Cross cultural management in public sector
•Download as PPTX, PDF•
1 like•729 views
This document discusses cross-cultural management and its growing importance. It defines culture and cross-cultural, then outlines some cross-cultural issues like gender, work, age and language. It notes that the need for cross-cultural management is increasing due to globalization and migration. The goals of cross-cultural management are to understand how national cultures affect practices, identify similarities and differences across cultures, and increase global management effectiveness. It also discusses applying cross-cultural management in businesses to solve interpersonal problems between culturally diverse staff.
Report
Share
Report
Share
Recommended
Leadership & Culture: Globe Study
The Globe Study examined how different cultures viewed leadership and the relationship between effective leadership behaviors and attributes. It identified six global leadership behaviors and 22 leadership attributes. A key finding was the need for culturally aware leadership that moves from ethnocentrism to cultural relativity. Graduate schools are urged to adopt a more eclectic view of leadership and consider non-Western perspectives.
Ihrm cross cultural theories and Recruitment part 2
This document provides an overview of international human resource management. It discusses several cross-cultural theories including Globe Theory, Hofstede's Cultural Dimensions, and Trompenaars' Framework. Globe Theory identified nine cultural dimensions based on a large global study. Hofstede's model describes the effects of culture on values using six dimensions. Trompenaars' Framework identified seven dimensions of national culture differences. The document also covers international recruitment and selection processes, including sources of recruitment by country and selection criteria and approaches for international assignments. Culture and values are defined as guiding business practices and what is important within a society.
CROSS CULTURAL MANAGEMENT
The document discusses the challenges of cross-cultural management in the future, as the changing business environment including uneven development between countries, the influence of transitioning economies, advances in technology, and pressure on the natural environment will require managers to adapt organizations and develop global management skills to operate across diverse cultures. Future managers must learn to balance the complex interplay between globalization and cultural trends to deal with these additional layers of complexity.
Cross cultural management
This document provides an overview of cross-cultural management and culture. It discusses definitions of culture and introduces several cultural frameworks, including Hofstede's cultural dimensions model. Hofstede's model identifies and defines five dimensions of culture: power distance, uncertainty avoidance, individualism vs collectivism, masculinity vs femininity, and long-term vs short-term orientation. The document also summarizes Trompenaars' cultural dimensions model and describes additional research frameworks, including the GLOBE project cultural variables.
Cultural context of International Human Resource Management
This document discusses the impact of cultural context on international human resource management. It first defines organizational culture and describes key dimensions of national culture according to various researchers like Kluckhohn & Kroeber, Hofstede, and Trompenaars & Hampden-Turner. These dimensions include power distance, uncertainty avoidance, individualism vs collectivism, masculinity vs femininity, and time orientation. The document then summarizes three research articles analyzing the influence of national cultural challenges on IHRM practices and how cultural differences impact HR policies of multinational companies.
Organisational Culture
This document summarizes an organizational culture workshop that discusses how organizational culture is formed and impacts organizations. It defines organizational culture and outlines Edgar Schein's three levels of culture - surface manifestations, espoused values, and basic assumptions. The workshop also discusses assessing and measuring culture using surveys, focus groups, and interviews. Finally, it presents examples of levers that can be used to change organizational culture, such as developing leadership, improving communication, and encouraging innovation.
49529779 7419c cross-cultural-management-systems-and-practices
This document provides an overview of cross-cultural management systems and processes. It discusses how workforces have become culturally diverse and how managing cross-cultural issues has become important. It also examines stateless corporations like Nestle and Coca-Cola that derive most of their revenues from outside their home countries. Finally, it discusses cultural dimensions like Hofstede's model and introduces different types of organizational culture.
Compensation benefits of expatriate
Apple Inc. has an elaborate international human resource management system to train employees, deploy them across different countries, and assess their performance on foreign assignments. Pre-departure training covers cultural customs, language, and business etiquette of the host country. Apple recruits and selects expatriates based on their cross-cultural and interpersonal skills to reduce failure rates in foreign assignments.
Recommended
Leadership & Culture: Globe Study
The Globe Study examined how different cultures viewed leadership and the relationship between effective leadership behaviors and attributes. It identified six global leadership behaviors and 22 leadership attributes. A key finding was the need for culturally aware leadership that moves from ethnocentrism to cultural relativity. Graduate schools are urged to adopt a more eclectic view of leadership and consider non-Western perspectives.
Ihrm cross cultural theories and Recruitment part 2
This document provides an overview of international human resource management. It discusses several cross-cultural theories including Globe Theory, Hofstede's Cultural Dimensions, and Trompenaars' Framework. Globe Theory identified nine cultural dimensions based on a large global study. Hofstede's model describes the effects of culture on values using six dimensions. Trompenaars' Framework identified seven dimensions of national culture differences. The document also covers international recruitment and selection processes, including sources of recruitment by country and selection criteria and approaches for international assignments. Culture and values are defined as guiding business practices and what is important within a society.
CROSS CULTURAL MANAGEMENT
The document discusses the challenges of cross-cultural management in the future, as the changing business environment including uneven development between countries, the influence of transitioning economies, advances in technology, and pressure on the natural environment will require managers to adapt organizations and develop global management skills to operate across diverse cultures. Future managers must learn to balance the complex interplay between globalization and cultural trends to deal with these additional layers of complexity.
Cross cultural management
This document provides an overview of cross-cultural management and culture. It discusses definitions of culture and introduces several cultural frameworks, including Hofstede's cultural dimensions model. Hofstede's model identifies and defines five dimensions of culture: power distance, uncertainty avoidance, individualism vs collectivism, masculinity vs femininity, and long-term vs short-term orientation. The document also summarizes Trompenaars' cultural dimensions model and describes additional research frameworks, including the GLOBE project cultural variables.
Cultural context of International Human Resource Management
This document discusses the impact of cultural context on international human resource management. It first defines organizational culture and describes key dimensions of national culture according to various researchers like Kluckhohn & Kroeber, Hofstede, and Trompenaars & Hampden-Turner. These dimensions include power distance, uncertainty avoidance, individualism vs collectivism, masculinity vs femininity, and time orientation. The document then summarizes three research articles analyzing the influence of national cultural challenges on IHRM practices and how cultural differences impact HR policies of multinational companies.
