Management Across Culture in China - Essay Example

Management across Culture in China China is home to the oldest and most continuous culture worldwide. When sociologists talk about the customary beliefs, social norms, pattern of human knowledge and material traits of religious, racial, or social group they are infinitely referring to culture. Chinese cultural shakings indicate some substantial differences in corporate and managerial behavior between the other Chinese territories namely Taiwan and Hong Kong and mainland China (Branine, 2011:225). Cognitively, behavioral differences alone cannot account for culture and these warrants in depth consideration of what management across culture expects to explain. With globalization came international business people. What is always confusing with different cultures is, those values that may be acceptable in one culture may be counterproductive or even unacceptable in another. In Peoples Republic of China, people view managers differently (Branine, 2011:226). People expect managers in both private and foreign sectors to be entrepreneurial, fluent, pragmatic, and flexible in both their native culture and that of their foreign investors. It is common and believable to find “benevolent authoritarian” young managers in Chinese companies. Even though this sounds rampant even in other cultures, in China employees expect their managers to deploy leadership by living an exemplary life. This means those managers involved in company operations are hard working and earn their employees respect and compliance. Management characteristics within Chinese culture are rapidly changing especially in the private sector. Traditionally, loyalty remained within families or groups however, this is transforming drastically. Mobility of labor is increasing dramatically especially within the foreign firms. Presently, once an employee gains some experience in a particular field, his or her employment options open up widely especially in the large coastal cities of Shanghai, Guangzhou, and Beijing. This shows that loyalty in Chinese culture regarding employment is vividly losing magnitude and at the same time, they are replacing it with experience and labor mobility (Branine, 2011:227). Roles of managers differ coherently with place and culture. With this respect, the role of a manager in China entail that, a successful cross-cultural manager in this country has to be aware that every individual in the organization has a very distinct role to play hence maintaining that role helps in keeping order. Managers may carry out their duties in their respective manner and even function autocratically. In some cases, they might use an intermediary to solve problems with their staff or do it privately (Branine, 2011:247). Due to cultural aspects like these, management across such culture is hectic and requires tolerance and perseverance. Nevertheless, China’s cultural adaptability is improving rapidly in spite of her traditional medium of cultural tolerance because of the increasing demand for global marketplace. A manager should receive and address any ideas raised by an employee in order to avoid exposure (Branine, 2011:264). This shows that Chinese culture is gently incorporating approaches brought in by change. In addition, since approach to time and priorities is moderate and typical in Chinese culture, there may be some flexibility towards strict adherence to schedules and deadlines. Nonetheless, the expectations regarding global trade and intercultural expansion are causing Chinese to adopt stringent principles of adhering to schedules. The process of decision making in Chinese organizations is bureaucratic. Even though China is changing, the engrained bureaucracy within government offices and in the most entrepreneurial companies is still evident. Different departments apt to work separately and quite independently and only share specified and selected information (Branine, 2011:269). This shows that, rivalry often exist amongst these departments under the same company. These cultural practices make operations rigid since employees especially foreigners work under utmost fear and have to adapt otherwise they should expect to meet severe consequences. The key challenge facing the enterprise development specialist is how to endorse profound turnaround of the Chinese feed mill manager attitude and behavior to those in favor of market driven enterprise (Steers, Sanchez-Runde , & Nardon 2010:16-17). The manager has cultural values deeply rooted in the legacy of Chinese state planning that hinder the freedom of expertise of the specialist. Cognitively, the development specialist must resolve to either enforce management training or learn from other feed mills. Additionally, the specialist could also transform the compensation system or restructure the organization in order to develop an action plan that can unleash results without interfering with Chinese cultural practices. However, doing this means that, he has to take into account the separate business environments in which the feed mill managers operate in spite of cultural and political surroundings. All those tasks the specialist has to account for depict the complex structure of Chinese culture (Branine, 2011:285). Managers in cross-cultural countries like China face challenges that add on to their work and as a result, some of them might perform poorly. Chinese business etiquette and protocol is strict. It established that they do not like conducting business with unfamiliar firms, which means working via an intermediary is crucial. Business etiquette in China involves many ways of introducing a new manager or a new company (Branine, 2011:292). The research established a new company venturing into Chinese market might opt to send a few materials written in Chinese with some description and history of the company prior arriving in China. The same applies to when