Cross Cultural Management Research Proposal
Cross Cultural Management (Learning Journal)
For me, this subject requires the drive to open one’s mind about the reality of the corporate world worldwide. I can now consider myself as an effective adult learner who is able to share skills, experiences, independent views, opinions and beliefs to make the learnings of the subject more meaningful and productive. The subject provides with me an opportunity to test whether I am capable to function in a real-world setting. With this I say that there are several issues to contend with and ones that could threaten the very existence of business operations, functioning and survival, one of which is cross-cultural management. Culture would be the most pressing issue whereby the success of any business operating in various parts of world should understand how understanding the cultural aspect of management might ruin permanently or benefit the business itself.
We are now in the phase wherein the world is becoming boundary-less, and as it provides benefits to modern businesses it also impose various challenges at different levels. I have learnt, first and foremost, that dealing with diversity could be a determinant of the likelihood of success of any business venture across borders and across cultures. In managing cross-culturally, one has to understand that prevalent cultures of today, while some may maintain their true roots, are outgrowth of several cultural penetrations especially from the Western part of the world. When I say culture this means two things: corporate culture and the culture that shapes that corporate culture. I came to understand that the dominant culture of a specific organisation, for instance, is largely dependent on the culture where it resides. The most notable example is the corporate culture in China wherein even Western companies conform to and integrate various Chinese cultural practices when doing business in China.
Such a culture also shapes communication processes. Communication is a critical element of cross-cultural management issues especially those that involve interpersonal interaction, motivation, leadership, group interactions and negotiation. Whether in the form of writing, talking, listening or through the Internet, communication takes part in advancing the business operation domestically and internationally. Maximizing the process of communication for the benefit of organisation as a whole is critical. Having said this, I have learnt that the subject functions toward making me functional in terms of putting different learnt strategies into action particularly that involves communication. For instance, in working in Chinese organisations, there are specific business etiquettes that apply and these practices could have been completely different from what I am accustomed with. I have learnt that business etiquettes in cross-cultural management are an indispensable aspect if I want to succeed in the workplace.
When it comes to the workplace, instead, managers should engage in holistic acculturation as well as obtaining basic but vital aspects of managing including but not limited to some clerical, administrative, technical, financial and socializing activities. I say this because I came to know now that there are many factors that determine effective management in companies cross-culturally. As such, the management of the business that is integrated within a specific culture might be difficult since customers have different belief and value systems, different norms, morale and religion. There are sensitive managerial issues that must be learnt depending on which culture the organisation follows. With this, management styles are also dependent on cultural characteristics. It is in this sense that management cross-culturally should mean to understand the interplay not just between various cultures but also its antecedents such as language, value system, dominant mores and power relations among others.
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