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Cross cultural management - Essay Example

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Cross Cultural Management Literature Review According to Kim (2005), culture is a behavioural aspect with which an employee or a group of employees is identified. The concept is expressed and transmitted from one person to another through symbols, unique organisational features, values and beliefs that structure the internal working environment of a corporation…
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Download file to see previous pages Therefore, effective management of cross-cultural diversity will require a detailed understanding of the concept of culture that governs individual response. A company’s background determines a worker’s way of thinking, behaviour and expression of ideas (Hutchings and Ratnasari, 2006). Employee management has become a crucial strategy for any organisation aspiring to internationalise its operations. Dealing with intercultural issues is not an option for an organisation with an interest in internalisation with the main impediment being culture shock and poor adjustment. Culture shock is a descriptive term first coined by Kalervo Oberg directed to expatriate Americans who had migrated abroad. The term was meant to describe the distress that they faced. Some of the aspects that characterise culture shock include stress, loss of sense, uncertainty, denial, non-acceptance and nervousness towards the new surroundings (Pantelidou and Craig, 2006:777–781). ...
es of culture shock are the experiences and interactions that an employee meets in a new environment which are normally contrary to their expectations. Contradictions occur because every culture has its own unique symbols and norms. This makes it mandatory for new employees learn them. Habituation is a crucial element of cultural adaptation. Selmer (2007) asserts that individuals that are habituated can act within their cultural setting without much straining. This implies that any deviation from the normal cultural settings will make employees enormously strain while adjusting, leading to stress and eventual cultural shock. The cognitive system of employees in a new working environment is totally distracted by the unfamiliar values and norms they experience. This makes them feel psychologically and physically uncomfortable because their adaptive system is distracted; leading to shock. The corporate culture is applied as an independent variable in explaining the differences in organisational management practices. According to Strickland (2004), it has also been used to corporate culture determines the success or failure of an internalisation strategy. Lodorfos and Boateng (2006) presented two forms of organisational cultures; subjective and objective. The subjective culture comprises the shared values and beliefs among the workforce. Objective culture includes organisational characteristics such location, physical design and decorations. The two distinct conceptualisations contribute to the enhancement of culture shock and poor adjustment that derails internalisation efforts. Laroche and Rutherford (2007) posit that the duration, intensity and the urge of adapting to cross-cultural shock is a product of various factors. The factors are characterised as internal ...Download file to see next pagesRead More
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