Cultures And Management Across The World - Myassignmenthelp.Com

Question: Discuss about the Cultures And Management Across The World. Answer: Introduction Cross-culture management is a significant key that determines the success of the business. The cross-culture management provides an opportunity for the business organizations to understand the expectation of the different cultures and fulfil them in international expansion. This report introduces the importance of cross-culture management for the business organizations while international expansion. Cultural barriers are the basic challenges encountered by the business organizations when they go global or international. Thus, the business organizations need to understand to initiators of these barriers in terms of culture and overcome them. As commented by Kramsch (2013), the concept of culture highlights the system of norms and values that are shared among a group of individuals that influences their style of living and their beliefs. This report also introduces the importance and impact of managing cross-culture by the business organizations in order to ensure successful international establishments and expansions. The effective management of cross-culture is discussed with respect to groups, individuals their beliefs, social mobility, ethical system, religious beliefs and language. The report also includes the Hofstedes cultural dimension in effective cross-culture management. Hofstedes cultural dimensions in cross-culture management Hofstedes cultural dimension plays a critical role while understanding the differences that arise in cross-culture management and help develop strategies for mitigating them. The six features of Hofstedes cultural dimension includes individualism versus collectivism, masculinity versus femininity, power distance, uncertainty avoidance index, indulgence versus restraint and long-term versus short-term (Mazanec et al., 2015). Hofstedes cultural dimensions shed light on the individual preferences and beliefs that distinguish the individuals and the group of people. According to Hofstedes cultural dimension, power distance is defined as the unequal distribution of power within the business organization. In this case, the conflict arises, as the people with less power assume that the people with greater power are dominating them. Therefore, being submissive gives rise to conflicts in terms of cross-culture. For instance, in the Western countries, people belonging to cultures other than Ch ristianity might feel submissive in the business organizations, thereby, resulting in conflicts. Thus, the business organizations need to ensure that they strike a balance at the workplace by restricting the uneven distribution of dominance and power by considering the individual beliefs, background, cultures and norms. This can be done by developing equal pay policies, employment opportunities and facilities for each individual at the workplace (Dartey-Baah, 2013). According to Rienties and Tempelaar (2013), uncertainty avoidance is defined as the situation that sheds light on the series of cultural events due to which the individuals are either uncomfortable or comfortable. This phenomenon is noticed because according to this factor, the society tries to control things that are out of their reach and has to deal with the future occurrences. Thus, in cross-culture, the uncertainty avoidance index is higher due to the existing differences between the cultures. For instance, the countries with rigid beliefs, behaviour and attitude tend to higher uncertainty avoidance index, as they are intolerant and have a conservative approach for different cultures and individuals with different cultural beliefs thereby, acting as a major barrier in the cross-culture management. The rate of uncertainty avoidance index is lower in countries that have an open approach, attitude and belief towards other cultures. This is because such countries emphasize more on p ractices rather than cultural principles (Zhao, 2013). The cross-culture management is also determined by the long-term versus a short-term factor of the Hofstedes cultural dimension. Under this factor, it is essential for the business organizations to consider their past for dealing with their challenges in the present and in the future. The difficulty arises when the business organizations tend to stick to their norms and tradition while considering their past and fail to accept societal change by being flexible. This is because the business organizations fail to change with time and incorporate the new cultures, norms, values and attitudes thereby, including the societal changes. As commented by Beugelsdijk, Maseland and Hoorn (2015), indulgence is defined as the free gratitude provided by the society in terms of natural and basic human needs in order to enjoy the life and maintain a standard living standard. However, as argued by Khan (2014), the concept of restraint highlights limitation on the gratitude, as it is regulated by the strict norms of the society. The indulgence versus restraint factor affects the cross-culture management, as the individuals fail to accept the cultural change with an open mind. The difference between the males and females of the society is a major issue while ensuring cross-cultural management. This is because of the unequal and uneven distribution of power and opportunities between the males and females in the society. It is evident that the females of the society are paid less in spite of being more qualified than males due to existing biases. As a result, the issue in