Scottish Development International and Scotland - Research Paper Example

Scottish Development International and Scotland Task: Scottish Development International (SDI) and Scotland Introduction In the current world, more people are seeking jobs in foreign environments thus have to cope up with the diversities in the workplace. For instance, Scotland, as a country, is constantly searching for talent globally (The Scottish government, 2011). However, in as much as they are academically qualified to perform a particular task or job, the aspect of cultural diversity comes into play. Furthermore, cultural diversity in the workplace has it merits and disadvantages; for instance, customer service is one of the major areas that are culturally sensitive because customers are diversified and sometimes it poses a challenge in handling various situations (Brett, Behfar & Kern, 2006). Nevertheless, the problems that may stem from cultural diversity in the workplace may outweigh the advantages, if not effectively managed hence impair the effectiveness and commitment of the team in achieving the objectives of the company. However, the question is how to identify these aspects of cultural diversity and thus developing a well elaborate strategic plan on dealing with this issue ethically. Additionally, the focus also needs to encompass the dimensions of conflict resolution and teamwork in the workplace. Consequently, drawing from vastly experienced managers in well established international organizations, they are quick to point out four major areas posing a challenge these include communication criteria, accents and language fluency, Attitude towards authority and the hierarchical structure of the organization and decision making norms in the organization. For better Understanding of the Subject on Cultural Conflict, it is important to look at the history of Scotland as a country. The people of Scotland are well known to be friendly and industrious (Scottish Culture, 2011). However, in the early days the Scottish people always resisted foreign cultures and evicted foreigners from their land. One good example to illustrate this was the highland clearance (Gunn, 2011). This clearly shows that the cultural conflict problem dates back to the formation of Scotland. The SDI Company The SDI Company is one of the companies in Scotland that faces the challenges of cultural diversity because of the type of business they are engaged in. The SDI Company is involved in helping other companies in Scotland deal with international trade hence this makes them a single point in terms on international trade dealings in Scotland. However, the main reason as to why the SDI Company is best suited in when it comes to studying and understanding cultural diversity in the workplace is that it is the contact point when any foreign country is dealing with international trade or trading with Scotland (Scotland Development International, 2011). For this reason, they interact with various nationalities and many international companies hence having to deal with the cultural issues at all times. Additionally, they help companies in Scotland establish key contacts outside or internationally for purposes of exports. Due to their kind of operation, they encounter a lot of cultural diversity. Furthermore, other leading firms that have greatly invested in Scotland including Dell, Amazon, 02 and close to 1500 other hence this call for professional handling and service delivery. A number of reasons put SDI Company on the center stage when it comes to cultural diversity at the workplace and conflict resolution mechanism. When dealing with both local and foreign investment, there is a delicate balance between doing business and effectively managing cultural issues that emerge both at the workplace and from customers or clients. This calls for the formation of effective strategies that when put in place have the capacity of handling and resolving cultural conflict ethically and professionally. For instance, the SDI Company has very elaborate and clear policies in terms of service delivery to its customers and other forms of trainings offered by them. However, in as much as the company has superb policies in how they handle their work, they still experience challenges in when it comes to multicultural issues. This can be attributed to the fact that they are dealing with several nationalities that need to be understood, when doing business with them. Furthermore, this also affects their workforce, which needs to adjust in addressing the issue of cultural diversity. Cross-cultural problems that SDI faces When working with a team, several challenges emerge, but some of the most frequent ones are multi-cultural differences. However, for a company or an organization to succeed it needs to have a great team that is dedicated and committed to the dreams, activities and desires of the corporation hence this leaves no room for any cultural differences that may divide the organization. Additionally, unresolved conflict is also a major obstacle to the success of any organization. The SDI Company has workforces who culturally diversified hence bringing on board different understanding, perception, and ideologies in regards to group dynamics with emphasis on communication. The goal of the SDI Company is to access the potential of every employee hence increasing operational-efficiency and minimize communication disconnects due to cultural differences. Furthermore, there is a challenge of working styles among employees, language differences and other misunderstandings that arise. Strategies for Intervention When dealing with cultural conflicts, the main question is how the management can come up with the best strategy in dealing the issue. However, several proposals have been put forward that aim at developing excellent communication skills, when dealing with others, to act as a foundation of excellent moral working connections among colleagues. However, the problem runs far much deeper than just developing a good communication framework. It entails understanding the multi-cultural fabric and the way it works. However, to this there are two major approaches; the first one is examining the effect that demographic differences create with regards to individuals and the impact on their contribution to the entire team. However, this ideology