Group Behaviors And Communication Ways Found Between Swedish And Chinese

In the case “Managing a Global Team: Greg James at Sun Microsystems, Inc. Tsedal Neeley states that lack of inappropriate communication, leadership and decision-making is root of the crisis of HS Holdings. Generally, cultural diversity is based on many things one being the idea that certain characteristics should not be completely disregarded but regulated and valued as important. With this in view, diverse cultural issues can result in organizational problems. First, we must view your techniques to manage your global team and recognize the primary root of the problems. Secondly, you will need to identify who should be responsible for the crisis of HS Holdings because of miscommunication and inefficient leadership. Thirdly, defining roles and job descriptions is extremely important in an open work environment and

In today’s high tech global community, it is not uncommon to have companies in one country doing work with others clear across the world. It is important to keep in mind that understanding the role of culture, in the international business setting, is key to success and prosperity. It is essential and know that each nation has their own set of values and ways of interacting. For example, although the United States and China frequently do business together and are equally seen as leaders on the global market, they still have very apparent differences in cultural norms. These contrasting characteristics are grouped under Geert Hofstede’s six dimensions of culture. They include, the level of uncertainty avoidance, masculinity versus femininity, individualism versus collectivism, power distance, long-term versus short-term orientation, and indulgence versus restraint (Hofstede, 2001). Once one is able to properly distinguish cultural differences, can they then successfully communicate, thrive, and potentially lead in the global economy.

For any international organization, understanding cultural differences is very significant in the global context. The article analyzes the role and impact of the cultural perspective when dealing with conflict in the global context. “What seems like a perfectly reasonable approach in one culture may seem ridiculous, disrespectful, inefficient, or unfair to managers from other cultures. Japanese and German managers may be uneasy with conflict resolution preferences that differ from their own.” (Adams, p.110.) The understanding that organizational and global cultures vary results in the connected research supported in several businesses in diverse fields.

A. Cross-Cultural Differences Company X is considering expanding its business to China. However, prior to moving into a new and foreign market, Company X must understand the various cross cultural differences that are relevant to properly conducting business in China. By being more sensitive to and understanding the cross-cultural differences, Company X's transition into the new market should be less challenging and improve its chances of acceptance. Language, work ethic and material culture are three cultural differences that should, first, be understood prior to pursuing opportunities in China.

Every country differs in culture which has been there for centuries. The international market is growing rapidly, with more and more multinational organisations entering new markets each day. In this assignment I will evaluate how the difference in cultures affects the performance of international businesses.

It is crucial for today's business personnel to understand the impact of cross cultural differences on business, trade and internal company organization. The success or failure of a company, venture, merger or acquisition is essentially in the hands of people. If these people are not cross culturally aware then misunderstandings, offence and a breakdown in communication can occur.

I decided to write my paper on the United States and China. Upon comparing the two countries on the Hofstede's Six Dimensions of Culture, this is the results I got out of it. The first dimension of culture is the power distance. When I compared the two, the United States was at a 40. China was double that at 80. So what exactly is power distance? Well, it is defined as, “the extent to which the less powerful members of institutions and organizations within a country expect and accept that power is distributed unequally. It has to do with the fact that a society’s inequality is endorsed by the followers as much as by the leaders” (Itim International, n.d.).

In multinational workplaces understanding how important the significance of cultural differences is larger than we might think. Organizations that are diverse have to work together because their functionality impacts the productivity of the workplace. It is vital to have an understanding the different cultures to develop a strong organization. Certain principles will help you acknowledge that different cultures exist within the organization. As a manager, you have to analyze the reasons for the development of the differences and

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

There are several streams of the literature that may help readers examine the case. These include the literature on cross-cultural management literature, and organisational structure and control. A brief summary of relevant theoretical frameworks is provided as Appendix 1. Readers may use this to gather a basic understanding of the cultural and control issues that influence the behaviours in the case. While there are many issues that emerge, the most important managerial problems are associated with cultural clash between the key people and with the underlying political and power plays created by the Firm’s structure and control processes.

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

Whenever a company is entering a new market it has to take into consideration the cultural differences between countries. Based on the case study analysis, the difference between the two countries in terms of eating out habits and eating preferences seem not to be understood by the Denver headquarter. Denver headquarter believes that it can enforce the same business model applied in the U.S to its stores in China, regardless of local preference. In addition, Foster seems to lack knowledge about the Chinese culture because she was not familiar with the market in China, as she had no experience working internationally. There was a lack of cross-cultural communication between Chen and Foster; even though, Chen had experienced both cultures while studying abroad in the U.S.

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.

Cultural differences and cross culture conflicts is the biggest challenge in terms of cross-cultural management that will arise in