seeking a managerial post in a Chinese firm. The process of building a business relationship takes some laps before receiving formal recognition. Chinese consider a business relationship formal when they formally know you. They consider foreign managers as company representatives not as individuals who can fit into their society. Within Chinese culture, rank is very vital therefore managing across this culture requires keenness and ability to maintain rank differences while communicating with others (Branine, 2011:301). Chinese culture does not condone issues to do with gender biasness in working places. This sounds inclusive since people can access employment where possible without cases of inferiority due to gender. Chinese culture presents a particular model of etiquette in business meetings. In China, arrangements or appointments are necessary. According to Chinese cultural values, a manager should make an appointment amid one to two months prior the set date of the meeting and should be preferably in writing (Steers, Sanchez-Runde , & Nardon 2010:177). In cases where a manager does not have a contact with the prospective firm, it is necessary to use an intermediary to arrange for an official introduction. Upon introduction, the manager should take this opportunity to talk bit about his company then hint on purpose of the meeting (Branine, 2011:319). Managers should arrive at meeting places on time or if possible, earlier just as the business meeting etiquette in China requires. To be punctual is a virtue according to Chinese culture whereas late coming is an insult and adversely destroys both personal and business relationship. Chinese business culture asserts that, managers should pay great attention during meetings since all Chinese participants have their own agendas. Being conversant with the business environment of China is no easy task, as managers must send agendas of meetings before the actual congregation (Branine, 2011:332). Checking with experts and translators for clarification is important. Surprisingly, when Chinese business people meet, they engage in lengthy talks that do not actually relate to the meeting’s agenda and dominate the floor for sometime. As a manager, you should relax and be patient. The talk is a way of transmitting subtle messages that assist in allaying fears of the on-going interaction. As funny as it may sound, while managing across Chinese culture, never request Chinese to turn off their mobile phones. No matter how frequently they ring, asking them to switch off could lead to face loss. Managing across Chinese culture requires a manager to bear in mind the procedure of sitting during business meetings. Obviously, guests receive escort to their respective seats arraigned in descending order of ranks. Senior people from one company generally sit directly opposite to seniors from the other side. It is essential to bring an interpreter especially when discussing legal or extremely technical concepts. Carefully, crosscheck written materials and ensure they are accurate in order to avoid misinterpretation (Branine, 2011:337). In large meetings, visual aid is necessary whereby a manager should use black and white background only. Different colors have different meanings in Chinese culture therefore a manager should express great care when choosing colors as choice of color may work against you. Presentations should have in-depth details and long-term benefits. International management review shows that Chinese behavioral methods are different. There are differences between Chinese managers and foreign managers hence managing across Chinese culture is systematic. Behaviors of foreign managers are straightforward whereas those of Chinese managers are implicit. The review asserts that Chinese managerial planning lack sense while foreign managers’ planning is sensitive (Branine, 2011:370). This explains the difference in mode of achieving objectives between firms managed by foreigners and Chinese. Moreover, there are differences in management styles amid foreign managers and Chinese managers. The style of management of foreign managers is numeric and procedural as opposed to Chinese, which have less procedures and often ignores the effects of statistics. Chinese management system consummates less and depends on experimental judgment probably due to cultural beliefs and practices. Furthermore, the management systems of foreign managers and Chinese managers differ in performance appraisal, decision-making, and personnel prompting (Joynt & Warner 2002:106). The system of foreign management exert weight on actual performance and results and not process. Chinese management system is complex due to the things it considers valuable. They put emphasis on actual performance, moral thought of people, as well as the criteria of behavior of individuals (Branine, 2011:376). Different cultural values of Chinese contribute to gaps portrayed in every aspect of management between foreign managers and Chinese managers. As a result, cultural values and behaviors vary from one manager to another depending on skills and experience. Cross-cultural management is significant especially in this century where global interdependence is crucial. Large numbers of investors are flocking into China in search of more markets. On the other end, Chinese investors are increasingly opening up new firms in other countries. Interaction and association between Chinese and foreigners is resulting to important exchanges necessary for culture transformation. China’s intensive foreign investment brought about capital availability, technological advancements, and management styles (Daft & Marcic, 2010:84). Differences in value of culture between China and foreign countries as well as territories collide and conflict especially when a foreign manager is in-charge of a crucial department within an organization. However, due to the current trend