Contents
INTRODUCTION 1
BRIEF OVERVIEW 3
CHALLENGES FACED BY ORGANIZATIONS GOING INTERNATIONAL 4
ORGANIZATION CULTURE AND ITS IMPLICATIONS 7
REFERENCES 8
INTRODUCTION
With places people also differ and hence the culture. In Japan people are very polite while in Australia they are blunt. Even if one consider Red colour, it means stop or danger in United Kingdom, good fortune in China and symbol of death in Turkey. This shows vast difference in culture and thinking of people in different countries. Behaviour and thinking pattern of people differ in different cultures that have been studied by lots of political scientists and sociologists from perspective of Patterns of global diversity and their implications.
Figure 1: Organization culture
In this essay, author is concerned as to how corporate organization and their management decisions are affected by diversity in culture and related differences in expectations, norms and behaviour of particular groups of managers, colleagues, customers or employees (Earley, 2006). Few examples will be quoted in this essay by author wherever needed for proper understanding of viewpoint. In starting author will give a brief overview on topic covered. This will later be supported with discussions on globalization and challenges international organizations face in its launch in various countries, organizational culture and its implications, implication of national culture on an organization and how management of organization in international context is impact by organizational and national culture. At the end essay will be concluded with an analytical conclusion of topics discussed.
BRIEF OVERVIEW
In today’s world, with expansion of various multinational firms, there has been an ...
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... multicultural environment and handle it with care and sensitiveness.
REFERENCES
• Earley, P. (2006). “Leading cultural research in the future: a matter of paradigms and taste,” Journal of International Business Studies, vol. 37, no. 6, pp. 922–931.
• Li, D. & Keith, G. (2007). “National and corporate culture differences in international strategic alliances: Perceptions of Chinese partners”, Asia Pacific Journal of Management. pp. 191-205.
• Michael, J. (2008). “Organizational Communication Perspectives and Trends”, fourth edition, Sage Publications. Pp:180-201.
• Mosakowski, E. (2000). “Creating Hybrid Team Cultures: An Empirical Test of Transnational Team Functioning”. Academy of Management Journal, pp: 26 – 49.
• Steven, M. & Thomas, W. (2008). “Organizational Psychology, A Scientist-Practitioner Approach”, John Wiley & Sons. Pp: 35-43.
Aamodt, M.G. (2010). Industrial / Organizational Psychology: An Applied Approach. Belmont, CA: Wadsworth Cengage Learning
Caren, Siehl. Leading across cultures: China, 2004. Thunderbird, The Garvin School of International Management, 2004. (accessed January 14, 2014) (Caren, 2004)
Robbins , Stephen P. and Judge, Timothy, A. Organizational Behavior. Upper Saddle River, New Jersey. Prentice Hall. Pearson Custom Publishing. 2008 Print
pp. 146-170. Kreitner, R., & Kinicki, A., (2004). Organizational Behavior (6th ed.). New York: McGraw-Hill/Irwin.
In the article, Cultural constraints in management theories, Geert Hofstede examines business management around the globe from a cultural perspective. He explains how he believes there are no universal practices when it comes to management and offers examples from the US, Germany, France, Japan, Holland, China and Russia. He demonstrates how business management theories and practices are very much subject to cultural norms and values and by understanding these differences, it can give managers an advantage in global business practices.
McShane, Steven L.; Von-Glinow, Mary Ann: Organizational Behavior 6th Ed. Copyright 2013. McGraw-Hill Irwin. New York, NY.
Ivancevich, J., Konopaske, R. & Matteson, M. (2011). Organizational Behavior and Management. NewYork, NY: McGraw Hill.
Levy, Paul E. Industrial Organizational Psychology. New York: Worth, 2013. Print. The. Laird, Dugan, Sharon S. Naquin, and Elwood F. Holton.
This essay gives a basic idea of what organizational culture is, and emphasis on the controversial issues of managing organizational cultures. As there are various definitions for organizational culture, and none of them are universally agreed. Therefore, for an easier understanding by readers, the definition of organizational culture given in this essay focusing on levels of culture, and will be discussed t together with Schein's(1983) framework. Before talking about managing organizational cultures, the types will be introduced first. Because, there are some descriptions about managing different types of organizational cultures, in the following content.
In international management, culture is acquired knowledge that peoples use to interpret experiences and generate social behavior. This knowledge forms values, creates attitudes and influences behavior. Because different cultures exist in the world an understanding of the impact of culture on behavior is critical in the international management. There are many way of examining culture differences and their impact on international management. Culture can affect technology transfer, managerial attitude, managerial ideology and even business-government relations. Cultural affects a host of business-related activities, even the including the common handshake. For example, in the United States, the standard greeting is a smile, often accompanied by a nod, wave and it may sometimes include verbal greeting. In business situations, a firm handshake is used. Feeble handshakes are viewed as negatively as weakness. Men usually wait for women to offer their hand before shaking. As in the Czech Republic, shake hands, firmly but briefly, with everyone (including children) when introduced. It is also customary to shake hands once again upon departure. Men should wait to see if women extend their hands in inter-gender meetings. Also, avoid keeping the left hand in one's pocket while shaking hands with the right. In the Czech Republic, politics and other complicated ...
Robbins, S. P., & Judge, T. A. (2011). Essentials of Organizational Behavior. Harlow England: Pearson Education Limited.
In recent decades, the process of globalization has accelerated and the world economy has become increasingly interdependent. The rise in the number of businesses that extensively operate in more than one foreign country, which is known as multinational corporations, plays an important role in the ongoing procedure of globalization. The United Nations has reported that multinational corporations hold one-third of world’s productive assets and control 70 percent of world trade (Schermerhorn et al., 2014). As there is a considerable growth in international businesses, worldwide economy is becoming more highly competitive. The global economy not only offers great opportunities for multinational enterprises but also on the other hand, creates many difficulties for them. Therefore, success in the large-scale economy requires a number of elements. One of the major determinants is dependent on global managers. In the operation of organizations, managers may encounter different international management challenges that restrict their business development. These challenges often include issues associated with the host countries, the global workforce diversity management, management across cultures, difficulties in competitive global business environment as well as in the process of global planning and controlling. This essay is going to discuss the above international management challenges in a broad sense and giving illustration in aspects of each challenge.
Robbins, S. P., & Judge, T. A. (2011). Organizational behavior (14 ed.). Upper Saddle River, NJ: Pearson.
Understand and heed cultural differences - cultural variables in transacting international business. (1991, January 28). Business America. FindArticles.com., Retrieved March 20, 2009, from http://findarticles.com/p/articles/mi_m1052/is_n2_v112/ai_10412261/pg_4?tag=content;col1
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