Cross-cultural management involves understanding and dealing with people from different cultural backgrounds. It is important because the way things are done and interpreted can differ across cultures. For example, in the US performance is key for promotions, while in India organizational fit is more important. Being culturally intelligent and able to manage both convergence and divergence across cultures is the key to success in cross-cultural management situations.
Emergent area of diversity and cross-cultural issues, meaning of workplace diversity and the global trends, benefits of workplace diversity, creating diversity as part of organizational culture.
Emergent area of diversity and cross-cultural issues, meaning of workplace diversity and the global trends, benefits of workplace diversity, creating diversity as part of organizational culture.
Cultural consequences of IHRM on company’s values, behavior, institutions, or...Masum Hussain
The objective of the study is to investigate and analyze the influence of culture on human resource management practices. The research is expected to answer the importance question: Are HRM practices influenced by national culture or not? It is generally accepted that the practices of management is considered to be universal until Hofstede (1980:42) published the seminal work: Culture’s Consequences: International Differences in Work Related Value in 1980. Hofstede’s work is the most popular in cross culture management studies so that his framework in national culture will be used in this research. Structural equation model (SEM) with Two Step Model Building Approach is used to test structural theory. It is used to test the hypotheses model statistically to determine the extent to which the proposed model is consistent with the sample data. SEM incorporates both confirmatory factor analysis and multiple regressions to estimate a series of interdependent relationship simultaneously. The results of descriptive analysis indicate that the national culture dimensions tend high for collectivism, power distance, masculinity and uncertainty avoidance, quite different from Hofstede (1980) findings that Indonesia has high collectivism, high power distance, and moderate in masculinity and low in uncertainty avoidance. While in Second Order Confirmatory Factor Analysis, collectivism, power distance and uncertainty avoidance are confirmed as a dimension of national culture but masculinity are not.
In structural testing, it indicates that two hypotheses i.e. the influence of national culture on career development and compensation are supported but the influence of national culture on staffing and participative management are not supported. Organizational culture also shows influence on staffing and participative management. One of human resource management practices i.e. career development influence on organizational performance but others such as staffing, participative management, and compensation does not. This study shows that national culture and organizational culture influence on some of human resource management practices. Therefore, this research supports the divergence theory that human resource management practices are culture-bound.
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.
Human resource issues in trans cultural organisationAakash Khandelwal
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.
With increasing globalisation, the need is greater than ever to have Leaders and Managers who are equipped with skills and cultural awareness to deal with the environment effectively - particularly when you consider remote teams are more common than ever. This paper starts the debate and provides some food for though.
Diversity can be defined as a mixture of people with different group identities within the same social system (Fluery, 1999). Diversity includes factors such as race, gender, age, colour, physical disability, ethnicity, etc. (Kundu and Turan, 1999).
Effective management of workforce diversity involves not only recruiting diverse employees but also retaining them. To increase retention rates, it is necessary to provide adequate training and development opportunities to employees. Diversity training has become common practice in organizations, which has been identified as a best practice (Lockwood, cited in Martin B. Kormanik and Harminder Chyle Rajan, 2010).
Managing cultural diversity in an effective way can lead to a range of benefits. It allows you to enhance the synergy of a workforce and provide a sustainable competitive advantage in the market place.
Cultural consequences of IHRM on company’s values, behavior, institutions, or...Masum Hussain
The objective of the study is to investigate and analyze the influence of culture on human resource management practices. The research is expected to answer the importance question: Are HRM practices influenced by national culture or not? It is generally accepted that the practices of management is considered to be universal until Hofstede (1980:42) published the seminal work: Culture’s Consequences: International Differences in Work Related Value in 1980. Hofstede’s work is the most popular in cross culture management studies so that his framework in national culture will be used in this research. Structural equation model (SEM) with Two Step Model Building Approach is used to test structural theory. It is used to test the hypotheses model statistically to determine the extent to which the proposed model is consistent with the sample data. SEM incorporates both confirmatory factor analysis and multiple regressions to estimate a series of interdependent relationship simultaneously. The results of descriptive analysis indicate that the national culture dimensions tend high for collectivism, power distance, masculinity and uncertainty avoidance, quite different from Hofstede (1980) findings that Indonesia has high collectivism, high power distance, and moderate in masculinity and low in uncertainty avoidance. While in Second Order Confirmatory Factor Analysis, collectivism, power distance and uncertainty avoidance are confirmed as a dimension of national culture but masculinity are not.
