2.2. Cross – cultural managerial skills
Managers should possess a multicultural competence. Some critical cross-cultural skills for global managers are discussed below: add something
Intercultural communication skills- Managers should understand and respect the complexities of communication with people possessing various cultural values in order to be successful in managing global workforce. One of the most important issues in intercultural communication is correctly interpreting the context and content of a message (Steers et al., 2010). The transmission of a message is largely a challenge both for managers and employees, because several cultural; factors influence on communication process. Steers et al. (2010) states that normative beliefs about communication behavior results certain culturally compatible communication styles for both senders and receivers. Apart from these, it is also mentioned that other influences as past experiences with counterparts, mutual trust or knowledge of subject area do not pass by without impact on communication process. Moreover, language is always a conceivable barrier in cross-cultural communication (O’Rourke, 2008), because similar words may have different meanings in different cultures (Steers et al., 2010). Today in intercultural conversations the most frequently used language is English (Steers et al., 2010), which non-native and native speakers may face challenges in communication (Scollon et al., 2012). For example, if a supervisor from Germany and an employee from UK speak, British employee will think in English, speak in German as secondary language with probably limited vocabulary. Consequently, native German speaker may have difficulties in interpreting messages and understanding ...
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...ost identical with participative leadership. (OB book) In participative style, employees are encouraged to participate in decision making process. Asking employees for their ideas and suggestions (McShane, Von Glinow, 2010) shows the short organizational pyramid form. Therefore, interactive management skills would be more appropriate to the groups with following cultural dimensions:
- Low power distance
- Low uncertainty avoidance
- Low masculinity (feminine values)
- Individualism
On the other hand, task-oriented style is the same as directive leadership which contains controlling skills(OB book).Task oriented leaders define and set goals for employees and they seek to dominate control over subordinates(McShane, Von Glinow, 2010). The following cultures would prefer task-oriented management style:
- High power distance
- High uncertainty avoidance
- Collectivist
In reference to the theoretical model that was created by Hasenfeld containing two axes, task-oriented/people-oriented and internal/external, is used to determine the type of leadership skills an organization may have. However, although task-oriented interna...
Hasenfeld (2010) states “Task Oriented” leadership focuses on the planning, directing, implementing, budgeting, and decision making. Internally, making sure each department is operating effectively, and the mission set forth by the organization is upheld. Externally, they use their resources to scope the success of other organizations; then plan, and set goals that will elevate them above the competition. The task oriented leader, is less concerned with how the decisions made, affect the employee’s; instead they focus on making decisions based on what keeps the company moving in a positive direction. Hasenfeld (2010) suggest that these types of organizations are operating with great uncertai...
The behavioral approaches of leadership are consisted of four parts and they are: task-oriented, relational-oriented, change-oriented, and passive behaviors leadership (Derure, 2011). Task-oriented is divided into four part and they are: initiating structure, contingent reward, management by exception-active, boundary spanning, and directive (Derure, 2011). The initiating structure of task-oriented can be built of group members, coordinating group, and determining standard of task performance to ensure that the task is perform (Derure, 2011).The transactional leader can be referred to the contingent reward because it is made clear to leader what task to perform and the rewards for meeting those expectations (Derure,
After completing the “Leadership Style Questionnaire” and analyzing my results, I have learned what my preferred leadership style is and how that influences how I lead and may be perceived from members of the group. From the results attained from the questionnaire, my preferred style of leadership is directing. This type of leadership style is best for individuals who have a low competency and high commitment level. These types of leaders are highly focused on tasks and less focused on relationships. They make decisions without consulting with the group and communicate without regarding the group’s concerns or suggestions. This type of leader also supervises the followers intently. They are very successful in creating objectives for each follower and the group as a whole to guide the group in reaching a certain goal.
In recent times, it has become more generally acknowledged that cultural diversity in the backgrounds of communicators contributes to differences in the patterns of communication behavior. People in different parts of the world exhibit various cultural differences. They portray unique interaction patterns depending on the nature of their national culture. As a result, several studies have been conducted by researchers to ascertain the impact of differences in cross-border culture. These differences have a great influence on the various aspects of the social-cultural dimensions of the peoples’ lives. Cross-cultural communication symbolizes a bridge between interpersonal and cultural dimensions of communication systems. Social interaction with people from different cultural backgrounds actually expands the individuals’ perspective of the world. It challenges some of the formerly held discrimination about people from other parts of the world.
