company where I worked was taken over by the multinational British company in the mid-190s. Managing Director of the newly appointed United Kingdom, during one of his visits to the factory, and wondered how people could Gujarati eat at home. After listening to the response, he decided to sit on the ground, and the food is Gujarati, along with all senior colleagues from the plant.
What was the Managing Director of trying to do? He was trying to appreciate the cultural norms of the new place and show willingness to embrace. Such behavior by the Managing Director, helped clear that the local administration to open more during subsequent discussions.
in recent decades (2), cross-cultural challenges in international business management has become prominent in the companies began expanding across regional boundaries. Even the leading management schools in India have begun to include the cross-cultural challenges as part of the curriculum in International Business Management.
"culture" being one of the areas of my interest, I recently accepted an invitation to educate students diploma program in international business management, on the subject of cross-cultural challenges. To prepare for my country, I browsed through the many books on the subject. My knowledge base got a great enrichment with the approach of a treasure trove of information contained in these books, and it was invaluable and of great importance.
This article is an attempt to provide some relevant multicultural challenges of international business issues.
What is the "culture"?
culture is "acquired knowledge that people use to anticipate events and interpretation of experiences to generate social and professional acceptable behaviors. These form of knowledge, values, attitudes and behaviors create effects." Culture and science through the exchange of experiences and by a large number of people in the community. Moreover, the transfer of culture from one generation to another.
What are the basic components of "culture"?
- power distribution - whether members of the community follow the hierarchy or the ideology of equality approach
- social relations - Are people more individualistic or they believe in collective
- environmental relations - Do people exploit the environment and social and economic purposes, or that it does not seek to live in harmony with the surrounding environment
- work patterns - Do people to perform one task at a time, or they take multiple tasks at one time
- uncertainty and social control - whether members of the community wants to avoid uncertainty and be governed by fixed rules or whether community members are more based on the relationship and want to deal with the uncertainties as & when they arise?
What are the critical issues that generally surface in the difference between the cultures?
- confidence inadequate - for example, in terms of Chinese director wondering why the Indian colleagues speak in Hindi in the office and on the other side, colleagues They say that when the manager was not around, why can not speak English?
- perception - for example, people from developed countries, people consider the least-developed countries the lowest or vice versa
- prejudices inaccurate - for example, "the Japanese people to make decisions in the group" or "Indians do not deliver on time," is a very generalized versions of the cultural biases
- false communications - for example, during the discussions, the Japanese people nod their heads more as a sign of politeness and not necessarily an agreement of what is being talked about
.
what are the methods of communication that are affected by the nation's culture?
- 'direct' or 'indirect' - frank and direct messages in the style of "direct." However, in the method of "indirect" and implicit messages and more contextual.
- that the drafting "or" match "or" A Brief vote " - in the style of" tailored ", the speaker talks a lot and repeats several times. In style" Exactly, "the speaker is precise with minimal redundancy In the style of "brief; fewer words with moderate speaker uses repetition and uses non-verbal signals.
- 'contextual' or 'personal' - in the style of "content", the focus is on the title of speaker or set the hierarchical relationships. However, in the style of "personal", the focus is on the individual achievements of the speaker there is no minimum reference to the hierarchical relationships.
- 'emotional' or 'automatic' - in the style of "emotional," and more communications and listeners need to understand the meanings based on the evidence of non-verbal relationship oriented. While in the style of "active role", the speaker is more goal-oriented and used direct language with a minimum of non-verbal signals.
What is the non-verbal important signals related to communication between the difference between the cultures
- body contact - this refers to the hand gestures (intended / unintended), embracing, hugging, kissing, and thumping on the shoulder and firmness of handshakes, etc.
- distance between people - this is about the physical distance between two or more people. 18 "is an intimate distance of 0.18" to 4 "personal distance treats 0.4 '8' is a social distance is acceptable, and 8" is a public space.
- Antique - This refers to the use of tie pins, jewelry, and so on
- semi languages - This is about the speech rate, pitch, loudness
- Cosmetics - This is about the use of powder, perfumes, deodorants, etc.
- symbolic time - this is about the appropriateness of the time. For example, when it is the right time to call, when to start, when will it end, and so on because different countries at different times zones.
Epilogue
"Cross-cultural Challenges in International Business Management ", and became a topic followed entirely in the past two decades. There are enough examples of commercial or recession or joint ventures failure of failure, on account of the lack of management's ability to identify the challenges of intercultural and processed appropriately. There are also examples of companies that mandatory training at the Department of culture programs or acculturation to employees being sent abroad as hired or from other countries, to ensure treatment that is facing challenges across effectively.
the world has become a day-smallest after day and therefore, the managers involved in the international companies to become more sensitive to the challenges arising from cultural and ethnic landscape of the countries in which they operate.
cultural challenges ignored while the internal business management is a risky proposition because the stakes are high. It and the like to the "hygiene" factor to the theory of "dual motivation factor" developed by psychologist Frederick Herzberg in the mid-1960s. in international business, and embraces the cultural diversity of the country may or may not bring success, but do not do it will certainly increase the chances of a recession or failure.
Reference:
- "Cross-cultural Management - Text and cases "by Deepak Kumar Bhattacharya
- "International Management: Culture and strategic behavior" by hodgetts Philip Richard M, Luthans Ministry of Health)
- "Managing Across Cultures: Challenges and Strategies" Richard Steer, Scnchez- Ronde Carlos J, Nardon Luciara)
- "bridge the gap Culture: A Practical Guide for International Business Communication" by card Benny and Chris Fox
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