Organisational Culture
This document summarizes an organizational culture workshop that discusses how organizational culture is formed and impacts organizations. It defines organizational culture and outlines Edgar Schein's three levels of culture - surface manifestations, espoused values, and basic assumptions. The workshop also discusses assessing and measuring culture using surveys, focus groups, and interviews. Finally, it presents examples of levers that can be used to change organizational culture, such as developing leadership, improving communication, and encouraging innovation.
49529779 7419c cross-cultural-management-systems-and-practices
This document provides an overview of cross-cultural management systems and processes. It discusses how workforces have become culturally diverse and how managing cross-cultural issues has become important. It also examines stateless corporations like Nestle and Coca-Cola that derive most of their revenues from outside their home countries. Finally, it discusses cultural dimensions like Hofstede's model and introduces different types of organizational culture.
Compensation benefits of expatriate
Apple Inc. has an elaborate international human resource management system to train employees, deploy them across different countries, and assess their performance on foreign assignments. Pre-departure training covers cultural customs, language, and business etiquette of the host country. Apple recruits and selects expatriates based on their cross-cultural and interpersonal skills to reduce failure rates in foreign assignments.
Trompenaars cultural dimensions
Trompenaars and Hampden-Turner identified seven cultural dimensions along which cultures can be classified based on their research on business executives. These seven dimensions are universalism versus particularism, communitarianism versus individualism, neutral versus emotional, diffuse versus specific cultures, achievement versus ascription, human-time relationship, and human-nature relationship. Their 1997 book "Riding The Waves of Culture" explores these seven value orientations between cultures.
The Seven Dimensions of Culture
The document outlines the Seven Dimensions of Culture as defined by Trompenaars Hampden-Turner (THT), a research consulting firm. The seven dimensions are: 1) Universalism vs Particularism, 2) Individualism vs Communitarianism, 3) Specific vs Diffuse, 4) Neutral vs Affective, 5) Achievement vs Ascription, 6) Time Orientation, and 7) Internal vs External. These dimensions describe the areas in which cultural values can vary and provide a framework for understanding differences in how people and organizations interact across cultures.
Effects of culture on business
Dogus University
IE356 Business and Society
2014-2015 Spring Semester
Class presentation
Effects of culture on business by Meltem Alaca
Ihrm culture
This document discusses culture and multiculturalism in the context of international human resource management. It defines culture and organizational culture, and describes how culture is passed down through generations. It also discusses factors that affect cultural predispositions within organizations. The document outlines Hofstede's cultural dimensions model and the GLOBE project's nine cultural dimensions. It describes different approaches to cultural adaptation within multinational corporations, including ethnocentric, polycentric, and geocentric approaches.
What are the determinants of culture In terms of Hofstede model analyses how ...
Wal-Mart faced challenges expanding into international markets due to cultural differences. In Mexico, Wal-Mart was able to adapt practices like selling in small quantities and hiring local managers, allowing it to succeed. However, in South Korea and Germany, consumers preferred higher quality goods and were not attracted to Wal-Mart's discount strategy, resulting in losses. In China, Wal-Mart adapted further by providing fresh food and killing animals on site, aligning with Chinese preferences. While culture can change through business influence over time, companies must respect local cultures to avoid ethnocentric behavior and achieve long term success abroad.
Role of HR in M and A
This presentation provides an overview of mergers and acquisitions (M&A). It defines mergers as a combination of two firms on an equal basis, while acquisitions involve one firm purchasing a controlling stake in another. Mergers can be horizontal, vertical, congeneric, or conglomerate. Cultural and organizational fit are important factors in M&A success or failure. Human resources play a key role by managing communications, training, retention of key employees, and addressing cultural clashes post-merger. Common mistakes include lack of early HR involvement, understanding employee needs, empowering leadership, and appreciating the time required for integration.
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. Many businesses have to learn to modify or adapt their approaches in order to compete on a level in fields no longer bound by physical geography with online interactions more common in business and other situations.
International HRM & Labor relations
This document discusses international human resource management and labor relations. It provides an overview of international HRM, factors affecting it, and different staffing policies like the ethnocentric, polycentric, and geocentric approaches. It also discusses labor relations, factors influencing it, the role of trade unions, and reasons why workers join trade unions. The objectives of trade unions are to provide benefits like equitable wages, job security, and support to its members.
Expatriate training
This document discusses training strategies for expatriates on international assignments. It outlines four approaches an MNC may take when staffing subsidiary units, and how the level of control from the parent unit determines the training budget and strategy. Expatriate training aims to increase cultural awareness and prepare employees to live and work effectively in an unfamiliar host country. While training can increase success and provide a global perspective, it may also create a false sense of confidence or not fully prepare employees for real on-the-ground challenges. The document proposes a six-phase process for developing and delivering cross-cultural training programs tailored to different global assignment types and individual needs.
Chapter 4 cross cultural training
This document provides an overview of cross-cultural training. It discusses the role of training in supporting expatriate adjustment and performance. Effective pre-departure training includes cultural awareness, preliminary visits, language skills, and relocation assistance. Training can vary in rigor from short lectures to month-long experiential programs. Components of cross-cultural training include cultural orientation, language training, sensitivity training, and field experience. The document also examines conceptual frameworks for cross-cultural training, including models by Tung, Mendelhall & Oddou, and Black & Mendelhall.
International Staffing
This document discusses different approaches to international staffing used by multinational corporations. It describes the ethnocentric, polycentric, regiocentric, and geocentric approaches, providing advantages and disadvantages of each. The ethnocentric approach involves staffing key positions with parent country nationals, while the polycentric approach uses host country nationals. The geocentric approach utilizes the best employees regardless of nationality. Expatriate selection is also discussed, including criteria, tests used, and factors that can lead to expatriate failure if not properly addressed.
Expatriates and HR Presentation
The document discusses expatriates and multinational corporations. It notes that in 1997, American MNCs had 150,000 expatriates abroad and 83,000 foreign employees in the US, with over 31 million international workers globally and $11 trillion in worldwide MNC sales. Success of international business depends on expatriates, but expatriate failure rates range from 10-50% depending on country, with the US at 30-40% typically due to cultural adjustments, language barriers, and living difficulties. Proper selection, training, support and repatriation are keys to expatriate success.
