The Concept of Cross-Cultural Management - Essay Example

?Cross Cultural Management Introduction: In the global scenario, cross cultural management is a to discuss world wide. Because, people from different countries have different culture. So, Spain and Poland are having different cultural background. People’s behavior, attitude, activities, believes etc are may different. Their way of expression, personality and appearance may different. One country’s citizen may meet, interact or deal with person from another cultural background and that is called cross cultural management. Here, the paper is going to compare the cultural differences of Spain and Poland from different angles. Time Focus (Monochromic and Polychromic): Monochromic culture means the people doing one thing at a time. They value a certain sense and orderliness of there being on correct place and time for everything. There is no value interruption. In Spain and Poland, monochromic culture gives control on the situations by professional managers, bureaucratic structure, time management, technology etc. concentrating on time and efficiency and planning and schedule for the productivity. They believe that professional and personal lives are separate. They live to work, not work to live. Their privacy and private property are used to maximum yield. They improve their productivity efficiency in their property. “Soundproof, private offices to minimize work distractions and shut people out. Careerism and workaholism as the main source of self-identity” (Cultural Characteristics and Classifications 2011). They also believe in careerism and workaholism as the main source of self-identity. For business people, in monochromic culture, schedules and punctuality are very important. Time schedule and deadlines are tend to be rigid and monochromic people’s meetings are interrupted very rarely. Poland generally follows monochromic culture. But in the case of polychromic culture, people do multiple things at a time. “People and relationships are more important, in this culture; schedules and deadlines tend to be quite flexible and meetings are frequently interrupted” (Gesteland 1999). Here, people use time to relax and enjoyments. Because they believe in live to work and not work to live. They do changes in plans according to the business needs and environments. These people are fatalistic believers. External environment will control the human events. They give more than one priority for a time. Spain and other many Latin American and Asian countries are followers of polychromic culture. Time orientations: (past, present and future) The time orientation in a culture means the thinking about past, present and future. It talks about how a culture values time and how they can control believes of people. The past-oriented culture is concerned with old or traditional values and follows traditional ways to do things. They look conservative in management and make no changes in thing that are tied to the past. “Present-oriented societies include the rest of the Spanish-speaking Latin American countries. They see the past as passed and the future as uncertain. They prefer short-term benefits. Future-oriented societies have a great deal of optimism about the future. They think they understand it and can shape it through their actions. They view management as a matter of planning, doing and controlling (as opposed to going with the flow, letting things happen)” (Differences in Cultures n.d.). The U.S and Brazil are future-oriented countries. Power: Hierarchy and Equality: Hierarchy: A characteristic feature of the Poland economy is the commitment and the participation of the people in the countries day to day affair. The Poland is a patriotic nation with the well-built invasions from the various countries; they uphold a good cultural identity, where they had an established autonomy. Usually it is seen that the administration functioning hours are from 8 am to 4 pm and there are frequent international businesses and company that utilize foreign staff in a more western move toward long working hours. It is superior commerce practice to enter on time for business meeting in Poland. Even though meetings frequently have no definite end and can go on longer than assigned, reliability is very important for establishing your trustworthiness. Structure and hierarchy in Polish companies Organizations in Poland have a strong esteem for hierarchy and power, with organization and assignment coming from top. This hierarchical style is replicated in several Polish official procedures and settings, counting the decision making process and the utilization of specialized titles. Convention and regulations are the significant elements of the Polish business environment, as a result the Polish counterparts will anticipate you to recognize and realize the business etiquette. Age and enlightening backdrop often shape the foundation for commercial hierarchy. For discussing, it is directed to propel delegate of a like grade to those of the Polish colleagues, both in age and proficient qualifications. Equality: Poland has no precise gender equality law because several attempts to exceed the draft Act on equivalent Statues connecting Women and Men have unsuccessful. The planned act is extremely significant as the institution it proposes would be everlasting and its survival would not depend on the politics of succeeding governments. The amendment forbids direct and indirect unfairness base on numerous basis as well as sex and substantiate the attitude of equivalent pay for employment of equal value, which is also confirmed in the Constitution. Subsequent to the amendments, the burden of evidence has been shift towards the company in belongings