Essays on Developing Cross-Cultural Effectiveness Coursework

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The paper 'Developing Cross-Cultural Effectiveness" is a good example of management coursework. In the world of doing business, culture is a very critical factor. When people from diverse cultures transact business, they will only be able to create economic sense if they can manage to create and fulfill profitable relationships that exist among them by ensuring that all levels of all relevant cultural differences that emerge during the process are reconciled to create value for their businesses (Ward, et al. 2008). Developing international business competence is created by a thorough understanding of the economic environment and the various cultures that prevail in order to strategize on various ways to venture in the global business.

Acquisition of knowledge and skills is an important instrument among the managers as this enables them to be good and competitive ambassadors of the business in the global world. High level of cultural competence and intelligence can be done through a continuum of training and exposure of company managers into the international environment. With this in mind, therefore, development in cross-culture can be defined as a patterned and structured way of reasoning, feeling and responding to various symbols which are transmitted by different human groups together with their cultural artefacts and traditions which are attached to some values (Watson & Raymore, 2002).

In other words, cross-cultural development is collective programming that is designed by an individual, company or country in order to distinguish one group from the other in terms of culture as a way of creating a reconciling point with different cultures. In order to assist one to fully distinguish one group from the other, one must do a thorough analysis of the norms, values as well as beliefs that revolve around in different groups in terms of their behaviors, artefacts works and interactions.

This essay will discuss the concept of cross-culture and ways of developing its effectiveness by looking at some of the important aspects that one must understand before engaging in business in the new business environment. The following are the parameters under consideration with reference to the United Kingdom and Saudi Arabia: time focus, time orientation, space, power, structure, competition, communication and action as presented in appendix 1 (Montagliani and Giacalone, 1998). Developing cross-cultural effectiveness Self-awareness In the international business context, understanding different cultures start with a broad-based view of one’ s own culture and then narrowed down to a specific culture where it takes different dimensions.

In the broader level, culture differences start with the recognition and identification of national culture which then spans down into other countries. In various countries, cultural differences are then looked into in even smaller groups which consist of different ethnic groups, religions, regions as well as different language groups. The systematic flow of culture identification by an individual is critical because it helps one to internalize and analyse various aspects of his culture in relation to those of other groups (Mankoff, 2002).

However, while developing cross-cultural effectiveness one has to consider the national and regional boundaries of each country as one way of understanding what is expected of him in terms of policy regulation and political affiliation for survival. Appendix 2 below is a table showing various cultural practices that are found in the United Kingdom and their score levels.

The parameters presented include a number of practices that one must understand before pursuing any foreign investment where the culture is different from that of the United Kingdom. Understanding of this culture is important in ensuring that one is very much aware of his own home culture and the likely effects of other cultures from other countries in his business activities (Ward, et al. 2008).

References

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Berry, J.W. and Ward, C 2006, Commentary on “Redefining Interactions Across Cultures and Organizations,” Group Organization Management 2006, vol. 31, 64-69.

Kraemer, T.J., and Beckstead, J 2003, Establishing the reliability of using the Cross Cultural Adaptability Inventory with physical therapist students, Journal of Physical Therapy Education, Spring.

Mankoff, S 2002, “Ten Critical Success Factors for CRM: Lessons Learned From economic, and educational dimensions in quality management,” International Journal of Operations and Production Management, Vol. 23, Issue: 5, pp. 487-521.

Montagliani, A., and Giacalone, R 1998, Impression management and cross-cultural adaption, Journal of Social Psychology, vol. 138, no. 5, 598-623.

Prasad, S & Tata, J. 2003, “The role of socio-cultural, political-legal,

Successful Implemntations”, Siebel Systems White Paper.

Thomas, D.C., et al 2008, Cultural Intelligence: Domain and assessment, International Journal of Cross Cultural Management, vol. 8, no. 2, 123-143.

Watson, J., Lysonski, S., Guillan, T., Raymore, L 2002, "Cultural values and important possessions: a cross cultural analysis", Journal of Business Research, Vol. 55, pp.923-31.

Ward, C., et al. 2008, The convergent, discriminant, and incremental validity of scores on a self-report measure of cultural intelligence, Educational and Psychological

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