CASE STUDY

The fundamental necessity to apprehend dynamic cultures is quite crucial as different cultures tend to interpret different views and things. Such views may be beneficial to one and neutral to another. The things and notions that are considered to be essential for one group within an organization may not be turn out to be the same for the other group. Hence with this contrast as well as diversity, an organization has to perceive and comprehend the necessity of different group of people. It is essential to harmonize sensitively and substantially to the need and wants of different groups. Efforts need to be put proactively to reduce the gap among the people belonging to different culture backgrounds who are working together in an organization. Cross-cultural management can be understood as the administration of individuals and activities that include an alternate culture backdrop and dynamic background. The study related to cross-culture focuses on the crucial notions such as training and encouraging how to deal with clashes of the diverse culture and initiate viable and sound management. Its fundamental objective is to plan an achievable management structure and the executive's component over the distinctive culture foundations. It likewise plans to utilize endeavors' assets, particularly apply potential estimation of undertakings proficiently and successfully. If we talk about the relative significance of cultural cognizance in the field of international business, there can be observed different aspects as well as facets. There are some firms that need more cross-cultural awareness as compared to other firms and organizations.Many countries may require more powerful cross-cultural sensitivity and scrutiny in comparison with other countries.Some functions do require more concentrated knowledge regarding cross culture than others.Because of contrasting role and personality, some people need a high level of cultural insight in comparison to others.

There are some impressive and compelling steps to achieve the perks of cross-cultural management. Better understanding with everyone - It is highly crucial and essential to bag a successful cross-cultural management within a particular organization. The administration and driving managers must have a bit commonality with gathering individuals and representatives to make a sound workplace. Perceiving the range of abilities of every worker that is special to different individuals must be acknowledged. An ideal manager never ignores the positive qualities of workers. Recognize the cultural fluctuation of a group - As it is voiced in culturally diverse administration article to think about the change in culture of the colleagues. Pioneers must take out some time to recognize the differences in culture, language, traditions, behavior as well as values of employees. In this way, positive aspects can be easily acknowledged that can enhance the business interest. Set transparent benchmarks - If there is a mixture and blend of numerous different cultures and backdrops within an organization, differentiation becomes quite obvious in such circumstances. These differences occur because of contrasting behavior and culture. To tackle such scenes, it is the duty and responsibility of a manager to state clear rules and benchmarks to get rid of any confusion. Effective steps should be taken to combat any negativity at workplace. Enhancing the individual connection - To surpass and overcome the possible conflicts or clashes within the organization, the individual connection must be given importance and should be made known to each and every team member. There are various modes and proceedings that can easily impact the personal connection among employees related to cross culture. It will also help in cutting down the level of negativity. Settling the disputes - while employees work together in a cross-cultural environment then conflicts and issues are likely to arise. These are known to be a common phenomenon, but settling these conflicts and issues matters the most.

With businesses becoming increasingly internationalized, and in-house and extended teams increasingly multicultural, today's managers are faced with a conundrum that did not fall on their predecessors: how to communicate effectively across cultures.In order for businesses to remain effective and competitive, leaders need to engage their employees rather than inform and instruct. There are challenges in doing this: communication contexts differ across cultures. Managers who get it wrong are left to resolve cross-cultural misunderstandings. Often, this can be damaging to the organization's internal and external reputation. In the worst cases, the inability to resolve cross-cultural misunderstandings can decimate promising businesses and mergers. Think DaimlerChrysler (a merger that was called a 'merger of equals' when it was conceived, a fiasco a few years later) or AOL and Time Warner (with the AOL-Time Warner share price down from $72 in 2000 to $15 in 2008), and you'll realize the damage that cross-cultural differences can cause if left unresolved. Lets now discuss about strategy to avoid the need to resolve cross-cultural misunderstandings by preparing for them first.

1. Understand the communication style of different cultures

People from different cultures communicate differently. Some, like the United States, Australia and the UK, are more direct. Communication is precise and open, and more emotional. This is called 'low-context' culture.Others, especially Chinese, Japanese and Indian, are subtler. Meanings are often not explicitly stated, but instead implied within information provided. This is called 'high-context' culture.Some cultures communicate calmly, basing discussion wholly on facts and acting decisively (linear-active). Others are courteous, good listeners, and amiable (reactive). A third type of culture is warm and emotional (multi-active).By understanding these differences, you will be able to temper your communication style accordingly and be more effective in cross-cultural teams.