of sex-discrimination. Taking into account the Spain, while allowing for the equality, the issue of gender equality is clearly a main dispute for Spanish society, which has been addressed in the 3/2007 Act for efficient correspondence between women and men. It establishes particular recommendations for educational policy building in recognising the duty of the establishment to execute the right of equal action and opportunity for women and men in all characteristic linked to the formation and artistic and academic production and their distribution. The Act also provides execution of lively policies, explained into monetary incentives, and the endorsement of unbiased participation of men and women in creative and cultural public offering. Competition: Porter has hypothesized in his book “The Competitive Advantage of Nations", why various inhabitants were more aggressive than others. As soon as individual able to effectively scheme through the surroundings he recognized that the basis of success leave in the "equilateral" of "home" benefit. To effectively commence a worldwide challenge, he recognized four "home" fundamentals - the greatest use of gifted resources (natural and human), the forming of home networks to fully develop these resources, domestic demand and lastly, an engineering and environmental arrangement in order that these forces can succeed. Spain is an active country with a mounting research and advanced system. Over the period 2008-2010, Spain enlarged not only its domestic expenses on R&D, but also its worldwide systematic cooperation, the superiority of the logical production, its scientific development and the knowledge-intensity of its nation. Although the expansion in new doctoral graduates is inferior to Spain. “Poland has overtaken Spain, Greece and Italy, advancing to 39th place in the world from 46th last year. Why such a big leap? Experts quoted by the daily point to several factors: a rapidly growing domestic market, flexible labor regulations and a healthy banking system” (Poland Makes Leaps in Competitiveness 2009, para. 1). Action: The activity of Poland and Spain includes of variety of recreational and sports actions. The main activities of Poland that shall maintain the tourist, glued to various elements of the country at different seasons at their greatest convenience and comforts are: Horsemanship: The horse riding people are invited to the great heroic spots. The practiced trainers improve and guide their riding capacities. Water sports: Poland has heavenly coasts with wonderful sandy beaches, quite well for water sports. Extreme Sports: The sports on the border of risk that provides a deep sense of happiness are classified in this segment. Blue skies, the wild forests, electric blue and clean waters all include the medium of this pleasant sport that is simply organized according to ones preferences. Bicycles: It is a great method to discover the attractiveness of Poland. The variety of sceneries happening in Poland for all time brings something new for the rider. Mountain hiking: Poland Mountains in the summer, winter, autumn and spring gives the tourists an exact color. Golf in Poland: “Currently 18 golf fields, whereof 8 excel in the game and 11 are under construction, ready to satisfy the lovers of this sport and diligently teach the beginners” (Activities in Poland 2000). Fishing: The fresh, rivers are for all time full of fishes, where any fisherman shall discover out his own paradise of silence and tranquility. Hunting: wonderful grounds and the skilled hunters invite each fervent hunter to Poland. Bird Watching: Unspoiled wild forests, clear backwaters, pastures and marshes occur to be a nest of innumerable number of animals and birds. Spain has some outstanding mountain trails and river valleys that create for large outdoor adventure. Fishing: There is a lot of fishing, with great chances for creating a catch. Here are both pubic and private waters and some of the truly good waters would require a permit. Golfing: Spain has a number of great normal ski resorts that offer chances for snow boarding, skiing and other winter sports. Spectator Sports: Soccer is the majority well-liked sport in Spain, with world well-known clubs in Madrid, Valencia and Barcelona. Fans throng to observe these competition ups every Sunday with global matches being hosted frequently. Water sports: “Spain has over 4000km of coastline with innumerable number of harbors and beaches. Most of the beach resorts in Spain have excellent facilities for water-skiing, windsurfing and other water sports” (Sports and Activities 2008, para. 8). Space (Private and Public): Public spaces are generally measured to be places that huge numbers of people carry and occupy out their business and other connections in a suitable, understanding manner. Private spaces are generally spaces that involve intimacy, privacy, comfort, liberation and sense of freedom etc. Poland, for an extremely long time urban planning of residential regions was targeted at substituting co-private spaces with public spaces. It is best exemplified in the planning of multi building and multi apartment blocks of flats, which were normally erected throughout Peoples Republic of Poland era. Small private apartments were reduced around building size lengthy uniform corridor and were building high staircase accessible to all residents. Spaniards generally need considerably less personal space than specific other Americans nationalities in particular. Be flexible and attempt not to inch left from the speaker; this is measured rude. The inexpert eye can think it sees an unorganized group of Spaniards position around in a shop for no reason. Other than something else is actually going on; they