In structural testing, it indicates that two hypotheses i.e. the influence of national culture on career development and compensation are supported but the influence of national culture on staffing and participative management are not supported. Organizational culture also shows influence on staffing and participative management. One of human resource management practices i.e. career development influence on organizational performance but others such as staffing, participative management, and compensation does not. This study shows that national culture and organizational culture influence on some of human resource management practices. Therefore, this research supports the divergence theory that human resource management practices are culture-bound.
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.
Human resource issues in trans cultural organisationAakash Khandelwal
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.
With increasing globalisation, the need is greater than ever to have Leaders and Managers who are equipped with skills and cultural awareness to deal with the environment effectively - particularly when you consider remote teams are more common than ever. This paper starts the debate and provides some food for though.
Diversity can be defined as a mixture of people with different group identities within the same social system (Fluery, 1999). Diversity includes factors such as race, gender, age, colour, physical disability, ethnicity, etc. (Kundu and Turan, 1999).
Effective management of workforce diversity involves not only recruiting diverse employees but also retaining them. To increase retention rates, it is necessary to provide adequate training and development opportunities to employees. Diversity training has become common practice in organizations, which has been identified as a best practice (Lockwood, cited in Martin B. Kormanik and Harminder Chyle Rajan, 2010).
Managing cultural diversity in an effective way can lead to a range of benefits. It allows you to enhance the synergy of a workforce and provide a sustainable competitive advantage in the market place.
Cross Cultural PowerPoint PPT Content Modern SampleAndrew Schwartz
159 slides include: 21+ slides on cross-cultural regional attributes: Asia, Africa, Europe, Middle East, North American, and Latin America, religious belief systems & practices, Non-verbal languages across cultures, noting the global challenges and looking for intercultural/cross-cultural opportunities, 9 tips dealing with cultural differences, tips and techniques on intercultural adjustments for expatriates, intercultural dialogue tips and techniques, negotiation across cultures, conflict resolution across cultures, how to’s and more.
Cross Cultural Training PowerPoint PresentationAndrew Schwartz
(ReadySetPresent Cross-Cultural Training PowerPoint Content)
155 slides include: 21+ slides on cross-cultural regional attributes: Asia, Africa, Europe, Middle East, North American, and Latin America, 22 slides on Religious belief systems & Practices, 7 slides on Non-verbal languages across cultures, 19 slides on noting the global challenges and looking for intercultural/cross-cultural opportunities, 9 tips dealing with cultural differences, 9 slides of tips and techniques on intercultural adjustments for expatriates, 15 slides on Intercultural Dialogue tips and techniques, 5 slides on negotiation across cultures, 8 slides on conflict resolution across cultures, how to’s and more.
Cross cultural management: 3 steps to help your team perform wellNMC Strategic Manager
Diverse teams present opportunity for creativity and innovation, but also challenges with communication and conflict. Learn 3 things managers can do to help culturally diverse teams be successful.
Individuals from different cultures tend to have different views of the self, which affects individuals' cognition, goals in social interactions, and consequently influences their behavior and goals in decision making.
Entrepreneurship is the ability and readiness to develop, organize and run a business enterprise, along with any of its uncertainties in order to make a profit. The most prominent example of entrepreneurship is the starting of new businesses.
This module, Creative Me, explores the concepts of what is an actual enterprise, entrepreneurial skills and behaviours, the importance of problem- solving skills and the concept of resilience.
This module explores the concept of what an actual enterprise is, it discusses entrepreneurial skills and behaviours and essential skills needed in order to set up a creative enterprise.
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all the details regarding the growth of entrerpreneurship devolopment is available in this project.............................................................................................................................................................................................................................................................
