There are many effects of culture and conducting business in a global marketplace. As discussed in the article I chose to review, “Companies Don’t Go Global, People Do”: An Interview with Andy Molinsky” The article I chose to review describes how to adapt you behavior across different cultures. Molinsky mentions that the choice of working globally was more of personal interest rather than an academic decision. The interview describes that adapting to a new culture is not only difficult cognitively but more difficult psychologically and behaviorally. Andy Molinsky mentions he was quick to realize that most academic literature fixates on differences and knowing things at an abstract level does not help you adapt culturally. Molinsky describes …show more content…
Molinsky stated he was more focused on learning how to do these tasks effectively at a micro level and under high conditions of anxiety. Molinsky states there are three stages of approaches in adapting to cultural differences into better-adapted behaviors. The first stage consist of high pressure situations. When an individual is in a high pressure situation and out of their cultural comfort zone one needs to know what the “rules of the game are” and really know what the cultural norms are and how do they differ from your home culture on six dimensions: directness, enthusiasm, formality, assertiveness, self-promotion, and self-disclosure. Being able to understand these six things allows the individual to be less anxious during a high pressure situation. The second stage, per Molinsky, is the “zone of appropriateness”. This step is learning and understanding the ranges of acceptable behaviors. Molinsky …show more content…
Adapting to the culture where you are conducting business is an important step in becoming successful. If one were to go into business and not respect or adapt to the culture building relationships would be impossible. Relationship building is a main key to success and trust. The article and question in this essay relates to a previous assignment within the class on conducting business in another country. You must review, learn, and adapt to all rules and regulations such as dress, speaking engagements, meetings, and the overall basics of what is considered “right and
...ould be taught the differences between cultures and things and gestures that might have completely opposite meanings in different cultures. Such trainings should not be a one-time course. They should rather be a continuous process that is carried out at organizations at regular intervals.
The differences in other cultures vary from beliefs to ways of life, or norms, of the different societies. The importance of understanding and sensitivity to other countries’ differences is crucial to a business’ success. “Lack of familiarity with the business practices, social customs, and etiquette of a country can weaken a co...
As the world is changing at an incredible pace (Kotter & Cohen, 2002b), the way leaders approach change varies widely (Black & Gregersen, 2008). No organization is immune from the impact of globalization. Organizations must increasingly cope with diverse cross-cultural employees, customers, suppliers, competitors, and creditors. In its infancy, a business culture reflects the characteristics of the organization’s most dominant personality, the leader (Bohl, 2015). The leader’s vision of what the business culture should be is often a cultural paradigm in their heads, based on their experiences in the culture in which they have grown up in (Schein, 1983). Culture is an abstraction, yet the forces that are created in social
Each of these models has its assumptions concerning what happens to a person as he or she undergoes the process of second-culture acquisition. This does not mean that these models are mutually exclusive. Depending on the situation and the person, any one of these models may represent adequate representations. What separates these models are the aspect that they emphasis in their description of a second-culture acquisition. What seems clear through the research is that the more individuals are able to maintain active and effective relationships through alternation between cultures, the less difficult he or she will have in acquiring and maintaining competency in both cultures.
Cross-cultural aspect is considered as a vital issue in this global economy and people from various cultural backgrounds are working together and bringing different values, viewpoints and business practices. This seminar on “leading in a cross-cultural context” was an eye-opener for me, as the Cross-Cultural Adaptability Inventory (CCAI) assessment questions were relative to knowing your own cultural values and how you bring forward your attitude and behavior when you are introduced to a new culture and people. It reflects your ability to be open and understand people with cultural differences.
The act of crossing cultures can be as simple as being the new kid in school just across town or as complex as belonging to a family who has recently moved half-way around the world. Each of these examples will invariably hold familiarities as well as polar opposite situations. Having the ability to adapt to new environments, people, and their culture will give a person a unique skill set that many people do not have undoubtedly making them invaluable as friends and ambassador’s. So the question is, “Where does this cultural proficiency originate and is it possible for anyone to become an expert at intercultural competence?”
From its inception, the Church has presented the timeless truth of the gospel through the lens of culture. As early as the book of Acts, God called upon Peter to deliver the gospel to a group of Gentiles, a thought that was inconceivable up until this point (Acts 10). Throughout the history of the church, God has sent His servants to proclaim the message to thousands of different people groups of unique cultures. However, at times cultural differences can cloud the delivery of the message, whether on the part of the hearer, or the speaker. These barriers may occur among people of different nationalities, or within the same neighborhood. Assessing the cultural differences of any target group is essential in order to minimize needless distractions, as this can occur anywhere.
Since the end of World War II, international operations have become a reality for an increasing number of corporations. Many of these initial efforts began as simple export schemes to sell goods overseas to supplement domestic sales. Over time, however, international operations have become increasingly more complex: from joint-ventures to purchasing existing foreign firms to ‘green-field’ start-ups. While export operations usually require no more than extended business trips overseas, more complex international operations demand long-term assignments of key personnel outside their home-country. What would normally be considered routine business transactions in the home country can become very complicated when they are conducted between individuals and organizations from different cultures. In this essay we will examine how this cultural gap can affect international business and joint ventures.
As a result, culture plays a vital role in expanding international business with its impacts from general strategic direction to details like logo.
The pervasive (universal) influence of western culture and the accelerating communication between cultures, regions and countries has led to increasing internationalisation or globalisation of design. However, there has been debate as to whether or not, cultural, regional, national and local factors remain important. Write an essay, which argues the case FOR these factors being included as influences on design processes and outcomes. Your essay should refer to at least two examples from any field of design.
...Harris, Sarah V. Moran (2011). Managing Cultural Differences, Leadership Skills and Strategies for Working in a Global World. 8th ed. UK: Elsevier Inc.. 10-25.
According to Chaney and Martin (2011), the intercultural concept of adaptation is being understood more often. It is worth to note of the differences between adaptation and assimilation because in many cases, the terms are used inappropriately. The latter relates to the process leading to resocialisation and it aims at replacing person’s original worldview with a host culture whereas the latter leads to an expansion of one’s worldwide view to accommodate behavior as well as values that are relevant to a specific culture (Powell et al., 2002). For this reason, the assumed outcome of assimilation is becoming a new person while the result of cultural adaption is becoming a multicultural person. A multicultural person possesses some new aspects of culture that does not affect his or her original socialisation. As noted by Lustig and Koester (2010), the identity of issues revolving around adaptation are somehow complex, but their understanding (by women and men who discharge their managerial duties) is one of the new fields of intercultural
Oberg(1960), an anthropologist by whom the term culture shock was coined defined it as an “occupational disease...the anxiety that results from losing all of our familiar signs and symbols of social intercourse” before an individual feels comfortable in a new culture (p. 177). Subsequent research found that not all sojourners experience the same level of anxiety, or experience anxiety for the same length of time (Church, 1982; Stening, 1979). This resulted in the study of cross-cultural adjustment as an individual difference criterion, which could potentially be predicted, rather than as a fixed period of anxiety that all sojourners will necessarily experience when they enter a new culture (Black,
Loss of group identity and individualism because globalization promotes a western ideal of individualism. This advocate a homogeneous set of values.
Sonderberg, A-M & N Holden. (2002), Rethinking cross cultural management in a globalizing business world' International Journal of Cross Culture Management 2(1): 103-121