Economic Environment - International Business - Manu Melwin Joy
Economic conditions, economic policies and the economic system are the important external factors that constitute the economic environment of a business. The economic conditions of a country-for example, the nature of the economy, the stage of development of the economy, economic resources, and the level of income, the distribution of income and assets, etc- are among the very important determinants of business strategies.
Performance management in international context
Performance management in multinational companies faces several challenges, including differing expectations between headquarters and subsidiaries, the need for both standardized and customized evaluation formats, and ensuring uniformity of data despite varying subsidiary functions. Additionally, factors like cultural adjustment, geographical distance, and rater bias must be considered when appraising expatriate performance. Effective performance management requires specifying criteria appropriate to the local context, obtaining input from various appraisers, and conducting evaluations periodically to continuously improve performance.
Global human resource management
This document discusses global human resource management practices in international business. It defines human resource management and its key activities like staffing, performance evaluation, compensation, etc. It explains the importance of aligning HRM with a firm's strategy and goals. Global HRM differs from domestic HRM due to factors like varied labor markets, management styles, compensation practices and laws across countries. The document then discusses key issues in global HRM like staffing management posts, developing multinational managers, compensation practices, and performance evaluation across countries. It explains the strategic role of HRM in implementing organizational structure, incentives, people management, processes and culture. The document also covers staffing policies like ethnocentric, polycentric and geocentric
International Human Resource Management - Meaning, Definition, Objectives and...
This document discusses international human resource management (IHRM). IHRM refers to managing human resources across national boundaries to implement strategic policies for a multinational workplace. The key functions of IHRM include recruitment and selection of qualified international candidates, managing labor relations across countries, conducting performance evaluations, and establishing compensation and benefits systems. The objectives of IHRM are to reduce international risks, avoid cultural and regional disparities, and manage a diverse global workforce. In conclusion, IHRM enhances job opportunities, economic growth, and skill development in host countries.
Cultural Dimensions
This document summarizes Geert Hofstede's cultural dimensions theory, which identifies six dimensions for analyzing and comparing cultures: power distance, individualism vs collectivism, masculinity vs femininity, uncertainty avoidance, long-term vs short-term orientation, and indulgence vs restraint. It provides details on Hofstede's research methodology, including the employee value survey used to derive the dimensions. For each dimension, it defines the poles of the spectrum, discusses differences among countries, and proposes origins of those differences based on factors like wealth, geography, and history.
Chapter 1 introduction to ihrm
This document provides an overview of international human resource management (IHRM). It defines IHRM as the process of procuring, allocating and effectively utilizing human resources in a multinational organization. IHRM involves managing employees from different cultural and political backgrounds across various countries and managing the greater complexity involved with international assignments. The document outlines some of the key differences between domestic HRM and IHRM, including dealing with expanded mixes of employees from multiple countries and greater external influences. It also discusses some of the common challenges in IHRM, such as culture and language differences, and managing the costs and risks associated with international assignments.
Organizational culture and climate
This document discusses organizational culture and climate. It defines organizational culture as shared meanings and beliefs within an organization that act as social glue. Culture is composed of visible elements like stories and rituals as well as invisible elements like shared values and assumptions. Culture forms through top management philosophy and is reinforced through stories, rituals, language and symbols. While strong cultures can benefit organizations, they do not always lead to higher performance if not aligned with the environment. The document also defines organizational climate as the psychological environment reflected in attitudes. It discusses how climate influences motivation, performance and satisfaction within an organization.
Diversity (HRM)
Managers must value diversity in the workforce to access a broader range of viewpoints, reflect an increasingly diverse customer base, and obtain the best talent. Diversity brings both opportunities and challenges to managing organizations, including building an inclusive culture, developing bias-free HR systems, and addressing prejudice and stereotyping. Leveraging diversity through multicultural teams and employee networks can enhance creativity and problem-solving, while also requiring efforts to reduce potential for miscommunication.
Chapter 2 cross cultural management
This document provides an overview of cross-cultural management concepts including:
- Culture is learned behavior shared among members of a society that influences norms, values, and practices.
- Elements of culture include language, values, norms, attitudes, customs, and more.
- Cultural determinants include religion, language, education, and social structure.
- Cross-cultural theories like Hofstede analyze cultural dimensions like power distance, uncertainty avoidance, and individualism vs collectivism that influence behaviors.
- Understanding cultural differences is important for effective cross-cultural communication and management.
A Framework For Evaluating Cross Cultural Management
The document presents a framework for evaluating the performance of cross-cultural managers. It outlines definitions, problems with existing models, and the study's aims and methodology. Semi-structured interviews and focus groups with expatriates and host country nationals identified key performance elements in personality, experience, attitudes, knowledge, and skills. Results showed open-mindedness, adaptability, respect for locals, cultural awareness, language skills, and experience interacting with locals as important. The implications discuss how personality, experience, attitudes, knowledge and skills impact performance and how the framework could be tested further.
More Related Content
What's hot
Trompenaars cultural dimensions
Trompenaars and Hampden-Turner identified seven cultural dimensions along which cultures can be classified based on their research on business executives. These seven dimensions are universalism versus particularism, communitarianism versus individualism, neutral versus emotional, diffuse versus specific cultures, achievement versus ascription, human-time relationship, and human-nature relationship. Their 1997 book "Riding The Waves of Culture" explores these seven value orientations between cultures.
The Seven Dimensions of Culture
The document outlines the Seven Dimensions of Culture as defined by Trompenaars Hampden-Turner (THT), a research consulting firm. The seven dimensions are: 1) Universalism vs Particularism, 2) Individualism vs Communitarianism, 3) Specific vs Diffuse, 4) Neutral vs Affective, 5) Achievement vs Ascription, 6) Time Orientation, and 7) Internal vs External. These dimensions describe the areas in which cultural values can vary and provide a framework for understanding differences in how people and organizations interact across cultures.