1. 2kamavgemsxft@id.talk.google.com<br />quot;
What is cross cultural management?quot;
<br />Really a good question. Let me answer this correctly. It is about culture. Basically human races came with different background. quot;
Cultural backgroundquot;
. The way of doing things in one culture may not be the way in other culture. what is good in one culture, may be bad in other culture. Some time the activities are all the same in two different cultures, but two different meanings, two different interpretations.<br />When person from one cultural background, meet, interact with, understand and deal with person from other cultural background. That is cross-cultural management.<br />Some people are in favor of the world is converging, all things are going to be same. They are right. some people are arguing still the world has divergence. They are also right. dont fight over this issue. we are smart people. learn how to manage both the convergence and divergence. That is the key to success.<br />I will give you examples. In USA, it is performance that counts. based on that you will be give higher assignments and promotions will be given. In Indian companies, performance is not the main criteria. It is quot;
Organizational compatibilityquot;
that counts. That is the employee quot;
fitquot;
in to the organization that counts. India is a High context society. The quot;
fitquot;
in to the organization has to be interpreted in Indian way.<br />The business has different interpretation. IN USA , doing business means creating organizations wealth. In India doing business means quot;
Individual wealthquot;
. On recruitment, In USA it is the process of selection, In India it is the process of rejection. And the difference goes on...<br />Certainly, the difference are innumerable. Increasing an individual's or an organization's cultural intelligence is not an easy task. Please visit our website for more information www.newgeneinternationalindia.com. visit our blog: http:/adikessavane-crossculturalmanagement.blogspot.com<br />Read more: http://wiki.answers.com/Q/What_is_cross_cultural_management#ixzz19ZoJE0dm<br />Culture and Management- How do culture vary, cross-cultural managementHow cultural differences affect organizations – organizational culture or national cultureCross-cultural misperceptions / misinterpretation / misvalidationCreating cultural synergyUnit IIIWhat is Entrepreneurship?: An entrepreneur is an individual who owns a firm, business, or venture, and is responsible for its development. Entrepreneurship is the practice of starting a new business or reviving an existing business, in order to capitalize on new found opportunities.Generally, entrepreneurship is a tough proposition as a good number of the new businesses fail to take off. Entrepreneurial activities differ based on the type of business they are involved in. It is also true that entrepreneurial ventures create a number of new job opportunities. A large number of entrepreneurial projects look for venture capital or angel funding for their startup firms in order to finance their capital requirements. Besides, government agencies and some NGOs also finance entrepreneurial ventures.Entrepreneurship is often associated with uncertainty, particularly when it involves creating something new for which there is no existing market. Even if there is a market, it may not translate into a huge business opportunity for the entrepreneur. A major aspect in entrepreneurship is that entrepreneurs embrace opportunities irrespective of the resources they have access to.Entrepreneurship involves being resourceful and finding ways to obtain the resources required to achieve the set objectives. Capital is one such resource. Entrepreneurs need to think out-of-the-box to improve their chances of obtaining what they need to succeed. According to management experts, vast majority of entrepreneurs desire to be in control of their own life and they can’t find this beyond entrepreneurship. Studies have demonstrated that people derive great satisfaction from their entrepreneurial work.A number of entrepreneurs are of the opinion that managing their own business offers far greater security than being an employee elsewhere. They feel entrepreneurship enables them to acquire wealth quickly and cushion themselves against financial insecurity. Additionally, an entrepreneur’s future is not at peril owing to the faulty decisions of a finicky employer. So, while some people feel that being employed is less risky, entrepreneurs feel that they are better off starting a business of their own.Today, there is the increasing awareness about entrepreneurship. People aren’t confining themselves to one business. They are following one business with another. Such entrepreneurs are referred to as “serial entrepreneurs.” Sometimes these entrepreneurs become angel investors and invest their money in startup companies. As a person gains greater insight into business and entrepreneurship, his chances of succeeding in business improve.Entrepreneurs are a different set of people. They often see things that others fail to notice. They endeavor to bring about change and foster growth. They believe in themselves. Entrepreneurship propels them to strive and move forward, to get to where they want to be.<br />