of China’s foreign investment, the system of manufacturing, operating, and valuation in organizations is changing (Branine, 2011:382). This is due to cultural interactions whereby foreign managers are incorporating foreign methods of management that are flexible yet westernized. Strings attached to cultural values and beliefs make management across Chinese culture complex (Daft & Marcic, 2010:69). When Chinese subordinate staffs communicate in different culture levels in the presence of a foreign manager, contradictions and collisions arise making foreign management ineffective and valueless. As a result, operations and performance of such a particular firm incur severe challenges that drag the outcome of the company behind. However, it is worth noting that Chinese need to understand better that foreign management without their in-house support is useless and the quicker they master that, the easier they reduce the harmful effects produced by cultural collisions and conflicts (Joynt & Warner 2002:50). Giving management across Chinese culture adequate support is vital for the development of Chinese corporations as well as the constant growth of the country’s economy. Clearly, the process of making management across Chinese culture will not be easy due to problems associated with cross-cultural management. Chinese understand that development of technology, induced capital, and management system is the cause of the China’s rapid development of firms. Chinese thought of operation and management ideas act as barriers for effective management across culture. This is because; Chinese culture existed long before societal structures. Therefore, it influenced every society and formed special cultural units within organizations. Chinese managers have forensic sense of risk spirit, which makes it ambiguous to venture into risky obligations. Westerners are risk takers and initiate spirit of exploiting new markets, which is something out of ordinary in case of Chinese (Branine, 2011:395). Chinese are conservative and rigid and initiating change into an organization needs thought and all possible measures essential for enforcing change into a new environment. There are concepts of governance in China and have a role to play in management. In the west, managers embody concept of governance by law where they involve rational thinking, fair sense of play, and habit in enterprise management. This facilitates the integration of enterprise operations into western culture that allows expression of ideas and exploitation new markets, which in turn increases output. On the other end, the thought of management in case of Chinese is people governed. Managers put too much concentration in system establishment and procedure as opposed to result oriented management structure. They are not to blame for that; their culture cultivated two important traditional characters namely, the concept of hierarchy and relationship between people (Branine, 2011:405). Agreeably, the governance phenomena will exist for ages due to the historical and cultural reasons that are hard to transform. Management across Chinese culture lacks definite development aim and corporation spirit therefore managerial systems in China have no value for tropism for their behavior. Managers across Chinese culture pursue short-term benefits a factor that leads to frustration and failure. According to anthropologists, Chinese culture has three categories that include normal criterion, non-normal criterion, and technology criterion (Branine, 2011:409). Normal criterion provides the basic value of an idea as well as criterion. Normal criterion can resist any formal change from outside. As a result, the friction it produces is not easily removable. Non-formal criterion submits the habits of people together with their customs. Only communication can overcome the friction produced by non-normal criterion for a long time. With technology criterion and study knowledge, switching between cultural frictions produced by technology is easy. The cultural frictions produced by different culture criterion differ in degree and style (Branine, 2011:413). If management across culture can recognize that, they interject them and make their managerial tasks suitable in places with diverse cultural background. Management across Chinese culture can transform and make China a change oriented nation through various ways. To begin with, managers should initiate cross-cultural training since it is an effective tool of resolving cultural differences. Sensible culture training is the major product needed by Chinese. The training should also incorporate educating foreign managers eyeing jobs in China in order to prepare them for work and new surroundings (Branine, 2011:429). Managers should simulate working environment. Simulation helps find solutions for problems encountered by employees in their working places hence issues associated with culture can receive a fair chance of address during training. Finally, management across Chinese culture is currently taking a new swift as depicted by understanding of native culture and foreign culture via acquisition of foreign managers, foreign investment, and global trading. Chinese managers are conforming to the trend of shifting from a single culture management to cross-cultural management. Managers are swiftly cognizing the merits and demerits of cultural differences in firm operations (Branine, 2011:455). As such, managers across China must understand the importance of selecting a suitable cross-cultural management style or system in order to form a core competitive element that can help build up good company reputation in internal market and in foreign market. Bibliography Branine, M., 2011. Managing Across Cultures: Concepts, Policies and Practices. Thousand Oaks: SAGE Publications Ltd. Daft, L. R. & Marcic, D. 2010. Understanding Management. London. Cengage Learning. Joynt, P. & Warner, M. 