cross culture is evident due to the existing inequality be tween men and women in the society (Minkov Hofstede, 2014). Contextual factors affecting cross-culture management A range of contextual factors determines the cross-culture management that highlights the effectiveness and success. Language is one of the key media that through provides an opportunity for the individuals to communicate. According to Thomas and Peterson (2017), cross-cultural conflicts arise due to the difference in language and the expressions associated with it. Communication among the employees, customers and the various stakeholders are based on the language. Diverse language is present and used at the global scale that provides an opportunity for the business organizations to communicate and establish an effective relationship. Thus, while managing cross-culture, it is essential to consider, learn and aware of the national or local language. This provides an opportunity for effective sharing of ideas, views, cultures and norms among the individuals without offending them. However, as criticised by Eisenberg et al., (2013), religious beliefs and cultures is another major issue in cross-culture. This is because of difference and distinctive beliefs, norms, attitudes and cultures of different religions. Religion is a mutual belief and ritual that is followed by the individuals or the community thereby, influencing their living style and beliefs. Thus, understanding and considering the religious beliefs is helpful in cross-culture management, as this ensures respect for different cultures. Religious and ethical attitudes beliefs hamper cross-culture management due to distinctive beliefs and values. For instance, while developing menus, services and products, the religious values, norms and attitudes need to considered in cross-culture management. The individuals due to the difference in individual beliefs, attitudes, values and background also influence cross-culture. As mentioned by French (2015), dynamism is promoted by individuals while working together with different people under the same roof. However, as argued by Chanlat (2013), lack of organizational loyalty and gaining organization-specific knowledge is hampered if individualism is practiced. This gives rise to fierce and tough competition between the individuals thereby, hampering the work environment. Individualism is highly noticed in cross-culture, as it consists of different individuals with different cultural backgrounds. Thus, each individual prefers to stick to his or her own culture and understand the cultures of other individuals. Individuals do not prefer to leave their personal agenda aside and work according to the cultural norms and values of other individuals thereby, giving rise to issues in cross-culture management. It is important to mitigate the cr oss-culture conflicts by identifying the major issues that help in ensuring the effectiveness of the business. As commented by Jyoti and Kour (2015), successful and effective managing of cross-culture provides an opportunity for the business organizations to gain competitive advantage and sustain in the market. As a result, it is easier to expand business globally thereby, earning huge profit and revenue. Suitable recommendations for effective cross-culture management In order to ensure effective cross-culture management, cross-culture literacy, regio-centric business policies, gathering knowledge about the cultures of the employees and decreasing ethnocentrism are highly recommended. As commented by Reiche, Mendenhall and Stahl (2016), the individuals and the business organizations need to have adequate cross-culture literacy. This will provide an opportunity understand and develop the knowledge of each others cultures and respect them while working together. Additionally, cross-cultural literacy also helps the business organizations to develop business policies by considering the international and national cultural values and norms. However, as argued by Jiang, Gollan and Brooks (2015), minimizing ethnocentrism is more beneficial in managing cross-culture. This will help in restricting the belief of superiority in the individuals and prevent conflicts. Additionally, developing regio-centric business policies by gathering adequate information abo ut the employees will also help in effective cross-culture management. Conclusion In this report, it can be concluded that managing cross-culture is difficult, as it deals with individuals with different distinctive beliefs, values, cultures and norms. As a result, it is important for the business organizations to manage cross-culture effectively in order to ensure business expansion, generating profit and growing the customer base. This report mentions and describes the various factors of Hofstedes cultural dimension in order to understand its effectiveness in ensuring cross-culture management and success of the business organization. Effective cross-culture management can be ensured by considering social stratification, individual beliefs and national beliefs. Thus, respect is a crucial factor in cross-culture management, as this mitigates issues in managing it. Effective cross-culture management can be ensured by promoting cross-culture literacy, minimizing ethnocentrism, developing local or national business policies and gather adequate knowledge about the emp loyees. References Beugelsdijk, S., Maseland, R., Hoorn, A. (2015). Are scores on Hofstede's dimensions of national culture stable over time? A cohort analysis. 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