Effects of culture on business
Dogus University
IE356 Business and Society
2014-2015 Spring Semester
Class presentation
Effects of culture on business by Meltem Alaca
Ihrm culture
This document discusses culture and multiculturalism in the context of international human resource management. It defines culture and organizational culture, and describes how culture is passed down through generations. It also discusses factors that affect cultural predispositions within organizations. The document outlines Hofstede's cultural dimensions model and the GLOBE project's nine cultural dimensions. It describes different approaches to cultural adaptation within multinational corporations, including ethnocentric, polycentric, and geocentric approaches.
What are the determinants of culture In terms of Hofstede model analyses how ...
Wal-Mart faced challenges expanding into international markets due to cultural differences. In Mexico, Wal-Mart was able to adapt practices like selling in small quantities and hiring local managers, allowing it to succeed. However, in South Korea and Germany, consumers preferred higher quality goods and were not attracted to Wal-Mart's discount strategy, resulting in losses. In China, Wal-Mart adapted further by providing fresh food and killing animals on site, aligning with Chinese preferences. While culture can change through business influence over time, companies must respect local cultures to avoid ethnocentric behavior and achieve long term success abroad.
Role of HR in M and A
This presentation provides an overview of mergers and acquisitions (M&A). It defines mergers as a combination of two firms on an equal basis, while acquisitions involve one firm purchasing a controlling stake in another. Mergers can be horizontal, vertical, congeneric, or conglomerate. Cultural and organizational fit are important factors in M&A success or failure. Human resources play a key role by managing communications, training, retention of key employees, and addressing cultural clashes post-merger. Common mistakes include lack of early HR involvement, understanding employee needs, empowering leadership, and appreciating the time required for integration.
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. Many businesses have to learn to modify or adapt their approaches in order to compete on a level in fields no longer bound by physical geography with online interactions more common in business and other situations.
International HRM & Labor relations
This document discusses international human resource management and labor relations. It provides an overview of international HRM, factors affecting it, and different staffing policies like the ethnocentric, polycentric, and geocentric approaches. It also discusses labor relations, factors influencing it, the role of trade unions, and reasons why workers join trade unions. The objectives of trade unions are to provide benefits like equitable wages, job security, and support to its members.
Expatriate training
This document discusses training strategies for expatriates on international assignments. It outlines four approaches an MNC may take when staffing subsidiary units, and how the level of control from the parent unit determines the training budget and strategy. Expatriate training aims to increase cultural awareness and prepare employees to live and work effectively in an unfamiliar host country. While training can increase success and provide a global perspective, it may also create a false sense of confidence or not fully prepare employees for real on-the-ground challenges. The document proposes a six-phase process for developing and delivering cross-cultural training programs tailored to different global assignment types and individual needs.
Chapter 4 cross cultural training
This document provides an overview of cross-cultural training. It discusses the role of training in supporting expatriate adjustment and performance. Effective pre-departure training includes cultural awareness, preliminary visits, language skills, and relocation assistance. Training can vary in rigor from short lectures to month-long experiential programs. Components of cross-cultural training include cultural orientation, language training, sensitivity training, and field experience. The document also examines conceptual frameworks for cross-cultural training, including models by Tung, Mendelhall & Oddou, and Black & Mendelhall.
International Staffing
This document discusses different approaches to international staffing used by multinational corporations. It describes the ethnocentric, polycentric, regiocentric, and geocentric approaches, providing advantages and disadvantages of each. The ethnocentric approach involves staffing key positions with parent country nationals, while the polycentric approach uses host country nationals. The geocentric approach utilizes the best employees regardless of nationality. Expatriate selection is also discussed, including criteria, tests used, and factors that can lead to expatriate failure if not properly addressed.
Expatriates and HR Presentation
The document discusses expatriates and multinational corporations. It notes that in 1997, American MNCs had 150,000 expatriates abroad and 83,000 foreign employees in the US, with over 31 million international workers globally and $11 trillion in worldwide MNC sales. Success of international business depends on expatriates, but expatriate failure rates range from 10-50% depending on country, with the US at 30-40% typically due to cultural adjustments, language barriers, and living difficulties. Proper selection, training, support and repatriation are keys to expatriate success.
Economic Environment - International Business - Manu Melwin Joy
Economic conditions, economic policies and the economic system are the important external factors that constitute the economic environment of a business. The economic conditions of a country-for example, the nature of the economy, the stage of development of the economy, economic resources, and the level of income, the distribution of income and assets, etc- are among the very important determinants of business strategies.
Performance management in international context
Performance management in multinational companies faces several challenges, including differing expectations between headquarters and subsidiaries, the need for both standardized and customized evaluation formats, and ensuring uniformity of data despite varying subsidiary functions. Additionally, factors like cultural adjustment, geographical distance, and rater bias must be considered when appraising expatriate performance. Effective performance management requires specifying criteria appropriate to the local context, obtaining input from various appraisers, and conducting evaluations periodically to continuously improve performance.
Global human resource management
This document discusses global human resource management practices in international business. It defines human resource management and its key activities like staffing, performance evaluation, compensation, etc. It explains the importance of aligning HRM with a firm's strategy and goals. Global HRM differs from domestic HRM due to factors like varied labor markets, management styles, compensation practices and laws across countries. The document then discusses key issues in global HRM like staffing management posts, developing multinational managers, compensation practices, and performance evaluation across countries. It explains the strategic role of HRM in implementing organizational structure, incentives, people management, processes and culture. The document also covers staffing policies like ethnocentric, polycentric and geocentric
International Human Resource Management - Meaning, Definition, Objectives and...
This document discusses international human resource management (IHRM). IHRM refers to managing human resources across national boundaries to implement strategic policies for a multinational workplace. The key functions of IHRM include recruitment and selection of qualified international candidates, managing labor relations across countries, conducting performance evaluations, and establishing compensation and benefits systems. The objectives of IHRM are to reduce international risks, avoid cultural and regional disparities, and manage a diverse global workforce. In conclusion, IHRM enhances job opportunities, economic growth, and skill development in host countries.
