Hispanic Culture Adler and the Term Paper

Excerpt from Term Paper :

There is the belief that Hispanics tend to make more eye contact then some other cultures, and have a tendency toward physical contact in greeting and things of that nature (Argyle, 1988). Moreover, it has been posited that Hispanics tend to sit and stand closer to each other then what is considered normal in U.S. culture. Additionally, the common gesture for 'okay' hand signal used in the U.S. is considered vulgar in some parts of South America. As such, a manager should be knowledgeable first of these gestures and how they translate in Hispanic culture and secondly be wary of using them in professional or personal communication (Argyle, 1988). Additionally, if a manager or leader were to present as stand-offish, maintain little to no eye contact, sit or stand at a great distance or respond negatively to a physical extension during a greeting, that leader may be seen as untrustworthy.

Conclusion

What may serve to foster synergy if one assumes the writers' representation from the U.S. And addressing the Hispanic culture would first be an acknowledgement of the cultural differences, increased cultural awareness, recognition of cultural representation, and a willingness to increase the knowledge necessary to work effectively with Hispanic workers. There would also be the necessity to see diversity as both advantageous and problematic, and work to maximize the advantages without taking advantage of the people. It would also be important to work toward organizational success but not at the expense of ethical integrity. It would be important to provide the necessary training to other leaders to increase cultural competency as well as provide whatever training would be necessary for the staff to ensure enhanced communication, and maximization of productivity. Acknowledging the importance of family, culture, religion, hierarchical propensities, and individual differences would be important and serve as a motivator. However, it is critical to keep in mind that genuineness is key to any managerial or leadership style, and the absence of genuineness would be counterproductive.

References

Adler, P. & Kwon, S. (2002). Social capital: prospects for a new concept. The Academy of Management Review, 27(1), 17-40.

Argyle, M. (1988). Bodily Communication,2nd ed., Methuen & Co. Ltd.

Doktor, R., Tung, R., & Von Glinow, M. (1991). Incorporating international dimensions in management theory building. Academy of Management Review, 16(2), 259-261.

Goode, T., Jones, W., Dunne, C., & Bronheim, S. (2007). Promoting cultural and linguistic competency: self-assessment checklist for personnel providing behavioral health services. Washington, DC: Georgetown University Center for Child and Human Development.

Lim, L., & Firkola, P. (2000). Methodological issues in cross-cultural management research: Problems, solutions and proposals. Asia Pacific Journal of Management, 17, 133-154.…

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