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As a result, the concept of cross-cultural management is gaining popularity in the modern world. Managing across cultures is a product of globalisation (Dierks, 2001) such that, an expatriate from a foreign culture moves to a totally new culture and is required to manage people from diverse cultural backgrounds. Many people who have moved to new cultures or societies have experienced challenges. Although majority has succeeded, some have found it difficult and failed in their international duties. Managing across cultures requires those involved to adjust to numerous conflicting or competing cultural needs, while at the same time maintaining their culture. In this regard, one has to increase efforts of understanding other people’s cultures, their way of doing things, their way of management, and also how such people do things in general (Magala, 2005).
Understanding culture has become important to international companies and managers operating in different countries. This report looks at the management journey of an international manager from United Kingdom, who is sent on an international mission in USA and has to carry out international duties in one of the multinational companies in the country. The report will explore and discuss management problems and challenges likely to be experienced by the manager as reflected in the cultures of the two countries. Furthermore, there would be discussion on the best ways through which the manager can ensure he or she fits well in the new environment and culture.
Different nations around the world have different cultures. The differences in cultures have influenced different nations to manifest little similarities and huge dissimilarities. Cultures of different societies have played important roles, which may include cultures acting as mechanisms in societies that allow maintenance of stability across many generations (Hofstede, 2001). Culture is seen as the value system of a given society where majority of
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This essay discusses that we cannot live without land. And some people live in leasehold homes while others on freehold properties. Not many will understand the term freehold and leasehold. It is, therefore, very important for each person to understand and appreciate what he or she owns or occupies.
At the next level, it is necessary to identify the key factors that are expected to influence the specific concept – either in the short or the long term. Such approach has been used in this paper for identifying and interpreting the characteristics of HRM in Britain.
Problems caused by cultural differences in international firms are problematic on every level; from negotiations between companies across the globe to the management of international teams. While the benefits of successful cross-cultural activities are many, the problems which are posed to companies on an everyday basis must be dealt with effectively if the awards are to be reaped.
It is documented that culture influences the work behavior of employees as pertains to their communication, management and collaboration with other colleagues in the working environment. This is since the principles governing business in one culture may be different from that performed in another culture.
For this, I propose the country of China.
The company is a moderately successful in its area of computer operations and wants to expend its operations in China. It has started operations five years ago and is composed mostly of people aged twenty to thirty.
This national culture is made up of factors like customs, religion, language, beliefs ethnic heritage, rules and boarders. House, R.J., Dorfman, P., Gupta, V. (2004). Different countries display differences in these factors. In this paper an evaluation of the cross cultural management research of Trompenaars and Hofstede will be done in relation to the national cultures of the UK and Germany.
Companies which try to implement global and standardised business practices regardless of such cross cultural differences will face many obstacles. Thus, its now a recognised and accepted fact that companies operating in the international arena needs to bring in a
2010). Diversity involves taking every member of the working force onboard in MNCs irrespective of their culture and other difference that may occur (Brewster et al., 2004).
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