supports the notion that heterogeneity has both constructive and harmful effects on the company organization. In one hand, heterogeneity will bring on board vast experience and diverse talent in problem solving. Additionally, it contributes to the general success of the organization. Conversely, it brings difficulties in communication and consensus on various issues and developing of work norms. Although, there are several advantages of having a culturally diversified workforce, as it pools up diverse resources and talent. The second approach is examining the cultural orientation or dimension that reflect the individual’s home country or country of origin and how this impacts the progress of the entire team. For instance, different cultures react differently to pressure, have different levels of corporations, dissimilar levels in tolerating confrontation and any form of conflict. All this are dynamics that are in a team or a group. For example, people with an individualist approach will prefer direct confrontation while those with a collective view prefer indirect confrontation. A team with a collective approach tends to be more corporative and works together than an individualist approach team. The most essential thing is to come up with ways of dealing with cultural conflict in the workplace and ensuring that there is teamwork. Furthermore, the strategies that are employed have to be effective and sustainable, as most organizations do have good strategies in dealing with this issue but are not sustainable. Dealing with multi cultural diversity is a critical component in the growth of any organization or company. It is the unity and collective approach that will enable an organization sail to success. The firm’s Mission Statement and Standpoint on Diversity The SDI Company aims at encouraging investment in Scotland and making it an investor choice when it comes to investment decisions. Additionally, it aims at contributing to the development of the Scottish financial system as a whole. Furthermore, it aims at helping Scottish companies develop and grow in terms of international trade involving imports and exports. Equally, they offer training to individuals interested in bilateral trade with foreign countries. Due to their form of operation, it is mandatory for them to address the cultural diversity concerns both at the workplace and when dealing with their clientele. For this reason, they have laid down cultural diversity policies that govern the ethical conduct of multi-cultural interaction when doing business. The SDI Company has a diversified workforce, and it is on the basis of this diversity that it has to deal with international clients who are interested in investing in Scotland hence offer investment training and advice to potential international investors. Examples of Cross-cultural Conflict Scotland as a country has close ties with the United States of America and this has been the case for over three centuries (Historians and the Scottish-American Connection, 2011). However, originally the Scottish people went to America as immigrants but after some time they adapted to the American lifestyle. Moreover, they did not lose their culture because they brought up their children the Scottish way. As much as Most immigrants went to America from Scotland they still maintained their culture. However, shifting our focus to the company, some of the cross-cultural conflicts it has experienced include misunderstanding between people whose native language is not English. Additionally, translation may also pose some difficulty hence causing frustration and conflict. For instance, a Japanese investor who does not know how to communicate in English and wants to invest in Scotland but has difficulties in trying to express his deals or form of investment to the SDI Company and translation may not achieve 100% effectiveness. Moreover, when the discussions are done in English, it becomes extremely difficult for the Japanese investor to comprehend. Another major concern is the differing hierarchy and other authorities within the SDI Company. This is because, in some cultures, people in different hierarchy behave differently, and this makes some employees of the company be uncomfortable with the flat structure (The official Gateway to Scotland, 2011). Furthermore, when they move to higher ranks, they will behave as their culture demands, by doing this they create conflict at the workplace because other workers will feel offended by this kind of conduct. Sometimes it is incredibly embarrassing and can be detrimental to the person’s reputation or even public image. Another typical example is Mexican investors, who according to the Mexican culture, people need to be humble and polite, when speaking to others and asking a question. Moreover, the asked question needs to be open ended to show humility, but the other Scottish counterparts think that they are wavering in their answers and do not have a strong stand hence cultural conflict arises. Another strong cultural conflict is when Korean culture conflicted with the Scottish culture; the Koreans wanted to make a deal with a Scottish company, although the firm did not know that Koreans highly respect the hierarchy. Therefore, the Scottish representative went to talk to higher Korean authorities without consulting the lower officers. This move almost blew up the whole deal hence making the Koreans extremely offended. These are some of the cultural conflicts that the company faces. Additionally, another area where cultural conflict arises is the decision making process and how quickly they are made. For instance, in Scotland the managers like to make decisions incredibly quick and the give very little attention to the finer details as compared to other countries. A Scotland company wanted to import goods from South Korea with the help of the SDI Company, and they had to agree about four points. When the Scotland representatives met the South Korean representatives, on the first day, they agreed on the three initial positions. Consequently, the Scottish representatives thought that, on the second day, they would finalize the deal by discussing point four, only to be surprised when the South Koreans wanted to revisit the first three points again hence causing conflict. According to the South Korean culture decision making