and focus.
This research did not only use the preferences of superiors employed in multicultural environments, when analyzing, but explored the role of each individual’s culture in defining a possible resolution. “If managers insist on their cultural preferences as the way to resolve disagreements, more disagreements will emerge because of misunderstood processes for resolving disagreements. The results of this study suggest that effective conflict resolution may need to begin with the recognition of different cultural preferences for resolution strategies. Only then can further attempts at resolution proceed effectively. In other words, focus on the "where" before jumping into the "how."”(Adams, p.110)
The territoriality principle holds that governments have the right to rule themselves as they see fit.
When problems like this arise the only possible solution may be to “make explicit to the employees” that their behavior needs to be corrected and outlining the corrective actions if they fail to do so. Nonetheless, situations that are irresolvable are seldom within the workplace if both managers and employees are able to discover them before they get to this point.
"Emotional Intelligence is a way of recognizing, understanding, and choosing how we think, feel, and act. It shapes our interactions with others and our understanding of ourselves. It defines how and what we learn; it allows us to set priorities; it determines the majority of our daily actions. Research suggests it is responsible for as much as 80% of the "success" in our lives." The Effective leader requires a high degree of Emotional Intelligence. In this study, the various skills of Emotional Intelligence can be related with real situations. The various skills of Emotional Intelligence are Self awareness, self regulation, motivation, Empathy, social skill. People with high self-awareness are also able
Thus, resilient leaders learn to bounce back first to help others learn how in times of crises. Per Arond-Thomas (2004), resilience is built on a foundation of emotional competence. Emotional competence represents our brain’s ability to integrate cognition and emotion, and is the application of a set of emotional intelligences that encompass self-awareness, self-management, social awareness and relationship management skills. It is what gives outstanding leaders their edge and what differentiates them from average or typical leaders (p.
To play the role of global manager, it is not only about having good skills for leadership but they have to learn about differences in many cultures. Then if global managers have ability to adapt them together, they can cross the wall of difference between each nation in workplace. However, managing people who come from different countries and cultures is not easy because people from different areas have different behaviour and preference for working both individual and collective style. Sometimes there are some problems about manager from one culture works with subordinator who from another culture. It is usually cause by leader’s emotion. After the problems occurred managers must know how to deal with it. This essay provides emotional intelligence framework within five steps to get rid of bad mood. And also provides link between emotional intelligence with cross culture. Furthermore, there are some examples that illustrate how to adapt the framework for using in multicultural teamwork.
The importance of understanding cultural, ethnic and gender differences by managers and professionals in a business setting is essential to make the work environment comfortable. In every culture there are basic standards of thinking, and acting and these cultural differences strongly influence workplace values and communication. What may be considered acceptable and natural in the workplace for one person may be unacceptable for another person. People from diverse cultures bring new ways of thinking, creativity and language skills needed to survive in today’s work force. In many
Managing subordinates with different cultural backgrounds and working styles from your own is very hard because it makes your decision as manager subjective. Managers tend to evaluate the attitude of the subordinate not his performance and any differences are seen as problems. This creates tension at workplace, atmosphere of low cooperation. Dealing with situation like this should be done with reflecting mind set and self regulation. The manager should step back, explore the issue, weight positives versus negatives, accept the person the way he is and try to be objective in his evaluation. Dealing with “different” subordinate involves paying specific attention to the concept of “psychological work contract.” According to this concept the employee will maintain the high production, low grievances if the manager guarantees and respects the norms of the employee informal culture (let the employees alone, make certain they make adequate wages, and have secure jobs). The issue is that subordinate’s norms of informal culture are altered and usually managers keep requiring the same input without keeping his part of the contract. Understanding the different cultural background and accepting the different working style should help you in taking rational decision. A manager should not be thinking about a problem employee but
The book “Working with Emotional Intelligence” by Daniel Goleman deals with the emotional assets and liabilities of individuals in organizations. Emotional intelligence is traits that go beyond academic achievement or IQ. As a matter of fact he points out that high academic intelligence can sometimes stand in the way of emotional intelligence. Broadly speaking, emotional intelligence determines how well we handle difficult situation, which cannot be solved by logic, but more by a “feel” for the situation. These attributes are very hard to measure, which is why many standardized tests, whether academic or for employment, fail to measure these attributes, even though these are the one which determine
In our everyday lives, we are constantly interacting with other individuals. These interactions have an effect on our emotions. We have to learn how to identify and deal with these emotions because they have a direct effect on how we deal with issues at work. Individuals can work their way through this process by becoming aware of the importance of emotional intelligence.
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.
* Cultural barriers exist when we join a group and wish to remain in it, sooner or later we need to adopt the behavior patterns of the group. These are the behaviors that the groups accept as signs of belonging. As stated in the reading once an employee had five breakdown reports, he or she was taken off the machine and given a lower paying job. Some of the managers don’t believe that this is a productive practice but goes along with it because has become the culture of the company with the previous vice president.