Challenges of Cross-Cultural Management
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This paper describes the state of cross cultural management and the challenges associated with it in the workplace. The paper shows how cross-cultural interactions significantly affect managerial functions such as performance appraisal, subordinate career development, formal and informal supervisor/subordinate communication, and mentoring. The paper also emphasizes how effective management of culturally diverse human resources holds potential competitive advantages for both international and domestic organizations.
From the Paper:"Laurent (1986) posited that culture has three times more influence on key managerial assumptions and values than any other distinguishing characteristic, such as gender, level of education, occupation, etc.People tend to react differently when interacting with members of other cultures than they do with members of their own culture (Shaw, 1990; Pulakos and Wexley, 1983). During these intercultural exchanges, barriers to communication and other factors facilitating misunderstandings are more likely to arise as a result of cross-cultural interactions (Varner and Beamer, 1995). Personal differences are often exaggerated and disagreements consistently occur when members of diverse cultures are confronted with interpersonal situations (Pulakos and Wexley, 1983). The misconceptions that surface in these situations signify the divergent cognitive views of the world and society that different cultures possess (Shaw, 1990)."
Cite this Term Paper:
Challenges of Cross-Cultural Management (2003, October 03) Retrieved July 25, 2014, from http://www.academon.com/term-paper/challenges-of-cross-cultural-management-35463/
"Challenges of Cross-Cultural Management" 03 October 2003. Web. 25 July. 2014. <http://www.academon.com/term-paper/challenges-of-cross-cultural-management-35463/>