Managing Self and Across Cultures
Globalization is an increase in people, country, or country interaction through the growth of money flow, ideas, and international cultures. Globalization is primarily an economic integration process that has social and cultural aspects. It involves goods and services, and capital resources, technology, and data. [1] [2] Globalization has caused the culture of different countries to interact with one another. This greatness has brought a change in organizational culture. However, such interactions can sometimes lead to cultural clashes if not handled properly. At individual level, it may be clear when people from different cultures work with one another. Therefore in managing this light, seeing, evaluating, and interpreting accurately, others, and the immediate environment are indispensable. This in turn equips us with the ability to recognize and embrace similarities and differences between country and culture and approaches of organizational and strategic key approaches with open and curious minds. The set of norms and practices of a country determines a number of matters in the organization including in the meeting of the person who meets, who speaks during the meeting. It also determines small things like present a gift to your ally or client. Examples of Indians on professional calls received prizes while the Japanese regard the prize as terrible. Culture also implies our sense of wrong and wrong. Most cultures interpret behavior are dependent on their own cultural frames. This can lead to cultural misunderstandings. Example: -In Saudi Arabia people stare at other people's eyes, while in Nigeria avoiding theeyes is a sign of respect.
Managing Communication
Communication is an inevitable tool of globalization. In a global environment, the company will have its own branches, franchises or overseas partners in other countries. The distance between the two countries may be great but due to advances in the field of communication, decisions are taken and implemented simultaneously and therefore the company's efficiency increases. Cultural communication is a very important aspect of modern business. People from different countries have a variety of cultures and languages. There are mainly two types of communication:
a) Verbal communication – This is especially the language based on communication by speaking
b) Non verbal communication – This includes body language and communication speed.
It has the most important importance when spreading cultural communication. Example: -Korea changed business cards even before they were seated but in Switzerland, there was no time set for exchanging business cards. The Korean people bowed their heads as Swiss did it with shaking hands. Swiss likes to have a direct connection with Korean eyes using indirect eye contact. There are many obstacles to crossing key cultural communication, physical barriers. This may arise because of differences in nationality, skin colour and others. Obligation lies with the manager to prevent barriers in communication. Furthermore, the extent to which information transmitted through oral versus communication does not tell much about the work of that race. There may be context or low context communication. Although the first one refers to the closest communication to the signal (e.g. Asian Nations), the latter refers to communication mostly with words (e.g. Western Nations). This is why most western countries rely on verbal commitments in the form of a typical written business of Asian countries
Managing Diversity
Today, multinational companies are keen to develop a variety of human resources to transform themselves into a true global organization. The top leaders are passionate about this initiative because of the diverse workforce making the organization alert and responsive. Moreover, such a workforce can come with great innovation. However, managing diverse workforce is always a challenge, which needs to be addressed effectively. Global organizations need to come up with an integrative mechanism that will make people from diverse backgrounds work effectively. Hence, many leading organizations have taken a very good initiative in this regard by:
a) Reviewing their traditional way of functioning
b) Look for similarity and value differences as a source of competitive advantage
c) Exercise people for skills that enhance inclusion.
Managing the Team
How one builds a team and teamwork in one's organization is likely to be the manager's priority. All the success of an organization will be because their team is working well. Building teamwork creates a work culture that values value. This team must really believe and also assimilate the belief that 'none of us is the same as all of us'. In a team work environment, people understand and believe that thinking, planning, decisions and actions are better when done in co-operation. This becomes even more important when companies become global and groups of individuals from around the world. The biggest challenge that the manager easily unites among his team members and makes them respect and receive each other with their culture.
Managing Changes
The business environment has changed dramatically today with increased globalization, which makes it important to change with the speed of change. This process becomes more difficult due to cultural differences. Many firms seek to approach the various dimensions of change brought about by a very difficult globalization. To manage the change successfully the manager has to act in accordance with the following phase of change [3]:
1. Surprises and Surprises:
It refers to confrontation with unexpected situations. This can not be done by chance. Examples of losses in a particular business unit or event planned for personal development and team performance improvement. this situation makes people aware that their own patterns do things unsuitable for new conditions.
2. Disclaimer and Disclaimer:
People rely on their value as support for confidence that the exchange is not required. Therefore, they believe that there is no need for change.
3. Rational Understanding:
People are aware of the need for change and focus on the long-term solution of the invention. Therefore, they only cure symptoms and have no willingness to change their own behavior.
4. Emotion Acceptance:
This phase is also known as 'crisis'. If management succeeds in producing a willingness to change value, trust, and behaviour, organizations will be able to leverage their real potential.
5. Training and Learning:
Acceptance of new changes creates new readiness for learning. People are beginning to try new behaviours and processes. They will experience difficulties and failures during this phase. It is the duty of the change manager to generate certain victories (e.g. by starting with a simpler project).
6. Awareness:
With new learning experiments and experiences, people get realize, which behaviour is effective where the situation is. This, in turn, opens them to new experiences. This behavioural behaviour increases the flexibility of the organization. The observed efficiency has reached a higher level than before changing.
7. Integration:
People are integrating their newly acquired thinking patterns. New behaviour becomes routine. Here are some examples of surviving and changing firms.
Managing Ethics
In the era of ethical globalization plays a very important role as a business boundary beyond the borders of nations that involve different countries, people, cultures and minds. Ethics fosters the ability to incorporate values and principles that distinguish from wrong in making decisions and choosing behaviour. Workplace ethics involves identifying and prioritizing values to guide behaviour within the organization, and establishing relevant policies and procedures for conducting qualified behaviour. ethics can be defined in the following ways:
1.Electric application to corporate community
2.How to determine business responsibilities
3.Introduction of important business and social issues
4.Critical business
When the company operates in different countries at the same time, there is an increase in different countries which causes pressure on management to produce revenue compared to other countries. At the same time, global organizations should have a clear moral compass to direct leaders even in troubled times to avoid unethical behaviour. Ethics programs align the behaviour of employees with the values of preferential ethics favour by organizational leaders. Typically, an organization finds the inequality between its value and the values that are truly reflected in the behaviour of the workers. Concerns and ongoing dialogue on values at work creates strong team-critical criticisms in the workplace, namely openness, integrity and community. Thus, employees feel a strong alignment between their values and organization. As a result, they respond with strong motivation and performance.