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 diametrically opposed to how western nations view work space given in companies being more of a relative indicator of independence, individuality, achievement and status. In Japan there more of an orientation on arranging working space to speed up the assimilation and socialization process. This is a critical point for anyone joining a Japanese corporation anywhere in the world to keep in mind, as many Japanese corporations continue this practice of using space for collaboration in the U, S, and Europe…...

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References

Sam Beldona, Andrew C. Inkpen, Arvind Phatak. 1998. Are Japanese managers more long-term oriented than United States managers? Management International Review 38, no. 3 (July 1): 239-256. (Accessed December 3, 2007).

Meredith Downes, Masoud Hemmasi, Lee a Graf, Lane Kelley, Lenard Huff. 2002. The propensity to trust: A comparative study of United States and Japanese managers. International Journal of Mgmt 19, no. 4 (December 1): 614-621 (Accessed December 3, 2007).

Tomoko Masumoto 2004. Learning to 'Do Time' in Japan a Study of U.S. Interns in Japanese Organizations. International Journal of Cross Cultural Management: CCM 4, no. 1 (April 1): 19-37. (Accessed December 3, 2007)

Neelankavil, James P. 1992. Management Development and Training Programmes in Japanese Firms. The Journal of Management Development 11, no. 3 (January 1): 12 (Accessed December 3, 2007).

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, and it is the job of those in supervisorial and managerial positions who must ensure that an environment of mutual respect in instigated and maintained.

This is always a challenging task: Managing the relationships among employees is one of the most difficult tasks that there is for supervisors. It is especially difficult when those people who come together in the workplace come from different cultures. This paper addresses this topic: How does a supervisor manage cross-cultural differences in the workplace so…...

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References

Bivin, C. (2002). Interview.

Carr-Ruffino, N. Managing diversity: People skills for a multicultural workplace (2nd ed.). Boston: Ginn, 2001. http://www.hcgnet.com/html/articles/understanding-Culture.html

Mason, M. (2002). Interview.

Simons, G. (ed.). EuroDiversity: A business guide to managing difference. London: Butterworth-Heinemann, 2002.

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. This is the driving force in Haier by expecting employees and managers to perform better (Harold & Heinz, 2006). This is affected by factors such as possession of appropriate skills for the job, the availability of the right resources, and availability of the required information to perform the required tasks. This theory focuses on the relationship between effort, performance and reward (Raiffa, 1982).
Organizational Culture at Haier

The case study expectancy theory is evident from Haier's Case since employees have the desire…...

(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 place in from of the individual expatriate manager to manage his or her workforce effectively to an organizational standard. Changes must be negotiated and balanced within the context of the foreign culture and must only be made when they prove productive to the common goal.

The east-west cultural differences are some that have been most pervasive in business as so much business transverses the east-west cultural divide. The differences between these two cultures can be staggering, especially with regard to developing…...

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Works Cited

Adler, Nacy J., Allison Gundersen, 2008. International Dimensions of Organizational Behavior 5th edition. Mason, OH: Thomson Higher Education.

Hofstede, Geert, 2005. Cultures and Organizations: Software of the Mind 2nd edition. New York, NY: McGraw-Hill.

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 in the foreign country. Different studies have provided different views concerning the major cross-cultural training approaches, but this paper supports the use of the experiential approach. This approach gives the employee an opportunity to work with the micro-culture of the host country, in an effort to prepare the employees effectively.

Regardless of the approach used, cross-cultural training is effective in preparing the employees for overseas assignments. There are various reasons or motives as to why companies send employee to foreign countries.…...

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Bibliography

Caligiuri, P. et al. (2001). The theory of met expectations applied to expatriate adjustment: The role of cross-cultural training. International Journal of Human Resources Management, 12, 357-372.

