Task Three: Essay.
Introduction
Cross-cultural management has since emerged to be a global challenge in organizations and businesses manifesting as a social and cultural Menes (Xu et al. 2017). As companies, organizations, and business enterprises seek to expand their market share globally, the problem of socio-cultural dynamics and cross-cultural employee management has become fundamental for successful operations of tasks and activities of businesses and companies worldwide. Therefore, to do in-depth cross-culture management, managers and leaders of various enterprises in the modern days need to take into account the various relevant practices and theories of cross-cultural management. This approach would develop managers who are cross-cultural sensitive and striving to create a conducive environment for cultures across the divide (Rani et al. 2016).
Thus, the essay intends to deeply discuss and elaborate on some of the principle concepts and thoughts that not only capture the challenges of managing across different socio-cultural diversities but also providing the managers with the various tools to concur the possible challenges that can be encountered. Through doing a deep analysis, it can be possible for the managers to incorporate cross-cultural sensitivity in the day-to-day operations and activities as the best cross-culture management elements.
Discussion
Notably, managers globally face the challenge of cross-cultural management especially in organizations that brings onboard employees from many and different cultural backgrounds. Therefore, the front line baseline that any manager aspiring to be an individual with skills and capabilities to manage across the socio-cultural strata must appreciate the fact that there exist dynamics in the general organization and cultural environments. According to Rahman (2018), an organization’s environment bears a high degree of influence of culture in which an enterprise or a business operates under even though the individual manger’s style of leadership and approach may be influenced by the general organizational surrounding (micro or macro). Any manager in any organizational set up needs to take seriously the component of organizational dynamics and the influence it has on the organization’s culture, structure, and policies including goals and objectives (Rahman, 2018).
The legal entities such as businesses, enterprises, and companies do not operate or exist in a vacuum but rather in a set of a given socio-cultural environment, policies, and guidelines. According to Merkin et al. (2016), the organization or enterprise functionality is determined by the socio-cultural factors within which its operations are done. Notably, the long term effects of a socio-cultural set of norms and values are felt on the market share and consumption behavior, demands, attitude, and perception of customers (Lopez Duarte et al. 2017). Managers are thus charged with the responsibilities and duties to carry out in-depth analysis and study on culture and within the confines of their respective management practice even as they manage people and other resources in their organizations.
According to Pao et al. (2016), firms that attain the growth status of Multinational corporations with numerous outlets and branches across many countries in the world and its products circulating globally, it is very fundamental that such firms acknowledge and appreciate cross-cultural management function. Apart from managing the difference in time zones for conference calls and meetings, there is also the problem of cultural differences.
The cases of multinational companies call for an analysis of cultural differences that exist across the globe. Most importantly, this would help them design products, policies, and procedures that are culturally sensitive, respectful, and appreciates individuals hailing from all cultures without any discrimination whatsoever (Xu et al. 2017). The essence of all this lies in the fact that culture defines gender roles and responsibilities. If the aspect of socio-cultural components is included in the policy formulation to determine the roles and responsibilities played by employees with such organizations, then, such duties may not be culturally responsive.
The major problem that comes as a result of neglected cross-cultural management is employee unrest, dissatisfaction, high employee turnover rates, demotivated individuals, and low productive professionals within those organizations. Therefore, such organizations must formulate a clear policy on cross-cultural management as part of employees’ orientations and continued growth and development in their careers and profession. Based on the nation’s cultural setup, the businesses, enterprises, and organizations form and design their departments, units, and the general managerial responsibilities (Ayubi et al. 2018).
Another component that must be considered in the context of cross-cultural management is the aspect of cross-culture communication. For example, western cultures are in most cases very direct in terms of asking and identifying problems to attach solutions to them, unlike the non-western culture that tends to be very reserved. Communication has since emerged to be the lifeblood of any organization or business enterprise globally (Lin et al. 2012). Mastering communication to that fact must be cross-cultural responsive that leads to effective and efficient management practice and strategy. This involves both verbal and non-verbal communication that revolves around codes of ethics and conducts within the organization, language, and gender relations among others.
According to Chistiansen (2018), the methods and contents of communication within the confines of any given organization are directly influenced by the social and cultural context within which communication is done. Even though protocols and methods of communication have highly revolved globally, there is still communication gaps in the context of cultural understanding in organizations (Rani et al. 2016). Therefore, for effective communication flow across the cross-cultural organization, tools of team-building programming are very necessary. For example, breaking down large groups into smaller ones, assigning of responsibility to specific groups or individuals, setting organizational expectations and guiding principles, allocating time and resources, and ensuring both the psychological and physical safety of the employees.
Now, for managers to overcome the communication barriers in the context of cross-cultural management, they must be well acquainted with the knowledge of cultural dynamics, communication strategies, and the final recipients of either verbal or non-verbal. For the cases of non-verbal within the interpersonal setting in the organization, culture-based communication knowledge is quite important as the managers will be able to pass on instructions or opinions within the organization with well understanding of the recipient’s non-verbal cues and values (Adulai et al. 2017). The benefits gained by the managers, as a result, is a productive and efficient performance of tasks by the employees.