Cultural Dimensions
This document summarizes Geert Hofstede's cultural dimensions theory, which identifies six dimensions for analyzing and comparing cultures: power distance, individualism vs collectivism, masculinity vs femininity, uncertainty avoidance, long-term vs short-term orientation, and indulgence vs restraint. It provides details on Hofstede's research methodology, including the employee value survey used to derive the dimensions. For each dimension, it defines the poles of the spectrum, discusses differences among countries, and proposes origins of those differences based on factors like wealth, geography, and history.
Chapter 1 introduction to ihrm
This document provides an overview of international human resource management (IHRM). It defines IHRM as the process of procuring, allocating and effectively utilizing human resources in a multinational organization. IHRM involves managing employees from different cultural and political backgrounds across various countries and managing the greater complexity involved with international assignments. The document outlines some of the key differences between domestic HRM and IHRM, including dealing with expanded mixes of employees from multiple countries and greater external influences. It also discusses some of the common challenges in IHRM, such as culture and language differences, and managing the costs and risks associated with international assignments.
Organizational culture and climate
This document discusses organizational culture and climate. It defines organizational culture as shared meanings and beliefs within an organization that act as social glue. Culture is composed of visible elements like stories and rituals as well as invisible elements like shared values and assumptions. Culture forms through top management philosophy and is reinforced through stories, rituals, language and symbols. While strong cultures can benefit organizations, they do not always lead to higher performance if not aligned with the environment. The document also defines organizational climate as the psychological environment reflected in attitudes. It discusses how climate influences motivation, performance and satisfaction within an organization.
Diversity (HRM)
Managers must value diversity in the workforce to access a broader range of viewpoints, reflect an increasingly diverse customer base, and obtain the best talent. Diversity brings both opportunities and challenges to managing organizations, including building an inclusive culture, developing bias-free HR systems, and addressing prejudice and stereotyping. Leveraging diversity through multicultural teams and employee networks can enhance creativity and problem-solving, while also requiring efforts to reduce potential for miscommunication.
What's hot (20)
What are the determinants of culture In terms of Hofstede model analyses how ...
What are the determinants of culture In terms of Hofstede model analyses how ...
Economic Environment - International Business - Manu Melwin Joy
Economic Environment - International Business - Manu Melwin Joy
International Human Resource Management - Meaning, Definition, Objectives and...
International Human Resource Management - Meaning, Definition, Objectives and...
Viewers also liked
Chapter 2 cross cultural management
This document provides an overview of cross-cultural management concepts including:
- Culture is learned behavior shared among members of a society that influences norms, values, and practices.
- Elements of culture include language, values, norms, attitudes, customs, and more.
- Cultural determinants include religion, language, education, and social structure.
- Cross-cultural theories like Hofstede analyze cultural dimensions like power distance, uncertainty avoidance, and individualism vs collectivism that influence behaviors.
- Understanding cultural differences is important for effective cross-cultural communication and management.
A Framework For Evaluating Cross Cultural Management
The document presents a framework for evaluating the performance of cross-cultural managers. It outlines definitions, problems with existing models, and the study's aims and methodology. Semi-structured interviews and focus groups with expatriates and host country nationals identified key performance elements in personality, experience, attitudes, knowledge, and skills. Results showed open-mindedness, adaptability, respect for locals, cultural awareness, language skills, and experience interacting with locals as important. The implications discuss how personality, experience, attitudes, knowledge and skills impact performance and how the framework could be tested further.
OSI Case - Outsourcing Infrastructure to Maximize Business Value
This is a case recommendation that my team and I put together to explore the possibilities of outsourcing for this particular company. We measured risk and reward with various factors including financial forecasting, organizational change and overall business stability.
Challenge of Outsourcing
Outsourcing is an imperative process for many companies to stay competitive. However inevitable it is, outsourcing often involves risk and fear to unknown. What are those risk and fear? How to manage them. While some are doing it for years, why can't we? What are the upside and downside of outsourcing?
2008 Rms Cross Cultural Management
This document summarizes the content of an international management program focusing on cross-cultural management. The program covers topics such as cultural diversity, cross-cultural communication, work behavior in different cultures, multicultural teams, and 21st century leadership models. It discusses cultural values and their influence on business practices in various countries. Case studies are used to illustrate challenges and solutions in cross-cultural integration and post-merger management.
Cross Cultural Management
Infosys has developed a 4-step process to effectively manage cross-cultural issues when transitioning to a global delivery model. This includes understanding different work cultures, client businesses, technical processes, and continuously improving client-facing processes. Cross-cultural training covers cultural acclimation, business overviews, and technical environments specific to each client. Infosys' approach promotes better collaboration and project management across cultures.
Outsourcing Ppt 1
The document discusses the history and evolution of outsourcing in various industries from the 1980s to present day. It covers the reasons companies outsource functions like production, purchasing, logistics, and services to reduce costs and risks. The document also outlines advantages and disadvantages of outsourcing as well as best practices for effective outsourcing.
Outsourcing.ppt
The document discusses outsourcing and provides examples of common business functions that are outsourced such as IT services, email hosting, database management, and network support. It notes that companies outsource to reduce costs, access new technologies, and focus on core competencies. The benefits and potential problems of outsourcing are also summarized.
Outsourcing
El documento proporciona una introducción al concepto de outsourcing, explicando que es una estrategia en la que una empresa delega ciertas actividades a empresas especializadas externas para reducir costos y mejorar la eficiencia. Luego, describe algunos pioneros y ejemplos comunes de outsourcing, así como consideraciones clave para implementarlo de manera exitosa, como seleccionar el proveedor adecuado y gestionar efectivamente la transición.
Outsourcing methods ppt
The document discusses various types of outsourcing including multi-process outsourcing, documentation services outsourcing, project management outsourcing, and managed services outsourcing. It outlines advantages such as reduced costs, efficiency gains, and ability to leverage expert resources for each process, as well as disadvantages like additional management overhead and loss of control. Out-tasking is defined as contracting single tasks on a project-by-project basis at agreed upon prices and timeframes.
Outsourcing introduction & issues
The document discusses outsourcing, defining it as procuring services from a third party to perform activities traditionally handled internally. Key reasons for outsourcing include reducing costs and improving efficiency. The main types of outsourcing covered are business process outsourcing, knowledge process outsourcing, legal process outsourcing, recruitment process outsourcing, and engineering process outsourcing. Both advantages like lower costs and disadvantages like loss of control are outlined. The outsourcing market has grown significantly over the past few decades and now represents billions in annual spending across various industries.
