Cross Cultural Management - Essay Example

Cross cultural management affiliation Cross cultural management Cross cultural management refers to the ability of an organization to incorporate systems aimed at equipping employees with the expertise to communicate effectively regardless of the cultural barriers they experience. In the modern corporate field, globalization is a mandatory requirement for organizations. Globalization has led to the increase of international companies. International companies refer to companies that venture in nations other than their country of origin.

One major barrier experienced in international organizations is cultural affiliated barriers. For instance, an American Corporate may venture into an Arab nation like Qatar. Qatar has a completely different culture compared to the United States. For an organization to effectively benefit from an international market, it must have an effective cross cultural management strategy to enable employees adapt to the new market requirements. In an argument by Bolchover (2012) cultural barriers mostly affect the way in which communication strategies are implemented in an organization.

This paper will analyze the depth at which cross cultural management strategies enable the adaptation of an organization in a new market. In addition, the paper will discuss the areas in organizations that are affected by cultural barriers and discuss ways in which risks from the problem could be mitigated. Barriers presented by cultural barriers Barriers to effective employee management In an international organization, there is always a requirement to seek services from local based human resources.

This increases the way in which the organization interacts with its local customers. However, this presents a barrier to an effective human resources management strategy. This is because the organization would have employees from different cultures which may be a source of disagreement. In addition, employees will have differences in their language preference. This would negatively affect the way in which communication is handled in the organization. The management team would also experience difficulties when communicating to its employees strategies.

In an argument by Bolchover (2012) international companies should consider the challenges presented by a particular culture before developing functional human resources strategies. In this particular situation, an organization may address the barrier by creating an appropriate cross cultural management framework that may increase employee connectivity. For instance, the organization should create activities from which employees would be able to interact. This would minimize the effects of cultural and language barriers thus increasing the ease at which human resources could be managed.

Bolchover (2012) also points out that this would enable employees to understand and appreciate different cultures. This would increase the productivity level of employees since it would boost organization collaboration between employees (Bolchover, 2012). Barriers to managing and monitoring teams It is an obvious assumption that the success of companies is based on how well they incorporate functional teams in its operations. The creation of teams promotes division of labor and specialization.

In addition, teams promote employee interaction which increases the effectiveness of their collaboration. In an argument by Bolchover (2012) working with teams in an organization presents a shortcoming based on how effectively a team would perform as well as achieving the organization’s objectives. This is easy to achieve in local companies where an organization is limited to only one culture. In international companies, the situation is different. Teams in multicultural organizations comprise of many cultures which hinder effective collaboration of team members.

A cross cultural management strategy should be able to put in place mechanisms that handle management and monitoring of teams. It is a mandatory objective for an organization to create teams that value the objectives set to be achieved by an organization. However, this is only possible if an organization creates functional team management systems. In additional, cultural management strategies should not advocate for teams created out of tribal lines since it may create division in an organization.

In an argument by Bolchover (2012) an institution is set to benefit from a functional team management system considering that the relationship between human resources would be enhanced. Makin it possible for all employees to understand each other regardless of their cultural affiliations is the sole objective of a cross cultural management system. Barriers to interaction with external business factors Apart from the internal business environment, international companies have an objective of ensuring its employees adhere to provisions by external factors in the international market.

For instance, legal provision in Qatar may differ from the provisions in the United States. A cross-cultural management system ensures employees are well informed on what culturally based provisions they should respect (Bolchover, 2012). In addition, language barrier as a cause of culture may hinder the way in which an organization communicates to its customers. An organization should be keen to employ human resources that are familiar with a foreign language to aid in the creation of functional communication systems as well train employees of how to effectively an appropriate communication system.

Reference Bolchover, D. (2012). Competing across borders: How cultural communication barriers affect business. London: Economist Intelligence Unit.