CROSS-CULTURAL MANAGEMENT

Cross-Cultural Management



Cross-Cultural Management

Introduction

Globalization is a phenomenon that is in vogue nowadays. In this rapidly changing world, to be successful, it is imperative for an organization to adopt the phenomenon of globalization. On one hand, globalization cultivates scores of benefits for the organization. On the other hand, it also generates various dilemmas for management. This phenomenon of globalization presents challenges of understanding and managing different facets of cross-culture. According to Stephen Roberts,” Culture is the framework in which we communicate”. This suggests that various factors give rise to the various problems of cross-cultural. These factors include language, environment, technology, social organization, the perception of authority and nonverbal communications (Lynch, 1992, pp. 35). Having the ability to assess these variables is vital in ensuring for managers to convey messages and conduct business across a wide range of cultures.

Cross-cultural management focuses on improving and understanding the inter-organizational interactions of the individuals belonging to different cultures. It tends to expand the conventional view of management by considering the reality of multicultural and international commerce. Cross-cultural management in the business environment globally depicts international commerce as the norm rather than the exception. The importance of cross-cultural management is evident in a world where all kinds of cooperation between companies in many countries are on an increase. Whether, these are mergers, takeovers, partnerships or strategic alliances, they all need to be analyzes in cultural terms, not just determine where benefit can be gained but also where difficulties may be encountered when companies are working together(Thomas, 2008, pp. 123). Culture has a number of varying definitions, and each country has its own culture and values. The culture of a country can have a huge influence on the working and the culture of an organization. This paper discusses the concept of cross-cultural management culture. It further discusses the cross-cultural management in Thailand.

Part 1: Cross-cultural models related to Thailand

Every country of the world has a distinct culture of its own. People living in a country relate to the norms and values of the society. There are values that are drastically different in various cultures and societies. The dressing pattern, languages spoken, colours, buildings, architecture et al differ in different cultures. For example, people to America have different values as compared to the values in Russia. According to the scenario in Thailand is significant to conduct an analysis of the differences of culture. The primary reason for study culture is to help organizations better understand the variations of job stress for people with different backgrounds (Hailey, 2006, pp. 142).

Existing cultural theories are followed to guide cross-cultural research on the management of cultural differences. The below mentioned two models are relates to the cross-cultural management in Thailand.

Trompenaar's Perspective of Cultural Difference

Trompenaar is a consulting firm. This firm offers its services to manage intercultural environment. One of the best things about Trompenaar's description of cultural differences is that it is based on empirical evidences, rather than merely presenting and analyzing the difference of culture only theoretically (Trompenaars ...