is a process and it takes time but according to the Scottish culture so long as the key points are clearly agreed upon then the decision making process is a quick process hence no time should be wasted by either parties. Strategies for Addressing Cultural Clashes Some of the strategies that the SDI Company has employed to address the cultural conflict are divided into four key segments. These segments include adaptation, structural intervention, managerial intervention and exit. Identifying the problem of cultural conflict in an organization is the first step. However, the real test comes when trying to solve the conflict in an amicable way without infringing into anyone’s rights or hurting their personal feelings. Adaptation The company uses this strategy to work around the cultural differences that exist between workers and adapting to the team without making any changes to its composition. However, this mode only works if the team members are willing to identify their cultural differences and are ready to accommodate each other and respect their differences for the greater good of achieving the company objectives. Additionally, it is one of the best modes of solving cultural conflict because the team members have the opportunity of getting involved in the process and learning from it. Furthermore, the have room to air their suggestions and feelings about the matters arising. For instance, in Scotland people like to engage in conversation and being friendly, while doing their work. This is a culture and Americans like to concentrate on their work without talking. For this reason, an American and a Scottish will clash if they work together, hence the American will adapt to the situation. Structural Intervention This is also another method used by the company in dealing with cultural conflict. It involves introducing structural adjustments to the company and interchanging teams in order to reduce friction and conflict of culture. Additionally, it involves removing the source of conflict form the team. However, another approach is subdividing the team into smaller groups containing mixed cultures, so that the management gets information, which is not forthcoming from the entire team. Furthermore, this approach is exceptionally effective when the company is large, for instance, SDI Company. Managerial Intervention Managerial intervention is also another method used by the company to solve cultural conflicts among teams. When a manager has the final say on a dispute or acts like a judge, then the team members feel that they have no say, hence there exists a stalemate in the workplace. However, managerial intervention approach when properly adhered to can help resolve cultural conflicts in the workplace. Exit Exit is the last resort the company uses in resolving cultural issues. It involves a member voluntarily leaving the team or after being requested to leave by management. This measure is taken by the company as the last resort. Furthermore, it is applicable when tempers have run high, and teams have confronted each other. However, additional suggestions can be used by the management to solve the cultural conflict that exists in the company include having a deep understanding of the teams and how their cultures influence in the workplace. Additionally, the company should try as much as possible to group the workers in such a way that those with similar cultural background work together or in the same region. Moreover, the company should try and employ local people for its international offices to minimize cultural conflicts. Characteristics of an Effective International Workplace In conclusion, it is significant to note that, in order to achieve an effective international workplace, several factors have to be taken into consideration. For instance, employees must first understand the fact that they are dissimilar culturally. Secondly, they have to respect their differences and work together as a team in order to achieve the key objectives of the company or organization. However, the characteristics of an effective international workplace involve homogeneity among teams and corporation irrespective of their cultural differences. Moreover, understanding is also another central characteristic that is evident in an international workplace. The employees should also understand that it is the company objectives that come first and how to achieve them. Their cultural differences are of less importance hence they should accommodate each other’s differences. Recommendation International companies or companies that employ people from different cultures should develop adequate policies that will govern and regulate cultural conflict that may arise at the workplace. Additionally, all employees at the workplace should maintain utmost respect for each other and should understand the fact that they are form different cultural background hence should learn to accommodate each other. Furthermore, management should introduce trainings that will help employees cope with each other in the workplace. Consequently, it is also imperative for management to put in place structures that will enable employees identify cultural differences and understand how to deal with them. Cultural diversity is exceedingly vital in an organization because it allows the organization tap into diverse talent and resource. Additionally, cultural diversity should be embraced as much as cultural conflict would exist the benefits far much out-way the disadvantages. References Brett, J., Behfar, K. & Kern, M. (2006). Managing Multicultural Teams. Harvard Business Review. http://hbr.org/product/managing-multicultural-teams/an/R0611D-PDF-ENG Gunn, R. M. (1997-2003). Scottish History. Scotweb. Retrieved from http://www.scottish-history.com/ Historians and the Scottish-American Connection. (2010). Electric Scotland. Retrieved from http://www.electricscotland.com/history/scottish_american.htm Scottish Development International. (2008-2011). About SDI. Retrieved on http://www.sdi.co.uk/about-sdi.aspx The official Gateway to Scotland. (2011). Scottish culture. Retrieved from http://www.scotland.org/culture/ The Scottish Government. (2011). the responsibilities of the Scottish Government include health, education, justice, rural affairs, housing and transport. Retrieved from http://home.scotland.gov.uk/home Read More