The Socio Centric Mindset : A Cultural Mindset And Communicate Effectively Over A Diverse Group Of Employees

Competing in global markets entail many factors and centralization of its human resource practices is certainly vital to improve global competitiveness and empower employees for global assignments. To achieve success in global marketplace, the challenge of all businesses regardless of their size is to understand global corporate cultural differences and invest in human resources which includes selecting and retaining talented employee, training and development whilst encouraging employees to be innovative and creative. Employees selected to work in foreign locations should be prepared beforehand with adequate cross-cultural training. For an organization to be successful in the international marketplace, it must be concerned with this fit from both an internal and

Unquestionably, organizations rely on business professionals that can manage their business across a variety of cultures. With the rise in globalization, it is imperative that business professionals have a high cultural intelligence, which is the ability to adapt to individuals of other cultures. Luckily, cultural intelligence can be developed and ameliorated with experience, training, and with a conscious effort (Cardon, 2013). As a Human Resources Manager, I have worked with people from numerous countries throughout my career, but they were all here in America. It was not until I took my most recent position that I traveled outside of the United States to one of our facilities in Mexico. Unfortunately, I knew a minuscule amount about their culture, but have been intrigued by them ever since

Globalization and technological advancement have dictated the need for managers to deal with multiple ethnic groups with different culture in their day to day interactions. According to Kulkarni (2012), cultures play critical roles in individuals, including values, beliefs, humor, worries, fears, hopes, opinions, attachments, and anxieties.

Being culturally intelligent: In order to work effectively in a team with global mindset, one needs to be culturally intelligent and fit. Evans et al. (2002) believes that international transfers and assignments are the strongest mechanisms for developing global mindset. International assignments not only provides the employee an exposure, it also provides understanding of global strategies, complexities and ability to work with people having different perspective.

In a global economy, U.S. companies are becoming more diverse, whether through a global customer base, or through acquisition of other companies based outside of the U.S. With these developments the workplace becomes an amalgamation of individuals with different worldviews. These differences are the result of different educational backgrounds, and cultural norms. Though there are sometimes impediments that are created due to a conflict in viewpoints, overwhelmingly the benefits from the variety of perspectives outweighs any of the detriments. This view is not only one held by me personally, but one that most quality managers of successful international companies hold true as well. My interview with my direct manager, Dianna Ulrich-Hope, proved valuable in confirming my notions. As a Director of Pricing at Micro Focus, a global software company, her insights regarding international collaboration amongst professionals helped see how my cultural agility competencies align, and how to leverage them.

As the world becomes more diverse, companies and organizations will have to develop a global strategy that will transcend across languages, cultural norms and behaviors in order to remain competitive. Developing employees with a global mindset will help an organization engage in global and international situations and will require competencies that will allow the employee to function outside of their native culture and comfort zones. I present this paper as an integrative approach to globalizing a business that involves Cultural Intelligence, Cross-Cultural Code Switching and Flexing. These three frameworks can be valuable to an organization’s health during cultural exchanges but can also be associated with challenges and tradeoffs.

With many organizations expanding and becoming more global organizations, whose businesses deal with other countries, cultural diversity becomes more challenging. That is why it is important for organizations to create a cultural diversity training program to encourage employee from different backgrounds to come together and learn each other 's belief system which can enhance the organization 's ability to problem-solve. To do this successfully an organization needs to create an organizational climate that promotes a learning organization. Which learning organization was first coined by Peter Senge (Kopp, 2014). According to Kopp (2014), Senge defined a learning organization as “an organization where people continually expand their

Cultural Quotient is the organizational psychology and management theory, and it is all about the continuous learning and aptitude to develop personally through this learning. The differences in the intercultural do remains in the momentous challenge stage in all multinational organizations. Hence to face the challenge there is a need of a new domain of astuteness which immense relevance to the era of escalating globalization and the workplace diverse. For every manager who deals with the employee’s diverse team, competitors, customers and government this cultural quotient acts as an important tool for the successive outcomes (Earley & Ang, 2003). Moreover it will guide the manager in effective management of cross

2. When a company grows in size and makes the decision to expand internationally, it is vital for its image among current and future customers to complete projects effectively and on time. Furthermore, it is also likely that such an expansion would entail the representation of more than one culture among the workforce. Indeed, while many employees will be relocated from the home country, a further proportion will be hired from the host country. To facilitate the relations and

In doing business so many times an organization must think globally. This might be done to increase sales and/or profits or to lower labor costs. In either case problems can occur due to ethical and cultural barriers in global expansion. In this paper I will attempt to show some of what a global organization and a cultural issue that affects their interactions outside the United States by identifying and comparing some of these cultural differences.

A new team of global employees must look at the team dynamics in place and the concerns challenging them, the team, and the business. The specific groups in question is consist of a person from Greece, a person from Iran, a person from Germany, and person from Singapore. In order to examine the group LDR 804 GLOBE task information was collected concerning the personalities of persons from stated countries. This study will look at culture evaluation instruments and how they will be useful to measure the business culture and to find cultural holes associated with this team. There will be an explanation of how my style of leadership, and techniques will be persuaded by the social ethnicity and multiplicity of the team. There will be an explanation of how the social ethnicity of the team will likely persuade job outcomes and efficiency of the team. There will be an explanation of how the social ethnicity and differences of employees in the group will persuade a better business culture.

The world is experiencing unprecedented changes in the structure and operation of organizations. This has increased the challenges that confront organizations. New competition from unexpected places is a huge challenge. So are the cultural issues that come with a diverse, opinionated, and often far-flung workforce.

In today’s business environment and specially in Multinational Organizations, we have diversity of cultures and nationalities working together despite all cultural differences.

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).

Many opportunities are associated with a culturally diverse workplace and global expansion may have potential to provide just such a diverse work group. Cross-culturalism in business can provide leaders and employees with a wonderful opportunity to work with people from different backgrounds and cultures. In addition, “the more opportunities for business leaders to interact with people from different cultures, the more likely they will be to have positive attitudes from different cultures and identify, learn and apply diverse culturally-appropriate business behaviors” (Caligiuri & Tarique, 2012, p. 614). Culturally diverse environments offer a multitude of benefits including “the variety of perspectives, skills and personal attributes” (Matveeve & Nelson, 2004, p. 254). Moreover, multicultural teams have potential to “generate more ideas of higher quality in brainstorming tasks” (Matveeve &