Cranfield University. (2006). Measuring the value of international assignments. Pricewaterhousecoopers.com [Online]   (accessed March 30, 2014)http://www.pwc.fi/fi_FI/fi/palvelut/tiedostot/pwc_measuring_the_value.pdf 

Dowling, P., Festing, M. & Engle, A. (2008). International Human Resource Management. London. Cengage Learning EMEA

Ko, H., Yang, M., & Jung, C. (2011). The Effects of Cross-Cultural Training on Expatriate Assignments. International communication studies, 20(1), pp. 158-174.

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 a manager one should be aware of these biases to ensure that they can avoid them when working in a multicultural environment (Søderberg & Holden, 2002). There are verbal and nonverbal communication styles that could contribute to this challenge. Gestures, facial expressions, and eye contact. There are cultures where keeping eye contact is a sign of disrespect and most people will avoid making direct eye contact. However, I was brought up and taught to always maintain eye contact with the…...

Maznevski and Peterson (1997) reiterated that culture is important in the provision of an individual's first impression. Studies have indicated that national culture has a lot of influence on the perceptions of individuals, their behaviors as well as their beliefs as noted by Harrison and Huntington (2000) and Hofstede (2001).In order to fully understand the various cultural dimensions; we present Hofstede's cultural dimensions in the next section.
Hofstede's Cultural Dimensions

This theory is based on the work of Hofstede (1980) in his landmark study that involved a focus group derived from IBM employees. He derived a total of four dimensions namely; Individualism, Uncertainty Avoidance Index, Masculinity as well as Power Distance Index. An additional dimension called the Long-Term Orientation (LTO) was later added.

Individualism Vs Collectivism

Individualism denotes the strength of the bond that exists between individuals within a given society. Companies and countries having high individualism are noted to have a dispersed…...

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References

Harrison, L.E. And Huntington, S.P. (2000) Culture matters: how values shape human progress. Basic Books, New York.

Hofstede, G. (2001) Cultures' Consequences, 2nd ed., CA: Sage, Thousand Oaks.

Hofstede, G. (1997). Cultures and organizations: software of the mind. London: Mc Graw Hill.

Hofstede, G.H. (1980), Culture Consequences: International Differences in Work-related Values, Sage Publications, London

cross cultural management international companies ussia. The paper full compare contrast sources. Start cross cultural management finish
Cross cultural management in international companies in ussia

Understanding cross-cultural management

As the forces of globalization spread out and lead to the creation of culturally diverse workforces, the business community is confronted with the need to develop and implement strategies of cross cultural management. Cross cultural management is generically understood as an administrative act which seeks to efficiently lead the culturally different staff members. However, to gain a more comprehensive understanding of the concept, the following definitions were retrieved from the specialized literature:

Cross-cultural management is "an inclusive approach to leadership that seeks to build bridges across cultures" (Shonhiwa, 2008).

Cross-cultural management is "a form of management which, recognizing the existence of local cultures, attempts to integrate the values upon which these cultures rest in different organizational functions and, at the same time, tries its best to…...

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References:

Bernhard, E., Cook, J.A., 2011, Five principles of effective cross-cultural management,   / last accessed on May 5, 2011http://ffbsccn.wordpress.com/2011/03/12/five-principles-of-effective-cross-cultural-management 

Browaeys, M.J., Price, R., 2008, Understanding cross-cultural management, Pearson Education ISBN 0273703366

Bhattacharyya, Cross-cultural management: text and cases, PHI Learning Pvt. Ltd., ISBN 8120340094

Dumetz, J., Communication within the Russian business culture: mind the context, Going Global, last accessed on May 5, 2011http://old.goinglobal.com/hot_topics/russia_jerome_business.asp

Cross Cultural
Social Stratification

There rarely exists a phenomenon that could not be defined in terms of the society and social norms because the social behavior goes hand in hand with every concept associated with living things. The idea of a leader and his follower is present everywhere in every society. Whether it is the boss of a multi-national company having 200 employees underneath him or a president ruling a nation of billion individuals, whether it is the Brahmins or the Shudras in Hinduism or a beggar and a common man in any country, the distinct class difference is prevalent since a very long time. Class stratification is understood as the basic reality of every society. This concept has become the core of Sociology because of its importance and connection to the world's economy, politics, culture and the overall well-being of individuals. Sociology is the study of society and the social behavior…...