are in line. “Spaniards’ escalator etiquette is similar to the rules of the road: the right lane is for slow (or stationary) traffic and the left lane is for fast (walking) traffic. Metro tunnels are a good place to see this unwritten rule in action” (Business Etiquette in Spain 2000). Communication (High-context and Low-context). In order to communicate productively, we have to think the cultural dissimilarities and the various predominating procedures of communication in collectivistic and individualistic cultures. It is best to describe theses differences of the culture in terms of low- and high-context communication. When employees from high-context and low-context cultures have to work jointly, frequently problems take place during the exchange of various information. These troubles can be classified as dissimilarities in “quality”, “direction” and “quantity”. The ideas of high context and low context refer to how populace communicates in various cultures. Dissimilarity can be derived from the degree to which meaning is transmitted in the course of real words used or implied by the circumstance. High context communication means that various unspoken information are implicitly conveyed during the period of communication.  Citizens, in a high context culture such as Saudi Arabia are inclined to situate a larger significance on long-term relationships and faithfulness and have fewer regulations and structure executed. Countries, which following Higher Context Cultures are, Spain, China, Greece, Russia, Arab countries, India, Japan, Brazil, Italy and Korea. Poland is also the ideal example for high-context culture followed countries as opposed to the USA. “In Poland there is a preference for doing business face to face. It is important to know that in Poland (for instance as in Spain) building relationships is the key to a successful cooperation. It is good to maintain direct eye contact during a conversation. Remember to be yourself; do not pretend to be someone you are not. Polish people are very sensitive to body language” (Poland: Conversation 2006, para. 1). Low context means that various information are exchanged explicitly in the course of the message itself and rarely is anything concealed or implied.  Citizens in low context cultures, for example the UK tends to have short-term relations, follow regulations and standards intimately and is normally very task-oriented. Countries which are following Low Context Cultures are German speaking states, Israel, USA, Canada and Scandinavia. High Context Low Context 1) Not direct and implicit messages 1) Straight, easy and clear messages 2) Polychromic 2) Monochromic 3) High employ of non-verbal communication 3) Low employ of non-verbal Communication 4) Low dependence on written communication 4) High dependence on written Communication 5) Make use of insight and thoughts to make 5) Rely on data and facts for decisions decisions. 6) Long-term relations 6) Short-term relations 7) Relationships are more significant than 7) Schedules are more significant schedules. than relationships 8) Strong difference among in-group and out-group 8) open and Flexible. Structure (Individualism and Collectivism): This is the Hofstede dimensions of cultures. This means the amount to which the self or the group forms the center point of recognition for the person. He suggested this as an option to the HC/LC dimension. The two dimensions, on the other hand, connect to each other. High context cultures tend to be collectivistic at the same time as Low Context cultures tend to be individualistic. In the case of collectivism, culture prioritize wellbeing and welfare of the group over the aims of the individual. The history of the family frequently has an influence on the method that citizens observe as an individual, while personal achievements will play a minor position. Persons in collectivistic cultures tend to be inter-reliant with others and will frequently have constructed a network of deep-rooted relations and individual loyal ties. Values in collectivistic cultures consist of, physical condition, the use of abilities and training. “LC cultures, however, tend to be individualistic, where emphasis is put on the goals and accomplishments of the individual rather than the group. Individuals are expected to be independent of others and look after themselves. When accomplishing goals, consideration of others is often limited to include only oneself and one's immediate family. Personal values include personal time, freedom, and challenge” (Wurtz 26). Reference List Activities in Poland. 2000. Maps of World.com. [Online] Available at Accessed on 20, December 2011. Business Etiquette in Spain. 2000. Spain Expat.com. [Online] Available at Accessed on 20, December 2011. Cultural Characteristics and Classifications. 2011. Hankamer School of Business at Baylor University. [Online] Available at Accessed on 20, December 2011. Differences in Cultures. n.d. [Online] Available at Accessed on 20, December 2011. Gesteland, R. 1999. Patterns of Cross-Cultural Business Behavior: Marketing, Negotiating and Managing Across Cultures. Copenhagen Business School Press. [Online] Available at Accessed on 20, December 2011. Poland: Conversation. 2006. Executive Planet. [Online] Available at Accessed on 20, December 2011. Poland Makes Leaps in Competitiveness. 2009. PressEurope. [Online] Available at Accessed on 20, December 2011. Sports and Activities. 2008. Spanish Abroad, Inc. [Online] Available at Accessed on 20, December 2011. Wurtz, Elizabeth. 2005. A Cross-Cultural Analysis of Websites from High-Context Cultures and Low-Context Cultures. Journal of Computer-Mediated communication. [Online] Available at Accessed on 20, December 2011. Read More