Managing Conflicts across Cultures Introduction According to Hofstede’s famous research, the culture is the collection of guiding principles for human mind, to make certain decisions encompassing personal and professional life of a person (Hofstede & Hofstede, 2005) therefore, it has a significant impact on the methodologies; he or she adopts to perform a job…
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The international HRM practices are the focal point of research community for a considerable period of time. Tayeb, (2001) notes that the social scientists engaged in studying management styles in various cultures could not subtract their emotions from their respective work, due to this reason their findings are not impartial. The employees are found to stand apart from adopting various methods of operating, which appears foreign to them (Kirkman & Shapiro), so the global enterprises have to select those people, who are not rigidly committed, to their indigineous ways of performing organizational tasks and readily willing to embrace new norms of doing the routine work. There is a significant positive link discovered, amongst the companies’ norms and these of overall domestic nuture across various nations on the globe (Verburg, Drenth, Koopman, Muijen, & Wang, 1999). Conflict Management Strategies The term team could be referred as an entity containing individuals, these individuals compensate for the weaknesses of each other and support each others’ strengths to achieve a common goal, often these formal groups are lead by an inidividual entitle as team leader (Sasou & Reason, 1998). Forming a team could take several years. During teamwork every individual has a distinctive task to perform, therefore when one or more teammembers are absent, they will be missed by other in the team, usuaally members of these teams are crossfunctionally trained to take up the role of others when needed common instances are football, basketball and baseball teams. The conflict of interesr could also arise within teams, often when the members constituting, an entity mentioned above have diverging objectives or goals from those of the entity. So the researchers identified the following strategies to manage the clash amongst the team members Arbitration through Openness This method revolves around frankness and low power distance among the levels of command within the organization (Rahim & Psenicka, 2002), so the individuals in conflict are given all means to rectify the undesirable condition and the top management does not interfere with the situation, but it plays the role of facilitator at most. This type of arbitration is ideally suitable for the cultures where power distance is low and sense of professionaism is at its best. Arbitration through Similarities This way is offshoot of the previous one, but in this case the team lead, is somewhat active in pointing out the similarities both parties have in common (Rahim & Psenicka, 2002),, thus attempt to ease the tension. Thus it is all about making the conflicting parties see each other viewpoint and practice empathy. Arbitration through Authority This method involves, leader utilizing organizational authority vested in him or her, to resolve the issue (Rahim & Psenicka, 2002), but in this modern era, this approach is discouraged, because in the long run it results in job stress and low level of organizational and job commitment among the suppressed ones. Non interference It is not a method of resolution, but it is best described as let the problems solve themselves (Rahim & Psenicka, 2002), it is the most passive approach and responsible for
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