Viewers also liked (11)
A Framework For Evaluating Cross Cultural Management
A Framework For Evaluating Cross Cultural Management
OSI Case - Outsourcing Infrastructure to Maximize Business Value
OSI Case - Outsourcing Infrastructure to Maximize Business Value
Similar to Cross cultural management in public sector
2
This document discusses the importance of managing cultural diversity in the workplace. It defines cultural diversity as having multiple human societies and cultures represented in a region or organization. Managing diversity effectively means understanding, communicating with, and interacting with people from different cultures. This helps build an international business, acquire diverse talents, and avoid cultural conflicts. Key aspects of a successful diversity program include training, executive commitment, accountability, and evaluation. Communication, team building, and creating the right environment are essential. The benefits of diversity include innovation, performance, and staff well-being, while risks include discrimination and lack of integration if not managed properly.
Cultural Diversity in an Organization - Managing, Reasons, Role of HR Personn...
This presentation talks about Cultural Diversity in an Organization, why it should be managed, the various reasons for Managing Cultural Diversity, Role of a HR personnel in Managing Cultural Diversity, Strategies adopted by them, the Process and Pros and Cons
Performance management in cross culture
This presentation is submitted by Mandira Adhiakri and Sailendra Adhikari as assignment in ACE institutement of Management during pair work of Performance Management. (HR Specialization)
Module 4 developing the hospitality culture
This document discusses developing a hospitality culture. It defines a service culture as one that supports customer service through policies, procedures, rewards systems, and actions. Leaders play a crucial role in developing and transmitting the culture. A supportive leadership climate fosters dignity, respect, pride and team cohesion among employees. Developing a strong service culture requires establishing clear benchmarks, goals, and objective measures of progress. Organizational culture encompasses shared values, beliefs, and behavioral norms within an organization. Developing and managing cultural diversity is an important part of international hospitality management.
Managing Cross-cultural Diversity: Issues and Challenges in Global Organizations
Managing Cross-cultural Diversity: Issues and Challenges in Global OrganizationsAdvance Saraswati Prakashan Pvt Ltd
This document discusses managing cultural diversity in global organizations. It begins by noting that as companies become more global, they take on a multicultural makeup that can be challenging to manage. It then defines culture and organizational culture, explaining how individuals bring cultural values and norms with them to work. The document outlines some dimensions of diversity, like race, gender, beliefs and more. It also lists some reasons diversity has emerged in workforces and advantages it can provide, like new perspectives and community relationships. However, the document acknowledges cross-cultural differences can complicate teamwork and management. It stresses the importance of cultural sensitivity for global business success.Org culture
This document summarizes key sections from Chapter 3 of the textbook. It discusses organizational culture and diversity. It defines organizational culture and explains how culture permeates organizations through knowledge, symbols, stories and rites. It also discusses how national culture interacts with organizational culture. The chapter then addresses diversity, defining it and outlining approaches to managing diversity, including initiatives around communication, education, and employee involvement. It concludes by discussing diverse organizational structures and processes within companies.
Culture 2016
This document provides an overview of culture and cultural change in organizations. It defines key terms like culture, organizational culture, and workplace culture. It also discusses dimensions of organizational culture, imperatives for addressing culture, categories of cultural issues, and frameworks for cultural evolution and change. The document also covers topics like leadership and sustainability during culture change, building a culture of continuous improvement, recruitment and culture, creating inclusive workplace cultures, and developing high performance organizational cultures.
Dr. jhansi rani M R - cross cultural management (IHRM)
All the topics connected to Cross cultural management are covered such as Socio-cultural context, Culture and employee management issues, responding to diversity, challenges of localization, global integration cultural shock and cultural sensitivity etc.
CROSS CULTURAL LEADERSHIP AND DECISION MAKING.pptx
This ppt gives information about how cross cultural leadership works in global human resource management
Human resource issues in trans cultural organisation
The document explores various HR issues within an organization (MNC) due to cultural diversity.
Hofstede framework is used and example of Merill Lynch, Bank of America and Google haven been discussed.
Competencies and competences September 2014
This document discusses competencies and competency frameworks in different fields. It begins with definitions of competency and competence. It then outlines typical competencies included in frameworks such as communication, problem solving, and customer service. Competency frameworks aim to enhance employee and organizational effectiveness through training, reviews, and analyzing needs. The document provides examples of competency frameworks for fields like healthcare, education, coaching, and indigenous communities. It concludes with a summary and questions.
Cultural change ppt @ bec doms bagalkot mba
This presentation discusses strategies for cultural change in organizations. There are two main approaches: top-down and bottom-up. The top-down approach is initiated by senior managers and focuses on behaviors and extending changes across the entire organization through things like restructuring and training. The bottom-up approach involves incremental changes initiated in parts of the organization to solve business problems without a formal structure. National culture also influences organizational culture, but organizational culture can still differ across countries with the same parent company. Managing cultural diversity effectively requires understanding differences without judging cultures and forming diverse work groups with training.
Socio cultural environment
The socio-cultural environment in Nepal influences business in several ways. Key factors of the socio-cultural environment that affect Nepalese business include attitudes, beliefs, religion, language, education, and family structure. Religion influences areas like food, dress, and travel. Family structure is predominantly joint and extended, which can discourage individual incentive. Socio-cultural values shape management practices, work attitudes, entrepreneurship, and change management in Nepalese business. Management style tends to be autocratic and professionalism is lacking. Risk-taking is also limited due to socio-cultural influences.
Cross administrative culture and values
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.
Culture and Communication in the Global Workforce.ppt
This document discusses culture and communication in the global workforce. It begins by defining culture and explaining how cultural norms, values, beliefs, and language make groups distinctive from one another. It then discusses how culture blends in work environments as companies take on multinational operations and managers must deal with diverse cultures. Effective cultural competency training is needed to avoid issues like miscommunication and conflict that can endanger productivity. Developing cultural competence allows one to understand, communicate with, and interact effectively across cultures in today's global business environment.