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REFERENCES

Brown K, 2006, Introduction to Sociology AS Level, Polity Press.

Giddens A, 2001, Sociology, 4th Edition, Polity Press: Gill and MacMillan: Dublin

Goldthorpe, John H. 2000, On Sociology: Numbers, Narratives and the Integration of Research and Theory, Oxford: Oxford University Press.

Saha D, 2006, Sociology of Social Stratification, Global Vision Publishing Ho

ole of Communication in Cross Cultural Management
We are engaged in interaction with others all the time in one way or the other at our homes, at our jobsites and in our associations within the community. Irrespective of the fact our understanding with each other the communication is considered difficult. 'Culture' becomes a crucial issue in respect of communicational problems. The methodology for confronting the communication problems and our involvement in the associations within the society are determined by our cultural aspects. Our involvement in groups often reveals astonishing facts about the approach of the people towards working collaboratively. Culture is a complicated concept with varied implications. However, simply the 'culture' can be expressed as a group or community with whom we ventilate our common experiences that design the way we appreciate the world. It incorporates the groups that we are succumbed to like gender, race, or national origin. (DuPraw; Axner,…...

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References

Barrett, Deborah J. (April, 2003) "Leading Organizations Through Transition: Communication and Cultural Change." Journal of Business communications. Retrieved from   Accessed on 7 December, 2004http://www.findarticles.com/p/articles/mi_go2909/is_200304/ai_n7486473 

"Cross Cultural Communication." Retrieved from   Accessed on 7 December, 2004http://www.ilr.cornell.edu/mgmtprog/training/DV210.html 

"Cross-Cultural Communication Strategies." International Online Training Program on Intractable Conflict. Retrieved from   Accessed on 7 December, 2004http://www.colorado.edu/conflict/peace/treatment/xcolcomm.htm 

Cross-Cultural Management and Communication Research. Retrieved from   Accessed on 7 December, 2004http://www.ntu.edu.sg/nbs/research/HRM1-cross_cultural_mgt.htm 

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 Political…...

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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.

Management Issues Facing Australian Banks in Asia Today
Today, the Australian banking industry enjoys a high level of confidence among domestic and international investors alike, and the nation has managed to weather the fallout from the Asian financial crisis and Great ecession far better than many of its neighbors, and continues to grow economically. This economic development is due in large part to Australia's increasing commercial trade and cultural exchanges with its largest trading partner, China (Chinese economy, 2016). Not surprisingly, the Australian banking industry has taken advantage of these opportunities to establish an ever-increasing number of branches in China, which have largely experienced positive returns on their investment. Nevertheless, given the fundamental cultural differences and worldviews that exist between consumers in Australia and China, it is the argument of this paper that there are also a number of significant management issues facing Australian banks in Asia in general and…...

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References

Allen, D. E. & Powell, R. (2011, March 1). Customers and markets: Both are essential to credit-risk measurement in Australian banks. Australasian Accounting Business & Finance Journal, 5(1), 57-61.

Anbari, F. T. & Khilkhanova, E. V. (2009). Managing cross-cultural differences in projects. Orlando, FL: PMI Global Congress North America.

Australia's banking industry. (2011). Australian Trade Commission. Retrieved from   / australias-banking-industry.pdf.aspx.http://www.austrade.gov.au/articledocuments/2792 

Australian banks in Asia. (n.d.).

