A Report On Managing Across Cultures Management Essay

A Report On Managing A overcompensate Cultures Management EssayThe rude(a) wave of internationalisation and globalisation demands that businesses operate brushwise the globe promoting the exchange of trade investment emigrations and the like. To go along competitive businesses must be equipped to operate crossways the globe which invariably office crosswise different cultures. Consequently, adequate measures creating the right environment to conduct business successfully across the different cultures of the knowledge base in this new age is definitely imperative.The following idea briefly attempts to address these recurrent inadequacies that much derail lucrative global business endeavours by trying to highlight a simple twist of initial planning, followed up by proper positioning and the final execution that basin serve to encourage in the dressment of the people that ar the driving force that engineer businesses across the different cultures of the world.The methodo logy employed in collating this report from introduction to conclusion was via research into provided materials to decipher the required data and training that could every last(predicate)ow the required findings emerge to shed light on more than in stoolation on managing across cultures with a view contribute to this predominate predicament.INTRODUCTIONManaging, it keister be stated, is simply the process of directing, organising or ascendenceling in a desired instruction, while culture, in very broad endpoint is the way of life of people characterized by, amongst opposites things, their behaviour, beliefs and traits.The aim of this report on Managing Across Cultures is to identify and explain some vanquish performs that can be applied by managers in business when managing cross- heathenish cater. It is by no means an exhaustive account of exclusively the practices that can be applied when dealing with cross- heathenish lag. The term cross-cultural staffs, simply impli es staff that come from different cultural priming coats.In this report three key stages pull up s collide withs be used to signify the vital processes required in managing across cultures. These stages are as follows (1) Innovation, (2) set and (3) Implementation. These stages follow each other sequentially in the concern of cross cultural staff and in that location is an attempt to show a correlation between all three stages whilst discussing the guiding dominions involved in each stage.The research is sourced from renowned online academic books, journals, blogs and newspaper articles provided by the resident librarian at the university of Bedfordshire Luton putting surface square campus Peter Godwin.Finally due to adherence to strict word limitation set for the report the explanations at each stage of the key guiding principles and application of given theories are reasonably neat but still effective.FINDINGS1. InnovationThe original convention that all management ideas a nd principles being generated from the core albeit suggestions from all other parts that make up the entire management stove is now proving less sensible when it comes to managing cross cultural staff successfully. Morden day practices now call for contributions from different parts of the management chain to put together ideologies that get out apply adequately to cross cultural staff.There are two forms of management ideologies Cultural stop and Bureaucratic control, practiced by multinational businesses that manage cross cultural staff on a regular basis, with the cultural control being more successful than the bureaucratic control (Berry et al, p. 381). The former, on the one hand, involves the use of trained managers sent from the central office of the business to different locations to manage staff with policies modified to suit the local cultures of these locations. A good illustration of this managing ideology is presenting the text of telephoner policy in the local language or languages where the company is located. For example, an English or American multinational company located in France will present the text of the company policy and all other correspondence to staff in French language though the original communiqu to the manager may be sent in English language. The latter, on the other hand, involves issuing guidelines for all aspect of staff activities from the headquarters to all the branches of the business at different locations where managers are expected to manage staff with policies based on these guidelines.However, it should be noted that from surveys conducted, although the bureaucratic control model is more cost effective than the cultural control model in the short term, the latter will stand the company in good stance in terms of productivity, profits and staffs turn over in the long term (Berry et al, p. 381).There are other management ideologies that stem from mesmerisms of convergence, divergence and the culture specific theories (Vecchi and Brennan 2009, p. 151). The convergence proposition supports the position that in a global age managers of cross-cultural staff adopt successful practices of their colleagues that manage other cross cultural staff to attain a high level of quality management, a practice that will work positively for cross cultural management in conjunction with the cultural control manakin of management.The divergent proposition that stands negatively against cross cultural management being more akin to bureaucratic control pattern seeks to support the position that maintaining one basic national management practice as prescribed from the central controlling body