Cross Cultural Managment

CROSS-CULTURAL MANAGEMENT

Cross-cultural Management

Cross-cultural management is the study of the behaviors of people in organizations located in cultures and nations around the world. Its focus is on the description of organizational behavior within cultures and nations, on the comparison of organizational behavior and most importantly, the interaction of people from different countries working within the same work environment or within the same organization. This is as a result of the realization of managers of world business to create a global working environment where people can work in countries other than their own (Berry, 1997). It normally improves the interaction of co-workers, executives, managers, suppliers, clients and alliance partners from different countries and cultures. Therefore, cross-cultural management expands the scope of domestic management to encompass international and multicultural dynamics.

Cross-cultural management has improved the behavior of people in organizations around the world as it introduces cross-cultural relations in the work setting. This has been made possible by provision of the evaluation of existing frameworks for understanding cross-cultural differences and also the examination of intercultural competencies required by managers such as the creation of cultural awareness (Berry, 1997). Similarly, issues such as the role of language, diversity management and the concept of identity have been widely addressed so as to ensure that people feel free in the workplace as well as fostering intercultural team-building.

Cross-cultural management has over the years uncovered many of the keys to making cross-cultural operations work successfully and has continued to show organizations what huge benefits they can hope to achieve as soon as they gain understanding and respect for the cultural factors in work settings. The clearest result is that the members of a team find out ways of modifying and improving their approach to management as well as the realization of huge growths in motivation and cooperation among their colleagues. The end result of this is productivity and harmony.

On the other hand, cross-cultural management tailor-makes courses and conducts special projects for clients having unique needs (Berry, 1997). Over the past several years, it has helped clients with hundreds of unique projects ranging from refineries, consumer product companies, start-up assistance for hotels and high-tech operations in analyzing solutions for special communication and teamwork challenges.

It always takes time to gain cross-cultural competence that assists in management as it requires education, experience, sensitivity and openness. When people lack intercultural skills, there can always be miscommunication which may damage business relationships. Similarly, projects may fail and talented