Global Culture and Values, revealing how values and beliefs typically impact administrative interactions and influence administrative behaviour. It poses three major arenas for cross culture administrative skills:the domestic work environment, the integration of organisational cultures and values and the international or cross border market place cultural values.

1. CROSS- CULTURAL MANAGEMENT
ANWARUL WADUD
Ph D Student
DEVELOPMENT ADMINISTRATION

2. Topics Covered
 Definition of culture
 Concept of Cross cultural management
 Elements of culture
 Determinants of culture
 Level of culture
 Goals of cross cultural Management
 Cross Cultural Theories
 Cross Cultural Communication
 Different approaches of Cross-Cultural Management

3. Learning Objectives
 The effect of Cross-culture on organizational
performance and its impact on administrative skill
 Concept of cross- cultural management and its
influence on the corporate world.
 To be able to compare with different cultures and
values in different natures of organizations ; and
 Able to realize the fundamental issues in cross-
cultural management.

4. PAIR SHARE-ACTIVITY
 FIND A PATNER INSIDE
THE CLASS ROOM
 SHARE YOUR
ORG.CULTURE AND
VALUES
 WHAT IS COMMON
PRACTICE IN YOUR
ORG.
 WHAT MAKE YOUR
ORG. DIFFERENCE !
 IS CULTURE
INFLUENCE YOUR CO-
WORKER!!
 ARE YOU HAPPY WITH
YOUR WORK PLACE!
 WHAT MAKE YOU
HAPPY/ UNHAPPY!
 WORK LIFE BALANCE
AND YOUR CURRENT
ORG.

5. Definition of Culture
Culture :
 Acquire knowledge that people use to interpret
experience and generate social behaviour”
 Culture forms values, create attitude, influence
behaviour
 According to Singer, the anthropological concept of
culture covers all facets of humans in society:
knowledge, behaviour, beliefs, art, morals, law,
customs, etc. (Singer 1968).

6. The Cultures have Visible and
invisible aspects
VISIBLE Invisible
Body Language Family Values
Dress Code Role of sexes
Way of life Friendly pattern

7. Determinates of culture
Education
Religion
Political
Philosophy
Language
Social
Structure

8. Cross Cultural Management
 Cross cultural
management involves
managing work teams
in ways that considers
the differences
in cultures, practices
and preferences of
consumers in a global or
international business
context.

9. CCM
 Manage People according to their cultural differences
According to –
Geert Hofstede :
‘’ Culture is the collective programming of the mind
which distinguishes the member of one human group
from another”

10. What is Cross-Culture
Management

11. What is Cross-Cultural
Management
CCM is a fairly new field that is based on theories and
research form:
 Cross cultural psychology
 International Business
 Organizational behaviour
 Human Resource
 Anthropology

12. Example

13. Elements of Culture

14. Characteristics of cultures
 Culture is learned
 Culture is unconsciousness
 Culture is shared
 Culture is integrated
 Culture is symbolic
 Culture is a way of life
 Culture is dynamic
 Culture is relative
 Culture is universal

17. Important components for the
Cross- Cultural Management
CCM
Attitude
Knowledge
Awareness
Skills

18. Communication

19. Important components for the
Cross- Cultural Management

20. Cultural Differences

21. Cross culture and Globalization
 Globalization is a
process of interaction
and integration among
the people, companies,
and governments of
different nations, a
process driven by
international trade and
investment and aided by
information technology

22. Cross culture and Globalization
 Globalization has probably developed faster than our
capacity to” digest “
 Most large companies have same kind of business
relations with customers , companies ,employees , or
various stake –holders in other countries… and
cultures.
 Many employees and managers deal with people from
other cultures on a constant basis
 Most of us have a close relation and experience with
only one or two cultures

23. Cross culture and Globalization
 Cross cultural management helps organization
member to gain better understanding of other cultures
, of their culture and of the consequences of people
from different cultures working together

25. Goals of Cross Cultural
Management
 Understand how national cultures affect management
practices
 Indentify the similarities and differences across
cultures in various management practices and
organizational context
 Increase effectiveness in global management
 Identify the intercultural behaviour, international
behaviour , intercultural conflict

26. The Level of Culture
National Culture
Industrial and
Business
Culture
Organizational
Culture
Individual
Culture

27. Level of Culture
 Dominant Culture :Pervasive and extends to the whole
country
 Sub Culture: Practices are different from one place to
another place
 Organizational : Each organization has a own culture.
Mc donald’s is different form KFC while KFC is
different from Jollibbe.
 Occupational: An accountant for example specks the
same financial language whether He or She is an
Indian or American.

28. Cross Cultural Theories
 Organizational Culture
varies one from another
based on four factors :
 Organizational objectives
and Goals
 Competitive challenge
 Nationals Variables and
 Socio Cultural variables
like different religion,
Language and education
 Cultural diversity and
Multi-culturism

29. Problems of Cultures Differences
 People in different countries have different ways to
interpret events, they have different habits, values, and
ways of relating to one another. When they come
across, problem pops up.
 People tend to view their cultural practices right while
other as wrong or peculiar. This is called
ethnocentrism
 Gestures and body movements and beliefs and
practices related to human relationships are the two
main factors that impacts communication.

30. Conflict
Management

31. Cross Cultural Conflict
Management

32. Process of CCM

33. Value Map

34. Countries culture

35. Building an Integral behavioural-Based
Framework for Developing CCM
 Develop and cultivate complex cross-cultural
relationships in a global setting
 Motivate people of different talent pools, backgrounds,
disciplines and generations
 Develop a framework for effective problem-solving
across cultures
 Assess the current culture, understand the leadership
role in the change process required for high
performance

36. Building an Integral behavioural-Based
Framework for Developing CCM
 Implement self change and change in the people
 Design effective systems and structures, overcome
barriers,
 Decrease resistances and create an environment of
driving change and commitment to high performance

38. Text books and References
 Velo, Veronica, Cross- Cultural Management, Business
Expert Press, LLC,2012
 Mckeena, E and Beech, N , Human Resource Management,
A concise Analysis, Pearson Education Unlimited,2002
 Cross-Culture Management Research, Peter B Smith, 2011
 Advances in Cross culture decision Making; Delean
Schmorrow and Densie Aicolson
 Everett M. Rogers, William B. Hart, & Yoshitaka Miike
(2002). Edward T. Hall and The History of Intercultural
Communication: The United States and Japan. Keio
Communication Review No. 24, 1-5. Accessible
at http://www.mediacom.keio.ac.jp/publication/pdf2002/r
eview24/2.pdf

39. Text books and References
 Walsh, Michael (1997), Cross cultural communication
problems in Aboriginal Australia
 Everett M. Rogers, William B. Hart, & Yoshitaka Miike
(2002). Edward T. Hall and The History of Intercultural
Communication: The United States and Japan. Keio
Communication Review No. 24, 1-5. Accessible
at http://www.mediacom.keio.ac.jp/publication/pdf2002/r
eview24/2.pdf
 Modes and models for transcending cultural differences in
international classrooms. Journal of Research in
International Education, 10(1), 5-
27. http://jri.sagepub.com/content/10/1

40. GOOD LUCK &