Developing Cross-Cultural Effectiveness - Coursework Example

Running Header: Developing Cross-Cultural Effectiveness Surname: First Names: Student Number: Institution: Course Number: Course Name: Assignment Due Date: Table of Contents Table of Contents 2 Introduction 3 Developing cross-cultural effectiveness 4 Self-awareness 4 Cross-cultural understanding 6 Differences and similarities of cross-cultural parameters 8 Critical issues for management professionals 9 Conclusion 10 Appendixes 13 Introduction In the world of doing business, culture is a very critical factor. When people from diverse cultures transact business, they will only be able to create economic sense if they can manage to create and fulfill profitable relationships that exit among them by ensuring that all levels of all relevant cultural differences that emerge during the process are reconciled to create value for their businesses (Ward, et al. 2008). Developing international business competence is created by thorough understanding of the economic environment and the various cultures that prevail in order to strategize on various ways to venture in the global business. Acquisition of knowledge and skills is an important instrument among the managers as this enables them to be good and competitive ambassadors of the business in the global world. High level of cultural competence and intelligence can be done through a continuous of training and exposure of company managers into the international environment. With this in mind therefore, development in cross-culture can be defined as a patterned and structured way of reasoning, feeling and responding to various symbols which are transmitted by different human groups together with their cultural artifacts and traditions which are attached to some values (Watson & Raymore, 2002). In other words, cross-cultural development is a collective programming that is designed by an individual, company or country in order to distinguish one group from the other in terms of culture as a way of creating a reconciling point with different cultures. In order to assist one to fully distinguish one group from the other, one must do thorough analysis of the norms, values as well as beliefs that revolve around in different groups in terms of their behaviors, artifacts works and interactions. This essay will discuss the concept of cross-culture and ways of developing its effectiveness by looking at some of the important aspects that one must understand before engaging in business in new business environment. The following are the parameters under consideration with reference to the United Kingdom and Saudi Arabia: time focus, time orientation, space, power, structure, competition, communication and action as presented in appendix 1 (Montagliani and Giacalone, 1998). Developing cross-cultural effectiveness Self-awareness In the international business context understanding different cultures starts with a broad based view of one’s own culture and then narrowed down to a specific culture where it takes different dimensions. In the broader level, culture differences starts with the recognition and identification of national culture which then spans down into other countries. In various countries, cultural differences are then looked into in even smaller groups which consist of different ethnic groups, religions, regions as well as different language groups. The systematic flow of culture identification by an individual is critical because it helps one to internalize and analyse various aspects of his culture in relation with those of other groups (Mankoff, 2002). However, while developing cross-cultural effectiveness one has to consider the national and regional boundaries of each country as one way of understanding what is expected of him in terms of policy regulation and political affiliation for survival. Appendix 2 below is a table showing various cultural practices that are found in the United Kingdom and their score levels. The parameters presented include a number of practices that one must understand before pursuing any foreign investment where the culture is different from that of the United Kingdom. Understanding of this culture is important in ensuring that one is very much aware of his own home culture and the likely effects of other cultures from other countries in his business activities (Ward, et al. 2008). The cultural practices that have been provided, gives a clear guideline for whoever that wishes to understand his culture before venturing into investing in another cultural environment. This is because other cultures may not present the same conditions and therefore there is need for one to do more surveys on other cultures especially where he is interested in order to compare the social-cultural and political environments that prevail between the two countries and if there are any similarities or differences before taking any action. As a matter of fact, understanding one’s own culture may involve extensive study of subcultures, professional bodies and organizational groups to access into quality information that will be used as an informational basis for comparison with other cultural business environments. Citing the example of the United Kingdom, the culture advocates for free economy where competition is allowed but investment by foreigners must adhere to the direct foreign investment (FDI) policy which maintains that a certain legibility criteria laid down by the government must be met before license of operation is issued (Kraemer