Managment diversity
Managing diversity aims to encourage productive interactions among employees from diverse backgrounds by providing an optimal work environment and business results. Diversity refers to differences in qualities beyond just ethnicity, race and gender, including work experience, education and more. Managing diversity means promoting inclusion and community despite these differences. Managers play a key role in guiding diversity to benefit innovation and inclusion through practices like diversity training. Strategies for managing diversity include developing inclusive recruitment and policies, cultural sensitivity training, and seeking employee feedback. Workplace diversity can provide benefits like improved morale if properly managed, and ignoring diversity issues risks costly consequences.
Are you part of it? Change and diversity
A presentation by the APM Women in Project Management (WiPM) Specific Interest Group (SIG) and Sobitha Sashikumar for the APM South Wales & West of England branch on 3rd July 2014 at Atkins/Faithful+Gould in Bristol.
In this interactive session, Sobitha Sashikumar brought a wealth of knowledge and appreciation on the subject of change and diversity. She explored this subject, drawing on her experience of living and working in teams and organisations across three continents, assisting delegates to enhance their effectiveness in managing change and diversity.
A joint event between South Wales & West of England branch and Women in Project Management (WiPM) SIG, this served as an introduction for the branch membership to the WiPM SIG; its activities, volunteering opportunities and the 21st anniversary celebrations, as well as diversity initiatives. The WiPM chair Teri Okoro, introduced this session.
This session helped delegates to:
- Understand the positive benefits of diversity
- Identify how and why diversity may impact on change and PM3 outcome
- Explore tools and techniques to help you be smarter in the use of diversity to achieve balanced teams and improved outcomes.
The presentation focussed on reviewing your own experiences in teams and organisations, assessing strengths and gaps.
Discussions helped delegates to understand where they needed to improve awareness, pay attention or plan changes.
Crossculture dynamics by siba
Cross culture: Defination, Meaning, Impacts(4 stages), differences in culture, competancies, motivation,
Diversity, equality and inclusion September 2014
This document discusses diversity, equality and inclusion in the workplace. It defines key terms and examines how diverse Ontario is. It outlines the Ontario Human Rights Commission's code grounds and the business case for diversity. The document provides guidance on developing a diversity strategy, embedding equality and inclusion, and managing diversity issues. It addresses topics like social class, LGBTQ issues, and engaging personal commitment to diversity.
Designing strategy for cultural change ppt @ bec doms mba
This document discusses strategies for cultural change within organizations. It outlines two main approaches: top-down and bottom-up. The top-down approach involves changes initiated and directed by senior managers, such as structural changes and training programs. However, this approach can paradoxically undermine autonomy. The bottom-up approach involves incremental changes initiated within business units to solve specific problems. The document also discusses how national culture and organizational culture interact, and how managing cultural diversity effectively requires understanding differences while promoting synergy among team members.
Similar to Cross cultural management in public sector (20)
Cultural Diversity in an Organization - Managing, Reasons, Role of HR Personn...
Cultural Diversity in an Organization - Managing, Reasons, Role of HR Personn...
Managing Cross-cultural Diversity: Issues and Challenges in Global Organizations
Managing Cross-cultural Diversity: Issues and Challenges in Global Organizations
Dr. jhansi rani M R - cross cultural management (IHRM)
Dr. jhansi rani M R - cross cultural management (IHRM)
CROSS CULTURAL LEADERSHIP AND DECISION MAKING.pptx
CROSS CULTURAL LEADERSHIP AND DECISION MAKING.pptx
Human resource issues in trans cultural organisation
Human resource issues in trans cultural organisation
Culture and Communication in the Global Workforce.ppt
Culture and Communication in the Global Workforce.ppt
Designing strategy for cultural change ppt @ bec doms mba
Designing strategy for cultural change ppt @ bec doms mba
Recently uploaded
高仿迈阿密大学毕业证（um毕业证）硕士文凭证书原版一模一样
原版一模一样【微信：741003700 】【迈阿密大学毕业证（um毕业证）硕士文凭证书】【微信：741003700 】学位证，留信认证（真实可查，永久存档）offer、雅思、外壳等材料/诚信可靠,可直接看成品样本，帮您解决无法毕业带来的各种难题！外壳，原版制作，诚信可靠，可直接看成品样本。行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备。十五年致力于帮助留学生解决难题，包您满意。
本公司拥有海外各大学样板无数，能完美还原海外各大学 Bachelor Diploma degree, Master Degree Diploma
1:1完美还原海外各大学毕业材料上的工艺：水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠。文字图案浮雕、激光镭射、紫外荧光、温感、复印防伪等防伪工艺。材料咨询办理、认证咨询办理请加学历顾问Q/微741003700
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
加急制作美国密歇根州立大学毕业证（msu毕业证书）本科文凭原版一模一样
原版一模一样【微信：741003700 】【美国密歇根州立大学毕业证（msu毕业证书）本科文凭】【微信：741003700 】学位证，留信认证（真实可查，永久存档）offer、雅思、外壳等材料/诚信可靠,可直接看成品样本，帮您解决无法毕业带来的各种难题！外壳，原版制作，诚信可靠，可直接看成品样本。行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备。十五年致力于帮助留学生解决难题，包您满意。
本公司拥有海外各大学样板无数，能完美还原海外各大学 Bachelor Diploma degree, Master Degree Diploma
1:1完美还原海外各大学毕业材料上的工艺：水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠。文字图案浮雕、激光镭射、紫外荧光、温感、复印防伪等防伪工艺。材料咨询办理、认证咨询办理请加学历顾问Q/微741003700
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
The Rules Do Apply: Navigating HR Compliance
https://www.humanresourcestoday.com/frs/26903483/the-rules-do-apply--navigating-hr-compliance
HR Compliance is like a giant game of whack-a-mole. Once you think your company is compliant with all policies and procedures documented and in place, there’s a new or amended law, regulation, or final rule that pops up landing you back at ‘start.’ There are shifts, interpretations, and balancing acts to understanding compliance changes. Keeping up is not easy and it’s very time consuming.
This is a particular pain point for small HR departments, or HR departments of 1, that lack compliance teams and in-house labor attorneys. So, what do you do?
