CROSS-CULTURAL MANAGEMENT 7
Amanager in charge of a global organization will no doubt be leadingpeople from different cultural backgrounds. In my opinion and basedon the knowledge from this course, the manager should have a diversepersonality that can accommodate all people (Dass&Parker, 1999). They should have personality traits such as sociable,friendly, cooperative, and understanding, and must be sociablebecause they need to connect with these diverse set of employees whocome from different parts of the world. There is no doubt that, aglobal organization is quite complex than organization that operateswithin a regional or national border. Thus, it requires a tactful anddifferent mind-set that adopts polices and measures that accommodateall people who are affiliated to the organization. Sociability iscoupled with cultural awareness in which the manager shouldunderstand the complicated nature of different cultures. Perhaps,they will have to inquire about the way certain cultures look atdifferent behavior and business. This in a way works to avoidincidences where the actions of the manager ends up offending anemployee through actions that they may not really have contemplateddoing so.
Understandingpeople from different cultures enables the manager to make sounddecisions about work environments, communication modes, and manyother aspects that could be affected by a different work environment.Now, working with someone from a different culture is totallydifferent from managing an individual from a culture. I understandthe managers have more pressure to adopt more worthwhilepersonalities than employees of a global organization. I agree withthose who say that uncertainty at the work place makes work a greatexperience. But for a global manager, it is a difficult experiencebecause a global manager deals with a wider scope of uncertainty thatarise from the diversity at his workplace.
Themanager has to be cooperative in the strictest sense of the word. Ibelieve that a manager in this capacity should have qualities thatbring people together. They must instil cooperation among employeesthrough leading by examples. If I am an employee in such anorganization, I would expect the manager to treat all employees thesame way without any tendencies of discrimination. Diversitytheorists contend that organizations with a global network have agreater advantage over those with a less diverse workforce due to amultiplicity of talent and capability that comes with differentbackgrounds. I, therefore, expect a global manager to take advantageof these advantages that that can lead global firms into making thehighest returns on investments.
Finally,I expect a manager of a global organization to have aninterventionist attitude toward the workplace. A place with a verydiverse workforce composition is likely to have some managerialchallenges in terms to meeting employee concerns. Such an environmentneeds an extroverted interventionist manager that can rise ondifferent occasions to face the challenges of diversity. He shouldalso use this trait to allow employees to willingly acknowledge theirbackgrounds and cultural differences so that they appreciate oneanother. Thus, the manager should assume the responsibility ofworking with this kind of workforce in a global organization. Theyshould bolster these traits with a laissez-faire leadership style sothat workers have the space to express themselves on differentissues. It offers a chance for the employees to explore theirpotentials and share them with their peers who could also be havingcomplimentary skills.
Effectiveways to learn about other cultures
Throughoutmy life, I have learned that there is nothing as powerful in one’slife as relationships. I learned through various experiences thatrelationships facilitate at individual, group or community level(CoxJr, 001). One way of creating these strong relationships is bylearning about other people’s cultures. It is important for peopleto learn about other communities because it exposes them to thediversity of their community. Thus, they are able to communicate andrespect other people and live with them in harmony. Now, I believethat the best way to learn about other people’s culture is by firstunderstanding my own culture. I cannot try to understand anotherperson’s culture without first knowing about mine. I, therefore,have to look back at my background and retrace my background, knowwho my ancestors are, and identify one or a mix of cultures thatdefines my heritage(Kossek&Lobel,2006). Secondly, I can put myself in situations where I meet peoplefrom different cultures. It is through interacting with people from adifferent cultural background that I can learn about the fine detailsof their culture.
AsI interact with them also ask questions about their cultures,customs, and opinions about different aspects of their culture. Ican listen to people belonging to a particular cultural setting telltheir story. By listening to them I expect to sort out certainaspects of the culture that single out their culture from the othercultures that I know about. I will also take note of the differencesin terms of communication styles, values, customs so thatdifferentiate them from what I often see in mainstream culture(Tung,2003). This is a very important learning paradigm because it has afirst-hand touch of the information I need to know about differentcultures. Thirdly, I can learn about other people’s culturesthrough reading books and other sources of information could behaving valuable information about a particular culture. A communitywith documented information about their culture, customs, traditionsand opinions about their cultures are a credible source of primary orsecondary information about a culture. I can also risks making a fewmistakes just learn more about a particular culture. However, I wouldbe careful not to disrespect the community under my interest. My risktaking expedition will be in good faith and not necessarily with theselfish intent to obtain information. Hence, I would do so in atactical and interactive manner so that even locals become willing toshare out information they otherwise consider confidential t theircommunity. It is always wise to learn to be an ally for one to learnmore about a community. I would make all these efforts because Irecognize the cultural barriers that separate people from oneanother. Making deliberate efforts to rise above these differencesthrough the actions I mentioned above is the only way I canunderstand other cultures. Some of the places I can do all or most ofthe above steps are social clubs, a neighbourhood, or job differentfrom my mine. They must be different from mine so that I can have anopportunity to get more information that looks and sounds new to me.
Howto resolve cross cultural conflict
Today,all societies and the individuals within them are going through morespeedy change than previously and with transformation is theinevitability of conflict. Conflict uses up separate, group andstructural energy, taking away from beneficial and prolificrelationships and work. With the correct conditions, a prodigiousdeal of conflict can be resolved without any need for a conflictdetermination meeting. Occasionally, a common task is established andwhile employees through it, the struggle disappears. However, thereare also circumstances of conflict that assist people from a conflictresolution gathering.
Mediationand negotiation are ways to resolve with conflict. Occasionally theseworks in resolving conflicts, and other times results into attainmentof a compromise and agreements, although the conflict itself remainsquite successful, often under the outward appearance, only to breakout again later.
CrossCultural Conflict Resolution is a concrete, all-inclusiveconsultationprocess for working through clashes(Cox& Blake, 2011). In the meeting, that which is unanimously thesame among people is controlled with as a base. However before theconsultations and on-going through my process, I have found it isalso advantageous to work with the fixed perspective on individuals,thus giving them a chance to go beyond their own views. Within myconflict resolution choices, contenders receive individualpreparation so that when everyone comes organized in the meeting,they are in a more accessible state, and prepared to listen to eachother. The Cross Cultural Conflict Determination meeting creates theconditions for people to truly interconnect – to speak and tolisten to each other. Contributors then move on to do creativeproblem solving together. Finding the solution to clash is reallyabout original problem solving. Once an explanation is agreed upon,agreements are engaged that include emergency plans.
Cox,T. H., & Blake, S. (2011). Managing cultural diversity:Implications for organizational competitiveness. The Executive,45-56.
CoxJr, T. (2001).Creating the multicultural organization: a strategy forcapturing the power of diversity.Jossey-Bass.
Dass,P., & Parker, B. (1999). Strategies for managing human resourcediversity: From resistance to learning. The Academy of ManagementExecutive, 13(2), 68-80.
Kossek,E. E., &Lobel, S. A. (Eds.). (2006). Managing diversity: Humanresource strategies for transforming the workplace. Cambridge, MA:Blackwell Business.
Tung,R. L. (2003). Managing cross‐nationaland intra‐nationaldiversity. Human Resource Management, 32(4), 461-477.