In the context of multicultural workgroups and team management, team leaders and managers normally face the challenge of cultural dynamics imposed by individuals from different groups coming on board to achieve or pursue a common goal. The different group or team members possesses different attitudes and perceptions towards authority and hierarchy while others prefer working under flat structure (Ting et al. 2018). On the same note, there could be also conflicting norms in the decision making processes as group members would have different perspectives on the decisions made, required analysis, and the time frame (Xu et al. 2017). Apart from group dynamics, the notion of cultural dynamism if not handled well may greatly hamper the operations of the organization in terms of achieving their objectives and goals.
While managing culturally diverse teams or groups with individuals of different expectations, opinions, and value systems, managers should first of all be able to appreciate the aspect of cross-cultural understanding within the organization (Abdel 2015). Generally, mediating and managing expectations and opinions of such teams or groups can be very complicated. The complications would even intensify if the members of the group do not have common and standardized modes and strategies of communication amongst them (Barnes et al. 2018). The aspect of workload and motivation among team members has since emerged to be a source of conflicts in the organizations and has a relationship with the cultural understanding that determines gender roles and responsibilities.
The problem of multicultural work groups and teams can only be overcomed when managers become proactive in the management approaches they apply and also be cross-cultural sensitive. Therefore, the managers must be sensitive and aware of the numerous cultures and social values that exist across the globe (Ahmad et al. 2019). In the event of any disagreement or crisis occurrence, the unit, department, or business managers and leaders must be able to view the Menes in the context and perspective of culture that could be the source of crisis or disagreement. This is because many at times, conflicts within organizations normally originate from a cultural misunderstanding among the team or group members.
Consequently, individuals from different cultures, values, places, and social norms have significant differences at different degrees of importance and priorities altogether. This depends on the accepted ethics and conducts in a given society. Notably, different cultures have different stances and ethical importance across the world. In the same way, organizations’ settings vary in terms of ethics and codes of conduct (Ting et al. 2018). At the formulation stage of the given policies, ethics, and codes of conduct, a consideration on matters culture and social norms should also be put into account. Organizations should not have policies and guidelines that greatly contradict the values, beliefs, and principles of the hosting society.
On the other hand, leading global assignments possess challenges of its own especially when an organization, business enterprise, or firm grows to compete at the global level. In such scenarios, managers are normally charged with the responsibilities of managing both the domestic and overseas operations cutting across many cultural backgrounds (Brett et al. 2016). If the manager fails to be cross-cultural sensitive, the operations of such firms may be hampered severely. Besides, some employees who offer special and technical skills across the entire firm braches needs to be cross-cultural sensitive too as they will be interacting with many people from different cultures as they carry their duties within the organization headquarters and also at the branches.
In the context of cultural sensitivity, the strategic approaches such as a deep understanding of business enterprise history and operations orientations may not be that effective in the management of global organizations. It would require an in-depth understanding of the enterprise history in terms of its existence and activities of the branch, unit, or department operating in that particular nation (Ferraro 2017). In that context, the managers have sole responsibilities of analyzing the cultural background and dynamics motivating the employees operating at the department or branch level. As such, the firm’s executive and middle-level management are rightfully placed to manage the firm’s global extent and operations.
In some cases, multinational companies require to negotiate partnership deals among themselves or with the medium and small firms in other nations. This could be in the form of joint ventures or subsidiaries opened in other countries (Abdulai et al. 2017). Without understanding the concept of cross-cultural management, negotiation of such partnership deals may not be realized. To effectively negotiate a partnership deal that is financially, economically, environmentally, and socially viable, the negotiating firms must first understand both the cultures and social norm standards (Ferraro 2017). Therefore, it very crucial for the managers to clearly understand and be aware of the cultural background of the partnering organization and hosting society at large.
Favorable global partnership deals can only be realistic and achievable in the context of social and cultural understanding to create global ethics and culture. The managers’ awareness aids in the decision-making process of the firm’s operations in terms of product designs, terms, and conditions of the partnership deals, human resource planning, taxation, and marketing strategies. This is to ensure the conformity of the operations with the social and cultural patterns. Such an amount of preparations can only be attained when the managers get a full understanding of the anticipated partner cultural backgrounds and how their culture influences policymaking, consumption behaviors of consumers, packaging, and branding, and product designs (Roopnarine 2015).
Conclusion
Cross-cultural management is characterized by uncertainties and dynamics in the entire field of management theories and practice. Notably, mangers with the aspirations of great excellence and highest career achievement must be able to appreciate and be cross-cultural sensitive. Currently, most organizations bring onboard employees of different cultures either physically or virtually. Thus, social and cultural understanding dynamics have since been termed as fundamental in the practice of management (Abdel 2015). Therefore, the managers need to make prior preparations regarding the knowledge and understanding of various cultures as this would mean organizations’ survival.