Cross-National Management: Questions
Although the Chinese company Nice Group and the American company it is entering into a partnership with may not face linguistic barriers, they are likely to face considerable cultural barriers that could impede their mutual understanding. The first likely communications obstacle is one of managerial styles. America is a highly individualistic culture, and tends to prefer managers who adopt an empowering or 'coaching' style, meaning that they either give employees considerable autonomy and/or provide support and guidance to employees. This is true particularly regarding complex tasks that require professional expertise. Employees are regarded as valuable human assets who can make a meaningful contribution to the company. In contrast, within high-context cultures such as China, there is a tendency to prefer a far more directive style of management, and to view employees' individual needs as less important than serving the collective (Motivation, n.d, Handout).

Another issue is one of accepted…...

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References

Dimensions of culture: Ways to understand others. (2012). PowerPoint.

Motivation (or what do we look for in a job?). (n.d). Handout.

Shea, Catherine. (1994). Case study: Moscow Aerostar. The Richard Ivey School of Business.

herefore, the standpoint of social embeddedness is a tool that offers to provide a clear picture if one wants to comprehend the contribution of the relational factors in the success of outsourced IS projects (Rai, Maruping and Venkatesh, 2009).
If one is to increase his/her comprehension and develop an insight about how to monitor and control outsourced IS projects, Johns' (2006 as cited in Rai, Maruping and Venkatesh, 2009) suggestions come in useful. He recommended that the theory be contextualized by assessing the effect of characteristics of social framework in the setting of outsourced IS projects. It should be assessed how the adopted cultural features of the project affect its success and performance.

Later, the social embeddedness standpoint needs to be contextualized to the setting of the outsourcing of IS projects and a cultural variation framework should be applied to assess mutual principles and standards for those projects that are represented…...

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Trent, R.J. And R.M. Monczka (2003). "International purchasing and global sourcing -- what are the differences?" Journal of Supply Chain Management 39(4): 26-37. Taken from: Mittal, R. (2010). CULTURAL CONGRUENCE in CROSS-BORDER ALLIANCES: A MULTI-LEVEL PERSPECTIVE. INTERNATIONAL JOURNAL of Business RESEARCH, Volume 10, Number 3.

Uzzi, B. 1997. "Social Structure and Competition in Interfirm Networks: The Paradox of Embeddedness," Administrative Science Quarterly (42), pp. 35-67. Taken from: Rai, a., Maruping, L.M. And Venkatesh, V. (2009). OFFSHORE INFORMATION SYSTEMS PROJECT SUCCESS: THE ROLE of SOCIAL EMBEDDEDNESS and CULTURALCHARACTERISTICS. MIS Quarterly Vol. 33 No. 3, pp. 617-641.

Werner, S. (2002). "Recent Developments in International Management Research: A Review of 20 Top Management Journals." Journal of Management 28(3): 277-305. Taken from: Mittal, R. (2010). CULTURAL CONGRUENCE in CROSS-BORDER ALLIANCES: A MULTI-LEVEL PERSPECTIVE. INTERNATIONAL JOURNAL of Business RESEARCH, Volume 10, Number 3.

Cross Cultural Business
Conducting Cross-Cultural Business

Three Cross-Cultural Differences:

Certainly, among the most critical differences that must be accounted for before one begins practicing business in Asia is that regarding the way that people interact. In many ways, estern and Eastern culture stem from very different perceptions of the self and, consequently, how individuals should be expected to conduct themselves in interaction with one another. Indeed, Anbari (2008) et al. highlight this issue, indicating that "two main cultural differences have been identified. Hofstede distinguishes between individualism and collectivism. Trompenaars breaks down this distinction into two dimensions: universalism vs. particularism and individualism vs. communitarianism." (p. 2)

As we most certainly know from experience, the United States is a culture, both professionally and socially, where individuality is stressed. By contrast, in a general sense and throughout its business culture, Asia tends more toward collectivism or communitarianism. This influences how individuals express themselves in business settings, often…...

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Works Cited:

Anbari, F.T.; Khilkhanova, E.V.; Romanova, M.V. & Umpleby, S.A. (2008). Cross Cultural Differences and Their Implications for Managing International Projects. GWU.edu.

Kolesnikov-Jessop, S. (2012). Respecting Cultural Differences. New York Times.