The goal of this webinar is to make you smarter in knowing what you should be focused on and the questions you should be asking. It will also provide you with resources for making compliance more manageable.
Objectives:
• Understand the regulatory landscape, including labor laws at the local, state, and federal levels
• Best practices for developing, implementing, and maintaining effective compliance programs
• Resources and strategies for staying informed about changes to labor laws, regulations, and compliance requirements
Webinar - How to Craft a Winning Compensation Strategy
Join Payscale’s HR team as they discuss how to rethink and build a better compensation strategy that works for your organization.
哪里购买伯明翰大学毕业证（uob毕业证）学位证书原版一模一样
原版一模一样【微信：741003700 】【伯明翰大学毕业证（uob毕业证）学位证书】【微信：741003700 】学位证，留信认证（真实可查，永久存档）offer、雅思、外壳等材料/诚信可靠,可直接看成品样本，帮您解决无法毕业带来的各种难题！外壳，原版制作，诚信可靠，可直接看成品样本。行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备。十五年致力于帮助留学生解决难题，包您满意。
本公司拥有海外各大学样板无数，能完美还原海外各大学 Bachelor Diploma degree, Master Degree Diploma
1:1完美还原海外各大学毕业材料上的工艺：水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠。文字图案浮雕、激光镭射、紫外荧光、温感、复印防伪等防伪工艺。材料咨询办理、认证咨询办理请加学历顾问Q/微741003700
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
学校原版(curtin毕业证书)澳洲科廷科技大学毕业证双学位证书原版一模一样
原版定制【微信:bwp0011】《(curtin毕业证书)澳洲科廷科技大学毕业证双学位证书》【微信:bwp0011】成绩单 、雅思、外壳、留信学历认证永久存档查询，采用学校原版纸张、特殊工艺完全按照原版一比一制作（包括：隐形水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠，文字图案浮雕，激光镭射，紫外荧光，温感，复印防伪）行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备，十五年致力于帮助留学生解决难题，业务范围有加拿大、英国、澳洲、韩国、美国、新加坡，新西兰等学历材料，包您满意。
【业务选择办理准则】
一、工作未确定，回国需先给父母、亲戚朋友看下文凭的情况，办理一份就读学校的毕业证【微信bwp0011】文凭即可
二、回国进私企、外企、自己做生意的情况，这些单位是不查询毕业证真伪的，而且国内没有渠道去查询国外文凭的真假，也不需要提供真实教育部认证。鉴于此，办理一份毕业证【微信bwp0011】即可
三、进国企，银行，事业单位，考公务员等等，这些单位是必需要提供真实教育部认证的，办理教育部认证所需资料众多且烦琐，所有材料您都必须提供原件，我们凭借丰富的经验，快捷的绿色通道帮您快速整合材料，让您少走弯路。
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
【关于价格问题（保证一手价格）】
我们所定的价格是非常合理的，而且我们现在做得单子大多数都是代理和回头客户介绍的所以一般现在有新的单子 我给客户的都是第一手的代理价格，因为我想坦诚对待大家 不想跟大家在价格方面浪费时间
对于老客户或者被老客户介绍过来的朋友，我们都会适当给一些优惠。
How to write job description to attract talents
JD must blend with job responsibilities, work culture, benefits, and work mode
原版制作英属哥伦比亚大学毕业证研究生文凭证书原版一模一样
原版一模一样【微信：741003700 】【英属哥伦比亚大学毕业证研究生文凭证书】【微信：741003700 】学位证，留信认证（真实可查，永久存档）offer、雅思、外壳等材料/诚信可靠,可直接看成品样本，帮您解决无法毕业带来的各种难题！外壳，原版制作，诚信可靠，可直接看成品样本。行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备。十五年致力于帮助留学生解决难题，包您满意。
本公司拥有海外各大学样板无数，能完美还原海外各大学 Bachelor Diploma degree, Master Degree Diploma
1:1完美还原海外各大学毕业材料上的工艺：水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠。文字图案浮雕、激光镭射、紫外荧光、温感、复印防伪等防伪工艺。材料咨询办理、认证咨询办理请加学历顾问Q/微741003700
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
Recently uploaded (8)
Webinar - How to Craft a Winning Compensation Strategy
Webinar - How to Craft a Winning Compensation Strategy
Cross cultural management in public sector
- 1. Presented By 141221-Koduri Divya 141231-Posa Sahithi 141242- Siddhartha V Malempati 141247-Thummala Diwakar 141248-Uppula Sreekar Raj
- 2. Contents • Introduction • Cross cultural Issues • Growing need for Cross Cultural Management • Goals • Cross Cultural Management role in business • Hospitality and Tourism department • Conclusion
- 3. Introduction • Culture: The values and behaviors that contribute to the unique social and psychological environment of an organization. • Cross Cultural : it is defined as the interaction of differing cultures, or a comparison. • Cross Cultural Management: Cross-culture management occurs when a manager manages someone from a different culture than her own.
- 4. Cross Cultural Issues As the world becomes increasingly interconnected, different cultures and their particular values come into closer contact. The cross cultural issues are: • Gender • Work • Age • Language
- 5. Growing Need for CCM • Cross-cultural management need is growing. • This growing has several obvious causes: Globalization Migration
- 6. CCM Goals Cross Cultural Management seeks to • understand how national cultures affect management practices • identify the similarities and differences across cultures in various management practices and organizational contexts • increase effectiveness in global management
- 7. Cross Cultural Management role in business • CCM is applied in enterprises for solving problems rising between members of organization. • CCM is a new type of management factoring in and tackling cultural differences between staff in management.
- 8. The main problems or, in other words, cross-cultural problems of multicultural enterprises are • Standards • Practice • Ethics • Laws • Culture • Customs • Management system • Socioeconomic system
- 9. Managing Cross Cultural diversity problems in hospitality and tourism industry Opportunities and Benefits of Cultural Diversity: • Valuable Innovation • Increasing Competitiveness • Building images
- 10. Managing Cross Cultural diversity problems in hospitality and tourism industry Practical Recommendations of Managing Cultural Diversity • Adopt an Employee Relationship Management System: • Initiate a Diversity Management Training Program • Overcome the Stereotypes: • Increase Fairness: