Managing across cultures
Question 1
Management of a business enterprise which stretches across different cultures has various challenges confronting it. In order for a manager to effectively manage such an enterprise, then he must be armed with vital knowledge in regard to the distinct employees’ culture as well as traditions. The culture and traditions of each employee determine the kind of behavior exhibited by the employees. Cultural identity does not only enhance unity in the workplace but also determines the kind of response exhibited by individuals in the workplace. Traditions incorporate such aspects as religion, education, family issues, appearance as well as etiquette thus are integral in determining the wellbeing as well as effectiveness of employees. The economic mergers between various institutions have forced the companies to diversify their business operations thereby opting to search for markets in different sectors. When employing staff, Monsieur Liataud has different methods in which he can use when looking seeking to employ their staff members. First and foremost, whenever a company is employing its staff members, it is vital that any form of discrimination in regard to race, ethnic orientation as well as cultural diversifications be dispelled. In order to for the organization to compete effectively, cross cultural communication as well as a clear understanding of distinct cultural attributes must be established. When effective cultural relationships are built, customer loyalty as well as employee loyalty will be enhanced.
The first step to managing cross cultural relationships involves creating awareness. It is important that Monsieur Liataud gauges the ability of his organization to establish an environment where all employees will feel included in the organizations setup regardless of their cultural orientation. The top managers need leverage the kind of powers as well as abilities of the employees. By considering the way of dressing, conflict resolution mechanisms as well as how difficult issues are handled. The cultural issues existing between employees determine how employees respond certain confrontations in the workplace. External diversity is also important as it dictates the manner in which the outside community perceives the organization and the employees.
In understanding the cultural orientations of employees in an organization, many business mistakes can be avoided. For instance, in some cultures avoiding eye contact is interpreted as a sign of respect while in others it is interpreted as a sign of shiftiness. Whereas in several cultures nodding is a sign of agreement, the Asians interpret it as a sign of disagreement. It is in understanding these differences, that the top management can turn the existing differences to their benefit.
Enhancing cultural understanding and sensitivity
In order to establish a workforce that is culturally competent, it is vital that the company policy to clearly acknowledge that the culture has an integral part to play in ensuring consistent coordination of the activities of the company. Thus opportunities need be devised whereby the employees learn about the viewpoints as well as the cultural identities of the fellow employees. Through incorporating training programs or holding cultural orientations between employees Monsieur Liataud can help to create and build mutual understanding in regard to the cultural identities existing in the company. Through accepting that cultural differences are a healthy aspect in the organization, employees should be advised on the need to learn and appreciate various cultural differences existing in the organization. Making the employees comfortable when communicating with their colleagues regardless of their cultural orientations is a huge step towards achieving employee satisfaction. Monsieur Liataud should offer to the employees the right tools for instance education and communication so that they can appreciate the cultural differences existing in their organization so as to enhance teamwork. Empowering the employees through teaching new skills like communication, management as well as teamwork is essential as it enhances organizational effectiveness as well as high quality employees.
Part 2
Due to the sophisticated as well as high-tech nature of the operations of Business Objects’ teamwork is paramount for this organization. Thus proper management need be adhered to effectively. Several challenges exist in regard to the functionality of the team members as they possess different orientations in regard to the manner in which tasks are performed. Common disagreements likely to be experienced in managing the teams include fixing the time frame under which a particular task will be completed may prove challenging. Such differences affect productivity levels whereby some team members may be reluctant to give the progress of the process thereby hampering productivity and efficiency. The cultural differences existing between the employees largely contribute to communication breakdown. In order to avoid such difficulties, Monsieur Liataud should ensure that all team members regardless of cultural orientation should get directions on the minute operational details from the project managers or the CEO. More often than not, multicultural teams exhibit frustrating management obstacles and dilemmas which if not handled well may offer substantial obstacles to team work. Team wrangles are largely difficult to recognize since they are largely subtle. Thus the massive challenge exhibited when one is managing multicultural teams’ lies is recognizing the underlying cultural parameters which fuel the confrontations. In tackling such confrontations, Monsieur Liataud should therefore aim at getting all team members to work amicably by ironing out any underlying cultural confrontations thereby equipping the members with vital skills which they can make use when cultural differences reemerge.
Forming multicultural teams
Multicultural teams are quite unique as the personality differences; cultural as well as professional identities determine the success or failure of the team. Thus when Monsieur Liataud is selecting the members to incorporate in the team, it is vital to consider their emotional intelligence as well as provide sufficient support systems. Team leaders need possess global competencies especially on cultural orientations of all team members so as to provide vital leadership. The team members need possesses cross-cultural knowledge in order to acquire a high performing team. Since the team is composed of members acquired from different cultures, it is vital to understand the core business of the team as the reason of existence of the team is the unifying factor. Individual personality differences of the team members should be considered as more often than not, these differences result to inflexibility and lack of understanding when tackling the teams’ affairs. An intellectual framework should be put in place to exhibit the different management styles available which are largely influenced by culture and determine the effectiveness of the team. In order to appreciate the cultural differences existing
Challenges presented by multicultural teams
Communication
In any business setup, two forms of communication exist: direct and indirect. In most of the western cultures, communication is largely direct and explicit thus the listener is not put to task when seeking to establish the meaning of particular information. In other cultures, the manner in which a message is presented determines the interpretation levels. Thus cross-cultural negotiations may elicit different interpretations in as far as determining preferences and priorities are concerned. When dealing with cross culture team members, several challenges may be presented in regard to communication. Some cultures like Japan are oriented to talking and discussing with the rest of stakeholders of the organization in order to ensure harmonization of the solution taken. Thus, making a conclusive decision takes time. When a team is made up of members whose cultural orientation call for direct communication and others who uphold indirect communication, serious relationships damage result. Some cultures do not allow uncovering and discussion of unresolved problems and disputes thus finding an amicable solution at such a time may prove difficult. When communication barriers are present within a team, significant information sharing is lost and interpersonal conflicts may result. In such instances, isolation of the norm violator becomes the best alternative which further aggravates communication. Accents and fluency are integral communication enhancers. Although English is the international business language, different cultures possess varied accents which may disrupt understanding of the concepts being put across. Misperceptions of the team members in regard to their competence levels results if they exhibit deep accents, poor fluency or inappropriate usage of words and translation when communicating. For instance, a team member of Latin American descent may feel incapacitated during group discussions whereby due to language difference he may not possess the right vocabulary and words to fully express his thoughts. Thus although one may have really helpful ideas to offer to the team members, language barrier may prove disappointing to the extent that sharing the information is hampered. Thus, the expertise of the non fluent members may not be utilized due to the inability to communicate this expertise. Frustrations and impatient with the members who fail to generate ideas results and may fuel interpersonal conflicts. In most case, the productivity of a multicultural team fails since members who are not fluent become less motivated and are ever anxious about their career prospects. Monsieur Liataud should ensure that the language differences exhibited by the team members should resolve conflicts and tensions.
Hierarchy and authority challenges
A team has flat structure whereby no member assumes any form of superiority. Multicultural teams are faced with this challenge whereby some cultures attach special treatment according to the status they hold in the organization. Productivity of such members is hampered when preferential treatment is not accorded by the other team members. When working with high stature teams incorporating members from hierarchical cultures, behavior of such members may be deemed appropriate unlike when most of the members are of an egalitarian culture. For instance, in Mexican culture, humbleness is emphasized by all thus responses to queries are always presented in question form. Such an approach may be misinterpreted to mean avoiding the issues under discussion by the team members whose cultural orientation call for a more decisive approach. Thus hierarchy challenges may be translated to disrespect thereby hampering the efficiency and productivity of the team. Korean cultures strictly adhere to hierarchy thus when the right protocol is not adhered to disruptions are bound to occur.
Decision making norms
Each culture holds different norms in as far as decision making process is concerned. Common disparities exist in the time frame required to make decision as well as the amount of consultation is vital to effectively make a decision. Some cultures like the U.S are known for prompt decision making with little comparison and consultation with other key members of the team. Some members may need continued consultation even on already discussed matters. This causes conflicts between the members especially if they had earlier on agreed on the move to be undertaken. Due to cultural orientation, some team members may fail to share vital information until they fully synthesize it and have a complete gist of the whole project they are working on. Such a move largely slows down the decision making process. Thus team members need allow minor concessions and adjust to the different decision making processes upheld by members. Brief and frequent updates can keep an impatient team member focused on the issues at hand as he gets the impression that some level of progress is underway. Other cultures who believe in continued consultations before a decision is made should clearly say so in order to avoid possible confrontations.
Conclusion
Due to economic revolution, many companies like Business Objects have diversified and integrated their activities to various countries thereby making the selection of staff across cultures inevitable. Although various challenges are presented by multicultural working relationships as unawareness about culture and beliefs is lacking, it is vital that intercultural training is undertaken in such institutions so as to promote effectiveness of the company. Through training employees are accorded cultural competency thus they are able to adapt amicably across cultural boundaries and dispels possible stereotyping likely to hamper the effectiveness of the global market. Cross cultural management thus should aim at bridging the communication gap existing in cultural orientations of employees especially when working in teams.