Answer exam questionA - Essay Example

This notion postulates that the nuances of HRM and the applicability of its associated theories vary drastically on a cultural basis (Brewster et al. 2011: p2). Therefore, the pivotal significance of cultural observations in international management practices not only extends to the appreciation of national culture and its impact on business operations but also to the aspect of managerial behaviour (Crawley et al. 2013: p76). In assessing the impact of an understanding of culture and cultural difference on the behaviour of a western manager assuming an executive position at a non-western organization several factors must be examined.

The commencement of managerial roles in an unfamiliar national culture is welcomed by cultural shock which may result in a failure to meet objectives and goals that accompany the position (Crawley et al. 2013: p77). However, a thorough comprehension of culture implies that a manager’s attitude towards colleagues would be marked by respect, sensitivity, consideration and an understanding of critical aspects such as religion, ethnicity and race when managing a diverse workforce (Crawley et al.

2013: p77). More importantly in the context of the example under discussion, the assignment of a western manager within a non-western organisation presents the challenges of unique role demands posed by cultural factors. In this scenario, an effective understanding of role demands assists both managerial behaviour and performance (Dowling 2008: p193) given the existence of role clarity in defining what is expected of the individual within the organization (Dowling 2008: p194). While, it is important for a western manager to recognize the significance of specific characteristics related to cultural differences when performing his duties at a non-western organization, it is the successful application of relevant leadership theories that lies at the core of effective HRM.

The contemporary leadership theories that have been applied by researchers on assessments of culture and cross-cultural examinations are that of transformational leadership and charismatic leadership. An investigation into the Global Leadership and Organizational Behaviour Effectiveness (GLOBE) proposed that the relationship between manager behaviour and cultural implications in Indian organizations was such that workers favoured charisma and action orientation in an ideal leader (Robbins 2001: p389).

This observation implies that a western manager having extensive information about culture and cultural differences would adopt the characteristics of a charismatic leader, as research shows that charismatic leaders can be made (Robbins 2001: p374). Additionally, formulating a vision, a clear long-term strategy and achievable yet inspiring goals are constituents of successful charismatic leadership. Furthermore, it is understood that characteristics of Indian culture include collectivism and the adoption of a humane approach.

Therefore, the managerial behaviour of a western executive must integrate the attributes of transformational leadership by inspiring workers through communication of goals and the provision of personal attention, coaching and advise (Robbins 2001: p377. The latter is an indication of respect, understanding, sensitivity and consideration which is much valued in non-western nations such as India. In conclusion, an extensive comprehension of culture is a factor that is highly favourable for a manager who is