2002. Managing across cultures: issues and perspectives. London: Cengage Learning EMEA. Steers, M. R., Sanchez-Runde, C. & Nardon, L. 2010. Management Across Cultures: Challenges and Strategies. Cambridge: Cambridge University Press. Managing Across Culture in United States There are many distinct cultures in the whole world. Culture is the beliefs, norms, and values that a community or a nation acknowledges. To establish a strong business enterprise and links, it is important to understand the mode of behavior, values, and practices of one’s trade prospects. It is a powerful guide to assist a business enterprise to strike a balance with the locals, devise methods to popularize its products and help in supervising locally recruited employees. Understanding the mode of communication within a business culture is an asset for proper and peaceful interaction of business people and the locals (Samovar, Porter & McDaniel 2009:307). Having this cultural facts right is the first step in excelling in a business venture. This helps business to design its strategies with the customer satisfactory as a guiding principle and absorb the cultural shocks that may emerge in the course of their activities. Business managers, through, understanding of culture, get the most invaluable information which is normally concealed in the cultural fabric. In the light of importance of culture to success of business ventures, this report will explore the culture of United States in pursuant to setting a new business in that region. The report will endeavor to provide detailed information regarding hierarchy, gender roles, communication and relationship, greetings, and social interactions. Further, it will seek to know the business meeting etiquette and the working hours. The report will give its conclusion and direction based on the findings. Business Culture of United States United States takes the third position in the land size in the world. It is one of the best performing economies in the globe. It borders Canada, Mexico, pacific, Atlantic oceans, and Caribbean Sea. The population of United States in the year 2007 indicated that United States had an estimate of 301,139,947. United States has many ethnic tribes. The white takes the largest share of 81.7%. The other percentage is shared among other groups such as black 12.9%, Amerindian and Alaska 1%, Asian 4.2%, and Hawaii and Pacific Islander 0.2%. United States has a wide range of cultures hence most people who stay in America have their ancestral connections that belong to another culture. Mostly, their ancestral cultures are in Scotland, Germany, and Ireland. Therefore, knowledge of the unique cultures is paramount for an entrepreneur seeking to establish business enterprise. United States has experienced down turns in its economy. Now, China and India are the strongest competing partners of United States in the world of trade. They threaten to displace United States from its top position in the business circles. United States has been leading in computing, banking, technology, and manufacturing of drugs. To avert a looming displacement of United States from its superpower position, it has invested a lot in efforts to create conducive business environment. It has embarked on constant re-evaluation, re-invention, and re-alignment of different sectors of economy to maintain stability in business arenas. Business Etiquette Many United States firms and companies give a short notice meeting. This is unlike most of the nations that prefer to use formal methods of notifying the participants of the meetings early in advance. United States entrepreneurs are very friendly and one can have a smooth conversation with them during the first meeting. They do not prefer somebody to introduce them to their clients whom they have not met before since one’s expectations may fail to get his/her desired considerations (Moran, Harris & Moran 2010:376). Nonetheless, the most prominent business giants are approachable. The United States business community embraces networking as a crucial tool to expand their business. The way of recruitment, a networking is informal. For instance, the Americans use the people they know to inform their colleagues to bring their friends with common interests. If the new recruit contributes some value- adding insights, Americans will accommodate him/her to the networking team (Walker, Walker & Schmitz & 2003:165). Greetings Contact greetings during business meetings in the United States vary depending on the company type. Industrial culture, the surrounding environment, and the extent of how familiar one is to the other party dictate the greetings. A cheerful greeting characterizes the mode of greetings in United States. Americans perceive eye contacts as a show of cordiality. They acknowledge firm handshakes during the start of business meetings. Americans give these handshakes with many jovial faces to indicate that they appreciate each other very much. They normally use the right hand in their contact greetings. They discourage the weak and light handshakes. To them, it is a plain indication of fear, lack of confidence and unfriendliness on the part of the party in question. Americans prefer not too energetic squeeze of the hand. They appreciate a soft handshake with up and down movements. However, it is not an offence for left-handed people to do the shaking using their left hand (Walker, Walker, & Schmitz, 2003:166). Americans mostly used words in salutation include, hi and hello. After the salutations, American people encourage a brief conversation to know how each party is fairing on with his/her daily endeavors. The exchange of greetings sets the stage for business conversations and discussions. Americans do not encourage other ways of physical contacts apart from the handshake during business meetings. American people discourage practices such as kissing in men while