Question:
You are asked to prepare a report on the above topic, Managing Across Cultures. In class we looked at the Power Point entitled “The Assignment” and “Writing for Success”. In “The Assignment”, you have been given the
Answer/Solution:
Table of Contents
2.0 How Culture Influences Working Styles. 3
3.0 Different Management Styles. 4
3.1 Autocratic Influence Style. 5
3.3 Participative Management Style. 5
4.0 The Importance Of Training Managers To Become Inter-Culturally Competent. 6
4.2 Productivity and Efficiency. 6
1.0 Introduction
In the modern global economy, it is a norm to work in an environment comprised of people from diverse cultures. Despite this eliciting multiple rewards, it equally leads to challenges pitting workers and management alike. In this case, all managers are conversant with the idea that staff motivation is instrumental to the success of business. To achieve this, they ought to understand factors driving their staff motivation. Additionally, Vecchi and Brennan (2009) argued that staff working in diverse cultures tend to think and behave unexpectedly and uniquely. All these issues are currently prompting contemporary entities to put into account on the need of harnessing training their managers in becoming inter-culturally competent for the sake of ensuring that they are motivated to productivity. This report focuses on underlying issues on management across diverse cultures. To achieve this, the level in which culture influences different working style, distinct management styles and impact of training managers in becoming inter-culturally competent has been evaluated.
2.0 How Culture Influences Working Styles
The relevance of culture in an entity lies on the role of a human resource element in success of their operations. As Oyafunke et al. (2014) argued, the culture of an organization is dependent on the values, beliefs, customs, and traditions of members. According to Hofstede’s cultural dimensions’ theory, five work-related issues determine the extent in which culture influence is working relationships. According to Hofstede (1993), they include collectivism vs. individualism, power distance, masculinity vs. femininity and time orientation. Also, Smith, Dugan and Trompenaars, (1996) developed a theory of native culture and the organization employees. The theory is hedged on involvement –utilitarian involvement and conservatism-egalitarian commitment. The underlying concept of these theories is hedged on the fact that culture is a critical factor in the success of an organization. According to the theories, the role of organizational culture is to facilitate an increased competition, diversity, mergers, acquisitions, integration and diverse workforce developments leading to growth and development. This is in line with Calza et al. (2010) who noted that the concept of culture has a potential of distinguishing an entity in dimensions of originality, change management, risk-taking, consistency and assertiveness from other entities.
In regard to the influence of working styles, culture has been seen to be playing a prominent role in adapting to their external and internal changes. Through this, it is possible to maximize employees value through different strategies such as organizational learning, knowledge management, and creativity. Also, culture guides employees in harnessing their will to share knowledge and leverage on existing risks. For the sake of understanding the impact of culture in influencing working styles, it is ideal to consider a working environment with strong and weak cultures. In a company with strong culture, the management success could be identified by both their capacity of adapting two general ways of operations and adoption of several requisites that assist in influencing and managing their environment. Hence, a duel and Kennedy strong culture the……………………………………………………………………………………………………………………………………………………………..Please contact our team to receive guidance and support on this assessment in full
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