Cross-cultural communication occurs when people from different countries communicate and at least one person is a non-native speaker of the language they are speaking or writing in. Nonverbal cross-cultural communication forms are posters, brochures, television and radio ads, and newspapers (Dong & Liu, 2015, pp. 21-22). Following a cultural list of “dos and do nots” is not enough to ensure that employees communicate effectively with one another because each person’s culture impacts not only the words actually spoken but also how the listener responds to what is
Understanding the impact of globalization on cross-culture communication is imperative for organizations seeking to create a competitive advantage in the global market. Regional, ethnic, and religious cultures account for differences with countries; ethnic and religious groups often transcend political country borders. These groups form minorities at the crossroads between the dominant culture of the nation and their own traditional group culture (Hofstede, et., al, 2010). An effective global leader, when crossing country and cultural borders a transformation should occur asking ourselves, who we are and how we see ourselves. Global businesses must understand how to communicate with employees and customers from different cultures in order to fulfill the organization’s mission and build value for stakeholders (McCall & Hollenbeck, 2002). To achieve goals and avoid cultural misunderstandings, leaders should and need to be culturally sensitive and promote creativity and motivation through flexible leadership. Cross-culture leaders should be culturally sensitive and promote creativity and motivation through flexible
The process that upper echelon leaders use to impact their organization are very different from the size, scope, challenge and control of the organization. This is regulated by the leader preference and style. There four styles of strategic leaders in a organization: The Participative Innovator (PI), Status quo Guardian (SQG), High Control Innovator (HCI) and Process Manager (PM).
Lustig, Myron and Jolene Koester. 1998. Intercultural Competence: Interpersonal Communication Across Cultures (3rd Ed.). (Addison-Wesley Publishing, 1998), 30.
Rigorous research has identify the leadership style can adapt to different situation. Most company may be subjected to specific environment and rely on how the leader chooses to handle it. The culture is most time embedded and has the combination of founders, past leaders, current leaders, and history (Newstorm, Davis, 1993). The leadership style must adapt to the organization culture, the fact a leader may often times adopt because leadership is not “one size fit all” every situation may require a different approach as this will show how effectively the leader leads. The researcher chooses to look into the leadership that will be evaluated.
Intercultural communication is an evolving discipline that occurs between individuals from contrasting backgrounds. It include...
With the rapid growth in globalization there are a number of firms who have taken their businesses abroad. Their challenge, cross cultural management and communication. An effective communication strategy begins first with understanding who the sender of the message is and who the receiver of the message is. Many companies have realized this and offer training in the different cultures to help better facilitate communication between leaders (Cross-Cultural Communication, mindtools.com). Without this basic understand between sender and receiver it can be very difficult for companies of multicultural to even begin to communicate. The second important understanding is that leaders must demand a cultural tolerance of acceptable behavior between cultures to facilitate effective communication (Cross-Cultural Communication, mindtools.com).
... maintained over lengthy periods of time, a more comprehensive approach to understanding the subjective interpretations of communication partners could help an intercultural partnership enhance their working relationship (Heffernan, 2008). In a sense, miscommunication and conflict could be not only minimized but hypothetically avoided all-together by communication partners. The possibility of this phenomenon could make Communication Accommodation Theory an inviting prospect for researchers interested in the development of cross cultural communication practices, organizations operating over-seas, and individuals who engage in intercultural discourse on a regular basis. The practicality of CAT in addressing the causes of intercultural conflict management, could make a significant impact on the way modern business and social interactions are conducted across the world.
The way people communicate varies widely between, and even within, cultures. One aspect of communication style is language usage. Language has always been perceived as a link between people but it can also constitute a barrier. Across cultures, some words and phrases are used in different ways. For example, even in countries that share the English language, the meaning of "yes" varies from "maybe, I'll consider it" to "definitely so," with many shades in between . Furthermore, communication between cultures which do not share the same language is considerably more difficult . Each culture, has its distinct syntax, expressions and structure which causes confusion in intercultural communication. For example , in Asian countries the word “no” is rarely used, so that “yea” can mean “no” or “perhaps”. Therefore, an American traveling to Japan might be considered impolite if he ignores this rule. Furthermore, individuals who are not comfortable with a certain language may not be taken seriously. Such is the case in the classroom, where a student who has a perfect knowledge of the subject in question may have difficulty expressing his idea due to his inability to write properly and therefore he would not receive the grade he truly deserves. Similarly intercultural communication is dominant in the workplace. In the past, many companies and organizations could operate entirely within their country of origin and conduct their activities exclusively in their own native language. But now, due...
Globalization has made intercultural communication inevitable. Communicating with other cultures characterizes today’s business, classroom, and community. Technology especially the internet has increased the probability that whatever is documented online will be read by someone from another culture. Intercultural communication is of importance in any career field, thus the art of knowing how to communicate with other cultures should be a workplace skill that is emphasized. This is a conceptual paper whose purpose is twofold. First the paper gives a synopsis of the importance of efficient and competent intercultural communication in various career fields; namely education, business, medicine and in counseling. Secondly, the paper presents