and Beckstead, 2003). In the united kingdom, valuation of time is not taken as such an important tool for business and anything can be done in a very flexible manner and therefore the united kingdom culture with regard to time can be presumed to be of high and low contexts, however, time focus can be said to be Polychronic since many activities can done at the same time in a multi-track circular form. In the United Kingdom people with high-context cultures freely form networks with friends, relatives, workmates as well as their business partners and they ensure that everybody is well informed of any information that may perceive to be important for doing business (Ang, et al. 2007). On the other hand, in the country, also exist the culture of low-context and those businessmen who practice the culture are always reserved to their actions and information and do not in any way permit any interference that may be coming with extraneous information (Ward, et al. 2008). Cross-cultural understanding Cross-cultural understanding is an important aspect of designing and developing different patterns of managerial principles that will be applied in different cultures. Cross-culturing understanding like self awareness helps understand cultural background but about the other groups. Accession to knowledge and information about a given country, society, religion, region or race is used as pillar to determine the preferential rates for each group before venturing into business activities. This is because different cultures present different requirements of doing business in a certain cultural environment. Appendix 3 below is table showing the example of Saudi Arabia, the existence of various cultural parameters and their scores (Ang, et al. 2007). The scores show the intensity of different cultural levels in Saudi. Deeper understanding of all the cultures within a country that is strictly Muslim oriented is very vital because the cultural challenges presented may not be the same as those presented in the United Kingdom economic culture which is dominated by the Christianity religion. Unlike the case of the United Kingdom, the kingdom of Saudi Arabia, the culture there is entirely monochronic meaning that people there in most cases do one thing at time. The general implication is that in Saudi Arabia, the schedules are very sacred and they must be followed very strictly. Considering the two types of time focuses, it is evident that reconciling two different cultures especially those have polychromic and monochronic proves to be a very difficult task as it’s in the case of adjusting from a low-context culture to a high-context culture (Prasad and Tata, Jasmine, 2003). Like many other Mediterranean and Arab countries, in the kingdom of Saudi Arabia, the culture there is of low context as people can be late to work, or assume a lot of time in doing something than ought to be. In Saudi, space is regarded as public property and that all people must treat it as an import resource for the state. It is regarded space is a privilege by the state for individuals to carry out their activities in. This means that any activity be it business or social related must regard all those people that are present and observe their rights. Competition is allowed in Saudi Arabia and it’s a culture that whatever one does is made a success. Style and systems of communication, is another culture varies across different societies, groups, states, religions and regions (Thomas, et al. 2008). Understanding the concept of communication and how it’s regarded in a particular economic environment will help one to develop his strategies in order to fit into it. Saudi for example, like time, communication is considered as of low-context and individuals can interrupt the communication process and nothing serious will happen. However, in terms of past, present and future cultural orientations, different economic cultures function differently (Ward, et al. 2008). The cultures can only be past or future oriented meaning that, various activities are designed in away to influence the future or in a way as they are influenced by the past events. In the United States for example, the current is heavily depended on short-term future. However, in the case of Saudi Arabia and other Asian cultures, the present is influenced by a longer future. The Mexicans and other several cultures, unlike the rest of societies in the world, their present are greatly influenced in the future. When a society’s present is influenced by the past, the implication is that it is what it is now because of the past meaning that the culture is being ‘rather’ than ‘doing.’ Differences and similarities of cross-cultural parameters The two countries exhibit some level of similarities in their cultures even though there are some distinctive features. The two countries differ in three main cross-cultural parameters namely: the time focus, power, structure and competition, while they exhibit similarities in all the other parameters of culture which include: time orientation, space, communication and action. Refer to appendix 4 below. Under the time focus, the United Kingdom culture is that many activities can be done at the same time meaning that the relationship is multi-tracking. The implication is that the culture of the people in the country is that they can perform several activities simultaneously even if there is no clear sight on the end result. The culture puts more emphasis on completion rather than success of an event contrary