Worldwide Telecommunications

It is no longer feasible that a corporation can successfully move through the global marketplace without learning to recognize the cultural norms of each country. It falls to the executives and managers to implement these changes and to ensure that their companies are working to move towards a more inclusive, and ultimately, more profitable way of doing business that appreciates and respects all cultures and work

This artifact was a written final exam analyzing issues relating to leadership and diversity in the course Leadership in Multicultural Organizations. This artifact demonstrates knowledge, comprehension, and analysis of the concepts and theories of leadership, issues of diversity in organizations, and strategies for managing differences among today’s multicultural workforce. I selected this artifact because it discusses and describes the link between leadership approaches and diversity and it compares and contrasts current leadership practices in the United States (US).

My research is focused on the problems associated with cross-cultural communication and how awareness of culture, language, tradition, and business practices can increase the advantages to globalization. This report will be field specific in

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

Inclusive leadership is the practice of leadership that carefully includes the contributions of all stakeholders in the community or organization. The way a leadership mind is structured depend on how he structures his organization. An individual mindset might over shadow their ability to effectively overturn certain decision or behaviors. A leader’s values and characteristics strengthen the organization cultural diversity. Modern leaders use different styles and skills to shape human intuition. Their instinct reflect their ability to understand other’s cognitive ability. As a consultant in a global multicultural company, it will be very challenging to effectively lead an organization without implementing a strategic plan that promote respect, trust, loyal, and integrity. Prewitt, Weil, & McClure (2011) note, “Leadership involves creating a vision of the organizational future, devising a strategy for achieving that vision, and communicating that vision to all members of the organization” (p. 13). Depending on the structure of the organization, the leader’s mindset can and will change to adopt to the cultural diversity of the organization. Leadership, unlike management, is not dependent on position, title or privilege; instead it is an observable, understandable, and learnable set of skills that can be mastered by anyone that is willing to take the time and put forth the effort to learn them (Yukl, 1998). While implementing different strategies to improve the organizational

Competition and globalization demands that businesses practice cultural sensitivity when aiming for successful business integration into foreign markets. According to Deresky (2011, p. 31), “competing in the twenty-first century requires firms to invest in the increasingly refined managerial skills needed to perform effectively in a multicultural environment.” Managers and leaders need to develop the ability to motivate and negotiate using appropriate multicultural tools because cultural diversity affects not only business practices but also the

In today’s international market, a business needs to stay competitive in order to succeed. To do this, businesses need to have access to as many markets as possible to sell their products and services. However, just as each nation has their own culture, so do their business markets. Cross-cultural training is important for success in the world of international business. As stated by Diemer (2010): “To act without awareness of differences among norms within a differing culture is to invite cross-cultural blunder.” This means that, if we do not take into account the differences between the two cultures and adjust yourself accordingly, it can lead to an incident that is difficult to recover from. In the business world, such an incident can kill a deal that took months or even years to cultivate.

With the above mentioned challenges it is clear that multicultural teams if not managed properly can often produce management dilemmas. A multicultural team is like a fruit salad bowl in which if a single bad fruit spoils all other fruits eventually in that bowl. If corrective actions are taken at right time the same multicultural team can come up with great outputs. The author of core article describe that the manager can utilise these corrective measures by implementing to 4 different strategies – Adaptation, Structural Intervention, Managerial Intervention and Exit.

Chinese government owns and controls the three major basic telecom operators and appears to see these entities as important tools in broader industrial policy goals such as promoting indigenous standards for network equipment. The reason for Chinese government divided into three carriers is China Mobile, China Unicom and China telecom these three carriers every action affects the hearts of hundreds of millions of consumers. CDMA is belonging to China Telecom. China Unicom is not to sell the CDMA to China telecom. Old Unicom has two mobile networks, one is the three 130 '131 ' 131 GSM network, the other is a 133 segments of CDMA network, periodical to encourage operators to competition, and avoid duplication of investment, will be split, old Unicom to GSM and Netcom, established the new China Unicom; will merge with telecom CDMA department, and is now the telecommunications company, in this way, as in mobile, Unicom, telecom three mobile operators.

Management in any corporation requires a strong management plan and involves diversity or one type or another. Organizations that become multinational corporations have an even greater challenge. These multinational corporations have to take into consideration factors such national cultures and subcultures, religious beliefs and traditions, labor laws, and local regulation. These are only a minute number of diversity issues a multinational corporation will face. This paper will highlight several multinational corporations such as Exxon, Wells Fargo, Citi, Bank of America and Hewlett Packard and how they have created strong international management plans to overcome the numerous hurdles involved in cross cultural management to

This program of study continues personal research and professional practice in the field of mobile telephonic communications within the area of telecommunication systems. The theoretical framework that will be used for the proposed study's cultural component will be based on Geert Hofstede's five national cultural dimensions that have proven reliability and validity in a wide range of research applications. Within the mobile telephonic communications sector, there is growing evidence that an increasing number of consumers are canceling their landline service and opting for mobile telephone services only. In fact, the proliferation of mobile handheld devices with telephonic capabilities has neared ubiquity in some countries in recent years, with countries such as South Korea being among the most heavily "wired for mobile" in the world. In some cases, consumers in countries where they never had the opportunity to have a traditional landline telephone have readily embraced these innovative mobile communications technologies. Indeed, the uptake rate of mobile telephones in some countries has astonished even the most enthusiastic marketing executives, and current signs indicate that these trends will continue to accelerate in the future, issues that directly relate to the problem to be

(Purpose) Today we would like to explain alternative methods companies are using to provide internet to countries with

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 &

Training managers is the outlying part of each best practice Human Resources must implement. To train well, HR must find the best way to go about training managers, which may be in various locations and from a broad range of cultures. In the article titled, “Multicultural Work Force,” training is explained in two forms, awareness training and skill building. Awareness training is broader and aimed at increasing a manager’s self-awareness with situational exercises. These exercises will show employees how they think, manage and act when challenges emerge. After seeing the results, HR can directly work on areas needing improvement to best equip the managers in solving challenges. Skill building is directly looking at cultural norms for specific

In the world of business, the importance of developing good international relationship is increasing as technology and competition arises. Today, there is no country that feels self-sufficient enough to not do negotiations with diverse countries across the world. Nevertheless, certain negotiations may experience conflicts while communicating since the agreement is being done by people from different countries. The most common issue that humans experience while communicating with people around the world is the culture since society can sometimes be close minded, meaning that “people see what they want to see(Riccardi, 2014).” As Pellegrino Riccardi expanded the problem with intercultural communication, he stated the real significance in the definition of culture, which is being in the comfort zone of familiarity and acceptance. In addition, according to Benedict Lee(2015) some of the barriers that affect intercultural communications include “anxiety, ethnocentrism, assumptions, stereotype and prejudice.” However, there are ways to conquer intercultural communications such as acquiring “good attitude, being knowledgeable of the other culture, and developing such cultures empathy skills(Lee, 2015).” Communication across cultures will be described by going in deep in the work of Geert Hofstede and examining culture of China and Australia.