greeting. They view such actions may signify other socially unaccepted behavior such as homosexuality. Americans embrace pecking and light kisses for women to women or men to women. The handshaking greetings display the equality that American people treasure most. American people do not exchange greetings at the end of business meetings or social gathering. The only initial handshake one receives at the start of any event is enough to care for the greetings part. It is not a custom requirement for women to be the first to extend their hands during exchange of greetings. Either a man or a woman can take the first initiative to do so in the greeting time (Walker, Walker, & Schmitz, 2003:166) Conversations The business people in the United States try as much as possible to avoid any physical contact while conversing. They do not address people based on their titles in their business dealings. However, the business people seek position that their party is associated with in the business world. Therefore, the knowledge of the rank that a business party holds directs the mode of conversation. Americans business people have their formal way of sitting while discussing business matters. For instance, it is not advisable for one to sit bending towards each other. American view such behavior and mannerism as a sign of buddy-buddy relationship overtones. To them, it is a condemnation to put hands around each other while sitting during business meetings (Walker, Walker, & Schmitz, 2003:167). Walker, Walker, & Schmitz (2003:167) reveal that Americans appreciate each other’s points of view on a given subject of discussion. To them, the diversity of views is the bedrock of strong business decisions. The virtue of equality in the American people directs them to acknowledge varied individual viewpoints. There is a sense of laxity in the communications that do not touch the business issues. Predominantly, social gatherings display the informality in conversations. In such meetings, Americans crack jokes and embrace calling of unofficial names. For instance, Americans may mispronounce the names of their colleagues or use the name with family attachments, which may not specifically the name of that person (Samovar, A. L, Porter, E. R. & McDaniel, R. E. 2009 270). American culture values frankness when conversing. To them, openness is the building blocks to transparency and huge achievements. They always strive to reach agreements and solve any emerging conflict through sound, amicable ways. American culture appreciates feedbacks from employees regardless of whether they have negative overtones or not (Walker, Walker, & Schmitz, 2003:168). The employers discuss the feedbacks with their employees in open tables in order to strike a consensus. The culture dictates that the feedbacks should not impose a bad motive to a character of any member of a business setting but display professionalism, respect, and are devoid of any prejudice. Gestures American use gestures to signify either agreement or disagreement on a particular matter. The gestures are either voluntarily, or involuntary. In some situations, emotions dictate the usage of sign language among the American people. Some of body languages include, shaking of head to indicate non-compliance or nodding the head means a total compliance. Gestures of the eyes such as, lifting of the eyebrows signify astonishment (Moran, Harris & Moran 2010:76). Americans use the index finger to get the attention of the people. They do this through raising their palms and curving their index fingers. When the index finger is used without curving, this is the indications of complain on the part of the beholder. It is an obscene and an offence to raise a middle finger. American people frequently exchange smiles even to the people they have little or no information about them. They expect one to return such a smile with an equal or a higher measure (Walker, Walker, & Schmitz, 2003:169). Business Interactions American culture embraces the exchange of business cards within the business community. Conversely, American culture acknowledges that, the presence of the person is very crucial and that individual needs more attention than the card. To them, being with person is the only the right opportunity to have an active interaction with such individual. American people attach a lot of seriousness to the appearance of the business cards. They appreciate well-designed cards. To them, it is the surest way to measure commitment of the business-card issuer (Walker, Walker, & Schmitz, 2003:168). The card should contain the name of the company and explicit description of the core activities of the company. American business people emphasize the use of English language as a mode of communication in their business transactions. It is therefore important to use English in the designing of the business cards. American people do not consider verbal communication. They prefer a detailed and explicitly presented communication (Lussier, 2011:6). To them, short messages are equivocal and uninformative. During introduction in the business meetings, United States culture encourages the new person to stand. People holding big positions may leave to those in lower cadre to execute them. Despite their lenience to delegate duties to their juniors, the seniors expect respect from their subordinates. Americans do not permit picking of phone calls during meeting time unless in inevitable cases (Walker, Walker, & Schmitz, 2003:168). Timelines American people are very keen and adhere to timelines. The business meeting begins at the stipulated time. In case of any long delays due to flight or transport constrains, they opt to cancel the business meeting rather than to start the meeting late. When one is late for a business meeting, the United States culture expects an apology from that person. Americans view time as a crucial resource and any attempt to suggest