Communications and Human Resource Management Issues: Britnie's Boutique - Case Study Example

Running head: Communication and HRM issues Communications and Human Resource Management (HRM) Issues Globalization has changed the whole business scenario in the world. Organizational theories have been restructured in order to meet the requirements of the globalized business world. Outsourcing and offshoring of business is a common thing nowadays. It is necessary for employees to work in overseas countries in order to assist the organization in building up businesses in overseas countries. Human Resource Manager’s task of preparing these employees for overseas mission has been increased over the last two decades. This paper briefly explains various HRM issues involved in "Britnies Boutique," a clothing company in the U.S., to manage the opening up a new facility in Saudi Arabia, assuming me as the HR manager. Introduction Culture and communication plays a vital role in international business and hence the training given to an employee/ manager before an overseas assignment must target cultural and communication differences between the native country of the employee and the target country. America and Saudi Arabia are different in every aspect of environmental, social, cultural, political and religious activities. Language of both the countries is also different. A manager who is going for an overseas assignment in Saudi Arabia must study these differences seriously in order to successfully execute his mission. Communication differences between the U.S. and Saudi Arabia Language is an important entity in business communication especially in international business scenario. For domestic business, the mother tongue may be enough, but for international business the language of the target country must be learned properly by the managers who have been assigned for the overseas project. The views and opinions of each party can be communicated properly if both the parties don’t have a language barrier. Both the parties must understand clearly what others are trying to communicate or convince. In United States English is the main medium of communication where as in Saudi Arabia Arabic is the language followed for communication purpose. Therefore the managers who have given the Saudi assignment must have the knowledge of Arabic language in order to succeed in their Saudi mission. Especially in a clothing company like ours in Saudi Arabia, the majority of the customers will be the local Saudi people who know only the Arabic language. In order to convince these Saudi customers knowledge of Arabic language is a must for the managers and hence my first priority should be to give proper training to these managers on Arabic language. Non verbal communication is another aspect of business. In business a good share of communications occur through gestures, facial expressions and body languages. These non verbal communication means may be different in US and Saudi and hence my second priority should be to train the mangers in the Saudi cultural traits in non verbal communication. In US people often shook hands to express regards while in Saudi people embrace each other in order to convey their regards. Moreover Hi, Hello, Good morning, Good evening like English words must be given way for Marhaba, Marhathen like Arabic words in Saudi Arabia. Cultural and workforce differences between the U.S. and Saudi Arabia Culture includes knowledge, belief, art, morals, custom, and any other capabilities and habits acquired by a person as a member of society. (Perner, Ph.D.) The American and the Saudis will be entirely different in all the above aspects. The Saudis believe in Islam while the American mostly believes in Christianity. Moreover the Saudis follow some kind of dictatorship in their political system while in America democratic principles were followed. In Saudi, only limited freedom are allowed to other religions, expression, food habits like drinking etc and hence the managers must know all these legal norms of the Saudi culture very well before going to Saudi for the overseas assignment. “Culture is more often a source of conflict than of synergy. Cultural differences are a nuisance at best and often a disaster." (Hofstede, 2009) Geert Hofstedes research gives us insights into other cultures so that we can be more effective when interacting with people in other countries. In his opinion, when negotiating in Western countries, the objective is to work toward a target of mutual understanding and agreement and shake-hands when that agreement is reached - a cultural signal of the end of negotiations and the start of working together. But in Middle Eastern countries much negotiation takes place leading into the agreement, signified by shaking hands. However, the deal is not complete in the Middle Eastern culture. In fact, it is a cultural sign that serious negotiations are just beginning. (Hofstede, 2009) Environmental characteristics of different countries are different and hence the managers must know these differences well to conduct their mission successfully in Saudi Arabia. The natural resources, the weather, political system, social and cultural system all will be different country to country and region to region. The working culture and environment will be different in Saudi and America. “Whenever two parties negotiate, the entire process occurs under two umbrella contexts, environmental and immediate.” (Phatak & Habib, 1996) As an HR manager I must incorporate these variables also in the training session of the managers. “Contexting is the amount of information transmitted and the amount of information stored.” (The cultural variables for development of models of culture) If the managers are able to share more knowledge, values and experience between them and the people in the countries where they are operating, will be more successful. Members of same culture can have a big amount of contexting because of their large awareness between each other and hence while assigning managers to the Saudi mission; contexting factors also must be taken into the account. Authority is another aspect which determines the success of an overseas mission campaign. Managers who are deputised for overseas mission definitely need power or authority to execute their functions properly. Authority and leadership styles may be different in America and Saudi Arabia. The knowledge about these styles and differences in functioning will enable the mangers to succeed in their overseas endeavours. The work schedule also will be different in America and Saudi Arabia. In order to overcome the hot climatic problems, straight shift of work is rare in Saudi Arabia. The lunch break will be extended from1 pm to 4 pm and in some cases it may even extend up to 5 pm in Saudi Arabia. The time lost during this period will be utilized by extending the evening duty up to 8 pm or 9 pm. In America normally people work in straight shifts and hence initially the mangers may find it difficult to adjust with such differences in work culture. I have to consider these work culture differences also in to the account while formulating a successful training strategy for the managers. Conclusions In order to succeed in overseas assignments, the employees need to be trained properly considering the differences in the culture and communications. Apart from language, the environment, religion, political system, cultural norms non verbal communication, contexting, authority and even the working habits will be different in America and Saudi Arabia. As a Human Resource Manager, I must concentrate in incorporating all these topics in the training sessions of the mangers who has been assigned the overseas mission of the Britnies Boutique," clothing company References 1. Hofstede Geert, (2009) Cultural Dimensions, Retrieved on June 2, 2009 from http://www.geert-hofstede.com/ 2. The Cultural Variables for Development of Models of Culture,(n.d) Retrieved on June 2, 2009 from http://72.14.235.132/search?q=cache:sXmyWj1jutoJ:www.tulips.tsukuba.ac.jp/limedio/dlam/B16/B1698740/5.pdf+7+cultural+variables+from+Lescant&hl=en&ct=clnk&cd=3 3. Phatak Arvind V. , Habib Mohammed M. (1996), The Dynamics of Iinternational Business Negotiations, Retrieved on June 2, 2009 from http://findarticles.com/p/articles/mi_m1038/is_n3_v39/ai_18348264 4. Perner Lars, Ph.D. (n.d), INTERNATIONAL MARKETING, Retrieved on June 2, 2009 from http://www.consumerpsychologist.com/international.htm Read More