to the case of the kingdom of Saudi Arabia where the culture of the people is to complete an event is completed in a successful before engaging in another activity. On the other hand, in terms of power, the culture in Saudi Arabia puts more emphasis in equality and everybody is regarded as somebody by the law and the society, unlike the case of the United Kingdom where people should follow a certain structure of power before doing a certain activity (Ang, et al. 2007). The culture requires that some form of chain command prevail in any undertaking. This is done to ensure that all necessary considerations are made by individuals regardless of their societal grouping, religion, region and even race. In addition, another major difference that exists between the two societies has to do with structure where the culture in the United Kingdom promotes individualism whereas in the kingdom of Saudi Arabia, the culture is collectivism where an individual is for himself and for all. Finally, in Saudi Arabia competition is co-operative where people engage in business not to destroy the competitors but to support and gain from them unlike in the case of the United Kingdom culture where every business person is expected to strategize on ways he can use to survive in the market (Thomas, et al. 2008). In terms of similarities, the United Kingdom and Saudi Arabia concur in many other cross-cultural parameters meaning that one can easily adjust to any culture. The two countries demonstrate similar characteristics in time orientation where much of the current activities are influenced by the future. This means that all activities performed now are geared towards achieving specific objectives in the future. The same similarities are demonstrated in space, action, competition and communication. Communication culture in both countries is regarded as high context whereby people have well developed information networks that they use to connect with friends, family members, business associates and clients (Berry and Ward, 2006). The relationships are designed in such away that they are very close and personal. The extensive networks provide very rich background where knowledge about important events is being shared. Critical issues for management professionals According to the classification of this complex nature of culture, it is important for the managers to understand that they are not fully exhausted because they belong to a particular cultural perspective. The whole implication of these cultures is that managers are expected to do thorough cross-cultural training as one way of ensuring that they are equipped in terms of knowledge on cultural intelligence as one way of ensuring that making sure that they have the necessary competence in the international culture. Cross-cultural training activities may take various forms which may include: attending of international briefings and conferences, reading business journals and magazines, attending lecture and business discussions, watching of different cultural films, use of field trips as well as cross-cultural simulations (Thomas, et al. 2008). The main purpose of using numerous cross-cultural trainings is to ensure that cultural intelligence is integrated with different elements of knowledge and mindfulness as well as behavioral skills. Refer to appendix 4 and 5 below. Cross –cultural competencies are well developed by managers if they can combine them with cognitive and effective learning for positive cross-cultural relationships. The overall success of an individual in the cross-cultural greatly depends on one’s ability to reconcile different cultural experiences in order to create an environment where creativity, and innovation as well as synergy for productivity at workplace are enhanced. In addition to cross-cultural training, managers are also expected to plan and organize various strategies which may include the formulation of objectives in order to ensure sustainability of operations in different economic cultural environments. The strategies used may also include: planning, organizing, staffing, directing and controlling. Refer appendix 6 below. A good combination of cross-cultural training and other managerial strategies enables mangers to move successfully through different stages of development which include: reacting to the external stimuli, recognition and appreciation of other cultures, accommodation of those cultures and finally being pro-active to different cultural behaviors (Berry and Ward, 2006). Conclusion In concluding this essay, it is important to highlight that this essay has comprehensively discussed the concept of cross-culture and ways in which its effectiveness can be developed with reference of the case of the United Kingdom and Saudi Arabia. The introductory part of this essay has also defined cross-culture development as ‘a patterned and structured way of reasoning, feeling and responding to various symbols which are transmitted by different human groups together with their cultural artifacts and traditions which are attached to some values.’ The other areas that the essay has discussed include: the creation of self-awareness on one’s own culture, understanding of other people’s culture and the differences and similarities of cross-cultural parameters that exist in the two countries. Some of the cultural parameters that have been discussed in this essay include: time focus, time orientation, space, power, structure, competition, communication and action (Berry and Ward, 2006). However, some of the important lessons that have been learnt through out this review include: first, Saudi Arabia’s traditions and values are founded on the Islamic practices given the fact that the country is predominantly Muslim. Second, the citizens of the two countries are welcoming to strangers regardless of the race, religion or religion where they come from. Third, in terms of business culture, the UK government is the link between the consumers and the producers and at any point as competition goes up, the consumer expectations also go higher and vise versa. On the other hand, the culture in Saudi Arabia being a Muslim country, the culture is oriented towards generosity, respect as well as solidarity. References Ang, S. et al. 2007, Cultural Intelligence: Its measurement and effects on cultural judgment and decision making, cultural adaptation, and task performance, Management and Organization Review, vol. 3, no. 3, 335-371. Berry, J.W. and Ward, C 2006, Commentary on “Redefining Interactions Across Cultures and Organizations,” Group Organization Management 2006, vol. 31, 64-69. Kraemer, T.J., and Beckstead, J 2003, Establishing the reliability of using the Cross Cultural Adaptability Inventory with physical therapist students, Journal of Physical Therapy Education, Spring. Mankoff, S 2002, “Ten Critical Success Factors for CRM: Lessons Learned From economic, and educational dimensions in quality management,” International Journal of Operations and Production Management, Vol. 23, Issue: 5, pp. 487-521. Montagliani, A., and Giacalone, R 1998, Impression management and cross-cultural adaption, Journal of Social Psychology, vol. 138, no. 5, 598-623. Prasad, S & Tata, J. 2003, “The role of socio-cultural, political-legal, Successful Implemntations”, Siebel Systems White Paper. Thomas, D.C., et al 2008, Cultural Intelligence: Domain and assessment, International Journal of Cross Cultural Management, vol. 8, no. 2, 123-143. Watson, J., Lysonski, S., Guillan, T., Raymore, L 2002, "Cultural values and important possessions: a cross cultural analysis", Journal of Business Research, Vol. 55, pp.923-31. Ward, C., et al. 2008, The convergent, discriminant, and incremental validity of scores on a self-report measure of cultural intelligence, Educational and Psychological Measurement, 69- 85. Appendixes Appendix 1. Different cultural parameters Parameter Value = 1 Value = 5 Time focus Monochronic Polychronic Time orientation Past Future Space Private Public Power Equality Hierarchy Structure Individualism Collectivism Competition Co-operative Competitive Communication Low-context High-context Action Being Doing Appendix 1 Developing cross-cultural effectiveness (Adapted from Browaeys and Price 2011: 134-139) Appendix 2. Cultural profile of the United Kingdom and their scores Own Country: United kingdom Parameter Value = 1 Value = 5 Your score (from 1-5) Time focus Monochronic Polychronic 5 Time orientation Past Future 5 Space Private Public 5 Power Equality Hierarchy 5 Structure Individualism Collectivism 1 Competition Co-operative Competitive 5 Communication Low-context High-context 5 Action Being Doing 5 Profile diagram Own country: United Kingdom Appendix 3. Cultural profile of Saudi Arabia and its value scores Chosen Country: Saudi Arabia Parameter Value = 1 Value = 5 Other score (from 1-5) Time focus Monochronic Polychronic 1 Time orientation Past Future 5 Space Private Public 5 Power Equality Hierarchy 1 Structure Individualism Collectivism 5 Competition Co-operative Competitive 5 Communication Low-context High-context 5 Action Being Doing 5 Appendix 4. comparison of cultural profiles between the united kingdom and Saudi Arabia Your country: Chosen country: Parameter Value = 1 Value = 5 Your score Other score Time focus Monochronic Polychronic 5 1 Time orientation Past Future 5 5 Space Private Public 5 5 Power Equality Hierarchy 5 1 Structure Individualism Collectivism 1 5 Competition Co-operative Competitive 5 5 Communication Low-context High-context 5 5 Action Being Doing 5 5 Own country: United Kingdom......blue Chosen country: Saudi Arabia...red Appendix 5. table showing differences in cultural parameters and critical issues for management Differences and similarities: Differences 1. Time focus 2. Power 3. Structure Similarities 1. Time orientation 2. Space 3. Competition 4. Communication 5. Action Critical issues: 1. Training through international briefings and conferences, reading business journals and magazines, attending lecture and business discussions, watching of different cultural films, use of field trips as well as cross-cultural simulations. 2. Strategizing 3. Planning 4. Organizing 5. Controlling Appendix 6. Adaptation of professional skills Complete the table below with your answer:Management tasks 1. Differences in cultural values regarding management tasks 2. Management strategies Planning: Defining goals and objectives 1. Outlining the mission and vision for the business 2. Elaborating the company goals and objectives Organising: Defining tasks and relationship structures 1. Acquisition and allocation of resources 2. Analysis of other cultures Staffing: Acquiring appropriate human resources 1. Recruitment and placement 2. Rewarding, motivating and training Directing (leading): Leading the employees towards the goals of the organization 1. Giving instructions 2. Team-working Controlling: Monitoring performance and giving feedback on achievements 1. Evaluation of performance levels 2. Assessment of different cultural parameters Read More