Intercultural Management: Leadership in the Digital World

The textbook readings started with how change affects leadership. Change is inevitable. Changes discussed in the textbook on leadership paradigm mindset shifts resonate in today’s IT economy. We cannot operate in the same hierarchical methods as before where we controlled all aspects of IT; build hardware, host servers, and custom developed applications. As we shift into a new economy, our IT services are more reliant on SaaS and its related the economies of scale, making previous in-house products and services not a viable path into the future as an IT service provider is to favor more integration and facilitation of information and IT services.

Eric Reis, a successful entrepreneur, stated that successful companies in the future is need to fast adapt by practicing continuous deployment of idea, planning and more experimentation, ie creating organizations that have the ability to cultivate, test and materialize new ideas (Heskett, 2013). So, in terms of the large scale innovations like what Apple went through, transformational leadership was necessary.

With the rapid changes in a health care system around the world, healthcare organizations need to develop strategies that will help the organization to sustain with any difficulties that may arise. Healthcare systems expand their cultural leadership strategies in order to gain a thorough understanding of situations (Johnson, 2009) that will effectively improve their operations in community. Healthcare organizations use both the dynamic culture leadership (DCL) and the omnibus leadership as a model for implementation and a strategy for their success (Johnson, 2009).

Much has been written about the difference between management and leadership. In the past, competent management staffs ran effective companies. In light of our ever-changing world, however, most companies have come to realize that it is much more important to lead than to manage. In today's world the old ways of management no longer work. One reason is that the degree of environmental and competitive change we are experiencing is extreme. Although exciting, the world is also very unstable and confused. In an article entitled What’s the Difference between Your Hospital and the Other? Gary Campbell states that the difference between a manager and a leader is that the manager “finds himself quite willing to

Fast changing advances in technology, along with an evolution of thought about the basics of leadership relationships requires a change of people’s mindset. Leadership theories and styles have had to also evolve to achieve the best outcomes for their organization. Over time, these styles have been developed and classified under various theories. These theories evolved as new information is learned. A theory may deliver a

The authors of the white paper conducted a series of interviews designed to solicit the knowledge and opinions of 18 CEO’s and C-suite executives of Fortune 500 companies to put together a list of characteristics and prerequisites that are vital to the successful trajectory of an effective business leader. Among a series of such requirements, global exposure through global assignments was a repeating mantra. Hand in hand with this was cultural sensitivity. One of the quotes cited in the white paper declared, “You have to have a very open, inclusive, global perspective – the ability to connect the dots, to really assimilate different

Cultural intelligence refers to a person's ability to use reasoning and observation skills to interpret unfamiliar gestures and situations and devise appropriate behavioral responses. Cultural intelligence entails three components that are essential for it to work that includes cognitive, emotional, and physical. In order for a leader to properly implement cultural intelligence they must be flexible, adaptive, and open minded. The reason that it's important for today's leaders to develop cultural intelligence is because it allows the leader to adapt to an unfamiliar situation, act quickly, and respond in a way that is appropriate to the culture in question. As organizations continue to expand on a global market and become partners with foreign organizations, it's essential that one continues to develop and improve their cultural

Assignment 3 is a report concerning digital leadership and professional development. Prior to writing this assignment, the students are advised to explore 5-6 researches relating to the topics in order to acquire the essential information and comprehension to answer these two relevant questions: “What is digital leadership?” and “How to integrate the digital leadership concepts in teacher professional development ?”

Hence, if you have a well-built and well-managed machine, then you will have a very productive and effective organization. The assumption is that each employee is part of a large machine, which is the organization. If one part fails then the entire machine fails” (Wrench, & Punyanunt-Carter, n.d.). The Industrial Age was about machines and the viewpoint was about the enterprise as a machine as well. Leadership expected managers to command and workers to follow. A very transactional perspective. Modern leadership theory takes into account the strategic aspects of innovation, adaptability, and the ability of the knowledge worker to assist with these aspects. Bezos challenge is to harness these modern aspects due to the mission, size, and global reach of Amazon. Bezos and Amazon must constantly innovate. Bezos believes that there is still much to learn about the Internet. The challenge for him is that it is still day one. “Bezos first made that observation in 1997, in his initial letter to Amazon’s shareholders. He hasn’t budged from it. At Amazon’s new headquarters two of the largest buildings are Day 1 North and Day 1 South. In interviews Bezos still talks about the Internet as an uncharted world, imperfectly understood and yielding new surprises all the time” (Anders, 2012). The internet does not produce products; it produces services – unlike a mechanized machine. Amazons service is delivery. For Amazon,

In today’s global business environment, many organizations are trading in different countries. ”Currently, more than 280 corporate and almost 40 franchise stores serve consumers in the 14 countries where we operate outside of South Africa” (www.shopriteholdings.co.za). More managers are receiving offers to work in other countries despite cultural differences; I am an example of such managers because I was given a chance to join Shoprite Angola from Namibia. Despite cultural differences, we are expected to perform and show good leadership skills. Furthermore, Managers are expected to overcome challenges through real leadership ability.

* The importance of the worldwide LEGO culture was stressed by management in 2005 and there was agreement that there was shared commitment and recognition of challenges in turning LEGO into a global brand organization

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.

Effective cross-cultural management has to be grounded in a detailed knowledge of individual cultures. Discuss using examples from two multinational companies.

As the size of the world markets increase, there is a need for standardization in an organizations system, its design and its procedures etc. There is a need to effectively communicate and deal with the people from different cultures properly, and that’s what intercultural competence is. A global manager needs to keep different cultures in mind before making decisions and dealing with his employees successfully. When working across cultures you have to understand the interests and desires of different stakeholders of a firm, to have the knowledge required, and come up with effective strategies. Intercultural competence helps a person to forget their own logic and idioms so that

Within the context of opening of South African economy, the purpose of this paper is to explore cross cultural management issues in South African multicultural organisations. Using an emic approach, sixteen business cases were studies to explore the following questions : (1) What are the major problems and obstacles to be faced by South African firms to create a non racial integrative corporate culture ? ; (2) What agenda could be agreed upon by corporate management to efficiently manage cultural diversity in a transitional environment ?