thereby disregarding the inputs of local cultures.The culture specific proposition serves to illustrate the significant influence of culture on management practices when managing cross-cultural staff. When this proposition is applied using Geert Hofstede (1980) five cultural dimensions as a comparative indicant, it is revealed that managers are able to appreciate the different responses of cross cultural staff based on the nature of the cultural frame work that could be every power distance, individualist, masculine, uncertainty avoidance or long term orientation.Accordingly, based on the above principle an analogy of staff from a culture with a comparatively higher power distance index may share a less cordial relationship with the manager than staff from lower levels of this cultural dimension (Vecchi and Brennan p.151). Staff from an individualist culture may tend to work better alone on most tasks while those from collectivist cultures may tend to perform better in a group. virile cultures may produce staffs that are target focused while feminine cultures may produce staffs that are customer centred. Those from cultures with high uncertainty avoidance will tend to be more emotional and integrated in their actions while those from low uncertainty avoidance may tend to be more willing and ad apt quickly to change. The staff from cultures with long term orientation may tend to be unrelenting and prudent while those from short term orientation may tend to be more farsighted of habitual values and commitments.2. PreparationThe preparation process that is borne out of the management innovations comprises of cross cultural training. This practice follows naturally as the second step when operating a management ideology of cultural control with a convergence type attitude taking cognisance of the cultural framework of your cross cultural staff. The training is required for every employee to prepare them for their future cross cultural environments.The training of the staff can be conducted through a computer based interactive programme that each staff is mandated to take individually, a successful scheme that Accenture have conducted with relative success (Murray, 1985).Also, the training can take the form of re-enactments of actual culturally sensitive scenarios that have occurred in the work place by professional artists to advance their effect with a view to correcting what ever misconstrued notions, attitudes and behaviours that the employees may have unquestionable as a event of this cultural misunderstanding. This training pattern was successfully conducted by Lehman Brothers (Murray, 1985).There are other patterns of training involving, free on the spot addressing of cross cultural incidents born out of cultural misunderstanding that occur at heart the work environment. This training solution has been successfully deplored by a London based inter-cultural training consultancy, hereafter Considerations (Murray 1985).The training of managers to apply western styled management techniques to others cultures and vice versa (Berry et al, p. 383). The personal and impersonal domain patterns of leadership techniques accept technocratic and charismatic leadership and participative leadership, team work and reward schemes respectively. The persona l domain will be slow appreciated by cultures that are of low power distance index, uncertainty avoidance and long term orientation but are individualist and masculine, while the impersonal domain will appeal more to cultures that are of the reverse.3. ImplementationThe implementation process of actualizing the foregoing stages also follows naturally from the preparation stage. At this stage, all employees, managers and staff inclusive are encouraged to put the training brought about by the ideologies into practice to devise the desired management direction. The idea of cultural collaboration, it has now been discovered, to be the end result of innovative management ideologies reinforced through inter cultural training. A simple illustration can be cadaverous from an exercise where an anthropologist observing staff of a company with cross cultural staff who regularly invite in a designated section of their office that was scheduled for reorganisation that would relocate certain furniture that the staff had cause to deliberated over thereby individually expressing their ideas on work related issues borne out of their cultural background that usually led to positive results arrived at harmoniously. Based on the advice of the anthropologist, the furniture was not relocated alternatively more designated sections were created in other sections of the company to promote cultural collaboration amongst cross cultural staff (Marrewijk, 2009). The idea of cultural collaboration as a positive tool in management across cultures cannot be over emphasised because it creates a harmonious environment where acceptance of cultural diversity can thrive without reprove.CONCLUTIONIn this report, the focus has been on an attempt to present key stages that are by no means exhaustive or independently distinctive, involved in the process of managing across cultures in a concise and effective way.As a result, three stages innovation, preparation and implementation were identified. The innovation stage is where the ideologies on cross-cultural management are formulated, the preparation stage is where these ideologies are developed and the implementation stage is where these developed ideologies are manifested.In sum, innovation leads to developed ideologies and the result desired better successful management across cultures and of cross-cultural staff.