The company I worked for was taken over by a British multinational company in the mid 90s. The newly appointed Executive Director of the United Kingdom asked during a visit to his factory that gujarati people are eating food at home. After hearing the answer, he decided to sit on the ground, including Gujarati dishes, and all the senior staff at the plant.

What was the Executive Director? He tried to appreciate the cultural norms of the new place and showed his willingness to embrace. Such behavior by the Executive Director obviously helped local leaders in opening up their discussions later.

Over the past two decades, intercultural challenges in international business management have become significant as businesses are at territorial boundaries. Even India's leading schools have begun to involve cross-cultural challenges as part of the international business management curriculum.

"Culture" is one of my areas of interest, I recently received an invitation to educate graduate students in the International Business Management Program on Intercultural Challenges. During my preparations, I am studying a number of books on the subject. My knowledge base was greatly enriched, because the treasure of the information in these books was invaluable and extremely relevant.

This article is an effort to present some of the key issues related to the challenges of international business cultures Culture is the "acquired knowledge that people use to capture events and understand acceptable social and professional behaviors creating the values ​​and attitudes of knowledge forms and influencing behavior patterns. " Culture is learned through experience and is shared by many people in society. Furthermore, culture is shifted from one generation to the next.

  • Power Distribution – Are members of society following a hierarchical approach or egalitarian ideology?
  • Social Relationships – People Are Better Individualistic or Collective Believing
  • Environmental Relations – People take advantage of the environment for their socio-economic goals or strive to live in harmony with the environment?
  • Work patterns – Do people do one job at the same time or do multiple tasks at one time?
  • Uncertainty & Social Governance – Do members of society want to avoid insecurity and rule, or are members of society more in touch and want to deal with uncertainties when and when they arise?

[19659002] What are the critical issues that are commonly found in cross-breeding teams? The Chinese manager is curious that their Indian teammates speak Hindi in the office, and his teammates argue that when the manager is not here, why not? can they speak English?

  • Perception – For example, people from developed countries are considered people from less developed countries, or vice versa.
  • Incorrect distortions – For example, "Japanese people make choices in the group" or "indians do not deliver in time" generalized cultural prejudices – For example, during the talks Japanese people tend to nod as a sign of courtesy, and do not necessarily agree with what they are talking about.
  • ]

    What is the companion of communicational styles influenced by the nation's culture

  • "Direct" or "Indirect" messages are clear and straightforward to "direct". In the "Indirect" style, however, messages are more implicit and contextual.
  • "Elaborate" or "Exact" or "Succinct" – In the "Elaborate" style, the speaker talks a lot and often repeated times. In the "Exact" style, the speaker is accurate, with minimal repetition and in the "Succinct" style; the loudspeaker uses smaller words with moderate repetitions and uses non-verbal signals.
  • "Contextual" or "Personal" – In "Contextual" style, the focus is on the speaker's title, or its assignment and hierarchical relationships. However, in "personal" style, focus is on the loudspeaker's individual results and there is minimal reference to hierarchical relationships.
  • "Affective" or "Instrumental" – In "Sensitive" style, communication is more relationship-oriented and students need to understand reports based on non-verbal phenomena. While in the "instrumental" style the speaker is much more focused and uses a direct language with minimal nonverbal signals.
  • – This refers to hand gestures (deliberately / for example) deliberately), hugging, hugging, kissing, handshaking, etc.

  • Interpersonal distance – This is about the physical distance between two or more people. 18 "is considered as an intimate distance, it is treated as a personal distance from 18" to 4 ", 4" -8 "is acceptable social distance, and 8 is considered to be a public distance
  • Artifacts – This refers to
  • Para-language – This is about speech level, pitch, and loudness
  • Cosmetics – This uses powder, fragrance, deodorants etc.
  • Time Symbolism – This is about time compliance. For example, when there is a time for the call when it starts, when to finish, etc. Because countries are in different time zones.
  • Epilome 19659002] "Cultural Challenges in International Business Management "has become a topic that has been followed in the last two decades. There are many examples of business failures or stagnation or failure of joint ventures as men it is impossible to acknowledge the challenges between cultures and handle them properly. There are also examples of companies that hold compulsory training for cultural management or acculturation programs for workers sent abroad or leased abroad to ensure the effective management of cross-challenges

    The world is becoming less and less demanding for managers working in international businesses they should be more sensitive to the cultural and ethnic challenges faced by the countries in which they work.

    The ignoring of cultural challenges under the direction of internal businesses is a risky proposal because bets are high. In the mid-60s, the "hygiene" factor of the "two-factor motivational" theory developed by Frederick Herzberg psychologist is related. When managing international business, the country's cultural diversity is embedded or not successful, but it may not increase the chances of stagnation or failure. Bhattacharya Dipak Kumar

  • Carte Penny and Chris Fox
  • "Cultural Censuses: Culture, Strategy and Behavior", Hodgetts Richard M, Luthans & DOH "Cross-cultural Management – Text and Cases" bridging: Practical Guide to International Business Communication "
  • Richard Steer, Scnchez-Runde Carlos J, Nardon Luciara] ========================== ======================= ======

    Source by Ketan T Bhatt

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