2. Understand that there will be differences in cultural value

Every culture has different values. These may develop over time. For example, the class-based society that was prevalent in the United Kingdom for many hundreds of years has largely been expunged. In India, the caste system is still very much alive despite being outlawed.

Geert Hofstede identifies five dimensions of cultural perspectives:

Power Distance

Individualism vs. Collectivism

Masculinity vs. Femininity

Uncertainty Avoidance

Long-term vs. Short-term Orientation

As an example of the above, power distance is the dimension that describes India's caste culture - the acceptance of inequality between different people:

Individualism vs. collectivism refers to the emphasis on individual or collective success.

Masculinity vs. femininity refers to the extent to which the culture emphasizes masculine, work-related goals rather than humanist goals.

Uncertainty avoidance refers to the need for rules and direction rather than ambiguity.

Long-term orientation vs. short-term orientation refers to the level of goal-setting in a timeframe context.

By understanding how different cultures 'operate' within these five dimensions, you will be able to bridge the gap that exists between your cultural dimension and that of your employees or customers.

3. Develop effective communication style

When you understand these cultural differences, you can develop your communication style to avoid the need to resolve cross-cultural misunderstandings. This ability interlinks seamlessly with high-level emotional intelligence. You'll become more tolerant of ambiguity, be more flexible toward different cultures, and less certain that your culture is right in all circumstances and situations. Developing communication skills such as openness and agreeability will help to build respect for you as a leader and engender effective communication. Request and expect feedback to help develop your cross-cultural communication capabilities. By appreciating cultural differences you'll avoid cross-cultural misunderstandings, which can ruin promising relationships.

4. Avoid becoming frustrated

It is natural to expect others to behave in line with our own cultural norms. Should this not be the case, instinct is to reject it. Managers and leaders should not show such frustration toward behavior dictated by different cultural values, though this is incredibly difficult to do. The way to combat this is to open up to cultural differences. Instead of acting with prejudice, seek to learn more by asking about the values that dictate certain behaviors. This should help you resolve differences in a more understanding and cooperative environment.

5. Employ appropriate motivations

Motivational techniques and incentives are often dictated by organizational culture, and this is often highly linked to where the organization was founded or is currently headquartered. Companies often employ a single incentive scheme, with recognition and reward uniform across all their geographical locations. These are often made without regard for cultural differences within teams, also. When expanding to other geographical locations, employing a cross-cultural team, or seeking to benefit from talent via remote employment, it is possible that your current incentive scheme and motivational techniques lead to a reduction in productivity and effectiveness of your employees where cultural differences exist. It should be noted that such cultural differences can exist happily within communities of workers. For example, while one person may be motivated by being offered more autonomy, another may reject the freedom as they expect their supervisor or manager to be responsible for the task being done.

1. Which of the following is related to 'high-context' culture:

A. Communication is precise and open, and more emotional.

B. Meanings are often not explicitly stated, but instead implied within information provided.

Select one:

a.Only A

b.Both A & B

c.Only B

d.None of the options.

2. This case study related to cross-culture focuses on the crucial notions such as training and encouraging how to deal with clashes of diverse culture and __________ and ______.

Select one:

a.deal with clashes of diverse culture

b.deal with difference of opinions

c.initiate viable and sound management

d.work for CSR initiatives

3. To surpass and overcome the possible conflicts or clashes within the organization, the individual connection must be given importance and should be made known to each and every team member." The given statement is _______.

Select one:

a.Correct

b.Incorrect

c.Incomplete

d.Incorrect ,Individual connection increases conflicts.

4. The inability to resolve cross-cultural misunderstandings can _______promising businesses and mergers.

Select one:

a.Help

b.Decimate

c.Create

d.Help Building

5. In order for businesses to remain effective and competitive, leaders need to ________rather than inform and instruct.

Select one:

a.Help their employees

b.Manage their employees

c.engage their employees

d.Replace their employees