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Assume that you are the CEO of a multi-national company. What is the first thing you consider when selecting a model to use in an upcoming cross-cultural merger, joint venture, or acquisition? Why? How will this consideration assist you in selecting the best model for the situation?Being the CEO of a multi-national company, the primary thing I would first and foremost take into consideration when choosing a model in a forthcoming cross-cultural merger is the cultural aloofness that exists between my organization's culture and the other company. The fundamental reason for doing so is because in instances of a merger, joint venture or acquisition, more often than not, the players from one end of the merging organization hold dissimilar perspectives, beliefs and points of view of the organizational culture (Graen, 2006). Therefore, by getting into a joint venture, merger or acquisition devoid of comprehensively integrating the differing cultural views, then the chances of having a successful merger or acquisition become minimal (Denison et al., 2011).
This consideration will help me as the CEO of the company in selecting the most ideal model for the situation. This is in the sense that in instances where there is minimal cultural dissimilarity amongst the two organizations, the model utilized in the course of the cross-cultural joint venture, merger, or acquisition will solely consider how the major organization will espouse and embrace the other organizational...
On the other hand, if there are significant cultural differences between the two organizations, the model selected will encompass profound evaluation of cultural diversity not only at an organizational level but also at a personal level. This takes into account assessing whether there is individual awareness and understanding of differences and eccentricities (Denison et al., 2011). In addition, if the company develops growth in attitude culture, the individuals, various stakeholders and the organization as a whole, will successfully be part of the joint venture, merging or acquisition process (Petkovic et al., 2014).
When leading a culturally diverse organization as an inclusive leader, which negotiation strategies are most successful? Why?
An organization that has diversity and inclusivity augments the effectives of tasks undertaken by every member, interactive relationships, and individual efficiency to attain their best. When leading a culturally diverse organization as an inclusive leader, one of the most successful negotiation strategies to utilize is ascertaining the conflicting and contradictory standpoints. The reason for this is to understand the extent to which these parties are divergent in terms of their views. The subsequent approach is to recognize and accept the diversity in thinking and embracing the varying perspectives. Thereafter, as an inclusive leader, the next phase is to commence to congregate and unite considerations…
" (Simon, 188) the fundamental perspective here is that leadership and the ability to apply actions based on culturally driven decisions are central to helping members of the organization learn in a concrete manner how best to accord with the reigning culture. In order for this to occur though, there must be a certain initial scrutiny and selectiveness where leadership and personnel are concerned, endorsing an organization-wide emphasis on the quality
Culture Within organization frameworks, postmodernism tends to look at an organization more in light of contemporary views on diversity, job satiscation, teamwork, managers as leaders, and coordination of efforts. Hierarchies exist, but are not the primary form of organizational behavior -- teams are more of a flat design. This view holds that the success or failure of a contemporary business or organization is quite dependent upon the management of diversity.
.....organisational environment can be an important source of wellbeing for individuals. This is particularly true if the environment encourages social interactions. Indeed, literature has demonstrated that social interactions in an organisation are crucial for generating positive emotions, which may in turn contribute to desirable employee outcomes such as lower cases of interpersonal conflict, reduced absenteeism, increased loyalty, and higher productivity (Biggio & Cortese, 2013). The connection between positive employee outcomes
Leadership is the process of directing the behavior of others toward the achievement of some general objectives. Effective leadership is very important for molding a group of people into a team, shaping them into a force that serves as a sustainable business benefit. Effective leaders have an inspirational vision. Forethought and change expectation is their hallmark. Leaders know how to make people function in a joint fashion, and how to
Leadership Principal theories of leadership and motivation Leadership might be described as: the affect that specific people (leaders) apply on the target accomplishment of other individuals (employees) within an organizational framework. An early on unit upon Board Governance explains in a restricted approach, the influences of leaders on overall performance. Researchers explained that leaders come with a capability to find out how various elements of the circumstance match with each other as
Organization Change - Leveraging Power & Influence in Change Management Leveraging Power & Influence in Change Management Change is the only inevitable factor within any organization in the contemporary society. The changes that take place in line with the Human Resources as well as the technology are so rapid that to stay relevant, each organization must of necessity keep up-to-date with the changes that are relevant to the organization. However, to have