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Cross Cultural Age of Globalization
The quickening pace of globalization continues to force varying cultures, their expectations, norms, value and practices together at a pace that is much faster than had been the case in the past. This presents a unique series of challenges for managers who must navigate the task of creating an agile enough organization to compete, yet still provide enough structure and stability for objectives to be attained. National political culture is a critically important foundation to guiding the definition of a globalization strategy in that it encompasses citizenship practices (Bird, Fang, 2009). The intent of this analysis is to critically evaluate if the concept of a theoretical framework is sufficient to support globalization strategies aligned to the nuances and specific considerations of a given region. Appraising the legitimacy of management strategies in the context of cross-cultural citizenship practices is central to this analysis (Chevrier, 2009).
How National...
It is relied on heavily in the analyses of Chevrier (2009) and in the Editorial: cross cultural management in the age of globalization (Bird, Fang, 2009). What is significant about the Hofstede Model when taken to in the context of cross-cultural management is the ability to quantify differences across the five cultural dimensions measured while creating an aggregated view of a given national or regional culture (Hofstede, McCrae, 2004). Hofstede's foundational elements have also been used for defining the cultural practices that theorists contend create national political culture over time.
The premise that national political culture is defined by a series of citizenship practices (Chevrier, 2009) makes cultural assimilation on the part of multinational corporations more…
References
Bird, A. & Fang, T. (2009) 'Editorial: cross cultural management in the age of globalization', International Journal of Cross Cultural Management, 9 (2), pp. 139 -- 142, Sage Premier Database [Online]. DOI: 10.1177/1470595809335713 (Accessed: 21 December 2009).
Chevrier, S. (2009) 'Is national culture still relevant to management in a global context? The case of Switzerland', International Journal of Cross Cultural Management, 9 (2), pp. 169 -- 181, Sage Journals [Online]. DOI: 10.1177/1470595809335723 (Accessed: 23 December 2009).
Hofstede, G., & McCrae, R.R. (2004). Personality and culture revisited: Linking traits and dimensions of culture. Cross - Cultural Research, 38(1), 52-88.
This disconnect from a cultural standpoint needs more empirical research to further understand and capitalize on from a change management strategy perspective as well. Implications for Individuals Working Multinationally with the Japanese The work completed by Masumoto has major implications not only for expatriates working in Japan yet for anyone going to work for a Japanese company anywhere in a westernized nation. The vast differences in how space is allocated are
Cross-Cultural Management Although it is a cliche of the business world, it is nonetheless also true that no business that neglects - or abuses - its workers can prosper for long. Badly trained, badly prepared, or badly treated workers do not do their best - and indeed, why should they? The best way to get the most out of a worker is to ensure that that worker feels appreciated and respected,
Additionally the theory also provides for instrumentality which is based on the belief that the performance will result in rewards. In essence, valence is the importance linked with an individual on the expected result (Steele, 2011).This expectation is not the satisfaction that employees expect to receive after achieving the goals: it is seen in Haier through recognition. Expectancy is the faith that best efforts will result in better performance.
(Hofstede, 2005, 232) Background of Relativism Dimension A was previously mentioned the idea of cultural relativism in the modern world is based on the fact that colonialism, often seen as an insidious attempt to overrule one culture over another is fundamentally destructive to culture and therefore cannot be applied to business. Individuals and organizations must in the modern world learn to see differences as an opportunity, and overcome the obstacles they
Employees to Foreign Country Sending Employees to Foreign Countries Cross-cultural training is essential when companies opt to send employees to foreign countries to accomplish company's objectives. Sending employees without training them on the diverse culture they will encounter is a bad decision, which can lead to accumulation of losses. In addition, the approach used by the company to train their employees, also plays a role in the success of the employee
Cross cultural challenge related to dialogue in your professional life Management The cross-cultural issue identified is management. There is a disconnect between managers and employees, especially in cross-cultural work environments. In most cases, organization management does not recognize the different cultures found in the organization and this causes friction between employees. We all have biases that have to do with our upbringing and the culture we learned when growing up. As