wastage is met with a rough face. Americans strive to handle many activities no matter the limited time they may have. They derive their triumph from the success of such activities. To demonstrate their seriousness in time management, American people encourage voluntary exchange of information on the techniques of time management techniques (Walker, Walker, & Schmitz, 2003:167). Dressing Code The American culture embraces both formal and casual dressing. However, the dressing code varies from company to company depending on their policies. Most people prefer the casual wears than the professional dressing (Lussier, 2011:52). The business community in the United State expects one to be in a suit in business meetings. In formal conferences, Americans prefer dark suits. Some companies such as, Information technology companies are very lenient on the dressing code and their employees clad on cotton shirts, khakis, jeans, and T-shirts. The dressing code is casual in many companies on Fridays. Some companies go to an extent to allow their employees to wear shorts (Walker, Walker & Schmitz 2003:168). The nature of company dictates the dressing code in women. For instance companies such as Information technology permit women to wear a variety of dressings such as, blouses, skirts, dresses, dresses, shorts, blazers, and sweater sets. American culture does not encourage the employees to dress in saris and salwar suits. According to American culture, it is not advisable to be on open shoes that expose their feet while in the office. Some companies encourage women to dress in well-matching jackets. To the women who prefer short skirts, the American culture prescribes them to wear stockings (Walker, Walker, & Schmitz, 2003:164). Interaction with Public The business people in the American community maintain some distance with the public. For instance, the American people do not converse while in structures such as elevators. They do not embrace any contact behavior such as physical touching no matter how the numbers of the people in the elevator. Little jokes in the elevators may elicit laughter but it is short-lived since it does not spark any conversation. Although the American people are very cordial, they maintain a high degree of privacy. Americans do not allow anyone to get inside their houses or offices without prior permission to do so. People usually keep an arm’s distance while having a conversation (Walker, Walker & Schmitz 2003:167). Business Hierarchy Hierarchy in American company is not very conspicuous. There is a seamless division between the superiors and their subordinates. The superiors interact freely with the juniors and it is not surprising to find a person in the top management freely visiting the juniors in their workplaces such as stores and warehouses. Professional titles gain little appreciation. American people silently embrace hierarchy in their companies. The management demands the best from the employees in the position they hold. Although they give a chance for the employees to participate in the decision-making, their contribution may not dictate the final product of decision makers (Walker, Walker, & Schmitz, 2003:166). Business Meals The American people can conduct business during breakfast, lunch, and dinner. The discussions normally start before the food is served. Dining takes the second priority. The intentions of these meals are to forge a way to attain great heights of success of a company (Moran, Harris & Moran 2010: 378). The meals comprises of salad, appetizers, soup, and vegetables. American business people do not encourage serving of alcoholic drinks in the business meetings. However, they allow employees to take beer in small portion occasionally. In these business functions, people sit randomly unless there are name cards indicating sitting arrangements. An individual places a napkin on the lap to during the entire period of dining. American people take the shortest time possible to munch their food (Walker, Walker, & Schmitz, 2003:171). Social Occasion and Invitations These occasions range from minor to major occasions. They are forums to establish close relationships between business people. The occasions can be a simple coffee taking after work or a heavy feasting in a restaurant. Other business people socialize through sports, shopping, or window-shopping. Picnics are also part of getting to know each other deep. Invitations to these social gathering are informal. Short notices characterize such invitations. The American people declare a decline of an offer for social meetings a sign of disrespect. Proposals for social meetings come from any gender. The American business people least expect such meetings to take intimacy overtones. Business community in America expects one to cater for travelling expenses to the point of the meeting (Walker, Walker, & Schmitz, 2003:169). American Women American women occupy senior positions in all fields in the United States. They do not depend on male gender to provide for any support. They do not turn down such offers when extended to them. American women play a big role not only in the nation but also in the family level. American culture disallows physical contact of men and women through kissing and hugging. A handshake is normally enough. Bibliography Lussier, N. R. 2011. Management Fundamentals: Concepts, Applications, Skill Development. London: Cengage Learning. Moran, T. R., Harris, R. P. & Moran, V. S. 2010. Managing Cultural Differences: Global Leadership Strategies for Cross-Cultural Business Success. New York: Routledge. Samovar, A. L, Porter, E. R. & McDaniel, R. E. 2009. Communication Between Cultures. London: Cengage Learning. Samovar, A. L, Porter, E. R. & McDaniel, R. E. 2009 Walker, D., Walker, T., & Schmitz, J, 2003. Doing Business Internationally: the guide to cross-cultural success. 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