Group Definition Of Cross Cultural Awareness Management Essay

Group Definition Of Cross Cultural Awareness Management Essay The purpose of this report is to add to the group slide presentation on cross cultural awareness and the training program that was formulated to tackle the issue. Within this report there will be a summary of each the points that the group focused on. The task that the group were faced with was in the form of a training program that was geared towards increasing cross cultural awareness of a group of 10 British sales managers who work for IBM. Group Definition of Cross Cultural Awareness As more companies expand globally involving expatriates, the need for culture awareness has increased. The lack of cultural awareness is the main cause of misunderstanding and conflicts because of the cultural differences and where the behaviour perception of one culture may be different for another. (Cushner Brislin, 1996). The authors gave different names to cross-cultural awareness such as cross-cultural competence, cross-cultural training, intercultural competence and intercultural sensitivity. Based on several academic literatures, cross-cultural awareness means that a good understanding of its own culture will help the individual to understand more the others cultures and then to be more successful in cross cultural behaviour. In other words, the individual should be conscious enough of their own culture in developing the managers intercultural competence. That means increasing the ability to behave in intercultural way and improving communication across cultures as the intercultural competence shows consideration for others needs and fulfilment of ones own satisfactions (Gupta Govindarajan, 2002). In addition, cross-cultural awareness enables the individual to create a self-awareness through which he can identify his own knowledge and cultural values. Importance of Cross-Cultural Awareness Cross-cultural awareness is considered an important tool that reduces the consequences of cross-cultural conflict. It helps to learn how to behave in appropriate way across different cultures and create a feeling for these cultural differences. This results in enhancing cross-cultural communication skills like listening, speaking and observing which play a vital role to build trust between people of different cultures. The improvement of partnership skills as well, that requires a greater international collaboration. In addition, it decreases the cross-cultural misunderstanding and creates a winning working environment in the workplace. It is a business benefit and cost-effective solution for many companies since it maximizes their potential globally and develops the intercultural sensitivity of expatriates by providing better results to the organisation. It has a significant importance because the expatriates would understand and accept and build a strong relationship with people fr om various cultural backgrounds. Appropriateness of Training Bush and Thomas (2000) explain that it is of a main important for developing successful buyer-seller relationship. A sales manager will have to go through special training which we can call cultural diversity training. Before going through this training Bush and Thomas (2000) argue that it is a requirement for sales people to be exposed to a culturally diverse encounter. This phase will lead sales managers to realise the impact cultural diversity will have on business relationship and will enable them to be really aware of its importance, instead of neglecting it. Requirements can be achieved thanks to management training games such as the BAFA BAFA game. This game begins with the creation of two teams. The sales management team will have to be split into two teams that have different languages and cultures and will have to handle with the rules of the game, and to understand each culture. This game has a long history of success and it was proved to be a good tool to make people from different background work more effectively together. Once the sales managers are aware of the benefit cross cultural training could bring to them, they can move on the proper training. Montagno,R.(1996) say this will enable sales mangers to  acquire the three main qualities needed to do business abroad such as initiate conversation and establish and maintain a meaningful relationship. Type, content and length of training Seven types of training were identified by researchers Litrell and Salas (2005). These seven approaches are identified in the appendix. Each of the seven have their meanings, for example with regards to the groups specific training program, language training means that individuals do not have to become fluent but a general understanding of common courtesies in the host language is provided. (Befus 1988; Bennett 1986) It was decided that six months would be a worthy timescale for the training to take place in order to cover the ten methods and contents chosen by the group. These ten, were sourced from the handbook of intercultural training the ten can be viewed in table 1. These link to the groups definition of cross cultural awareness because the group had identified the key words, such as sensitivity, which is linked to the content of culture sensitizer. From the ten, a table (table 1) was created, which described factors such as what the outcome of the training will be, whether the training will give them knowledge into about or across cultures, what the learning styles would be as different people have different learning styles, for example British people have a different style to American people. The ten were chosen because we felt these were most likely to fit the definition of cross cultural awareness that we produced, for example self-awareness will give employees an understanding about their own culture as well as other peoples cultures. Table 1: Training Methods Cultural Effects Yang, et al (2009) suggest that the effect of trainees cultural background could be examines by Hofstede cultural dimensions. According to Hofstede (1994), nation cultural is defined as the collective programming of the mind in a nation or region. Hofstede (2009) suggested that cultural has several dimensions which include Individualism and collectivism, uncertainty avoidance, time orientation, power distance and masculinity and femininity. The review on cultural effect to the British participants learning performance will base on Hofstedes framework. Table 2 is a summary of the participants cultural effect: Table 2 Cultural Effects in Cross Cultural Training (Sources: Geert Hofstede, 2010) Dimensions Score Effects Approaches Individualism/Collectivism 89 The UK individualism cultural have higher intrinsic motivation than participants from collectivism cultural. The UKs participants valence and training motivation are higher when training is perceived to increase the competencies of individuals. The UKs participants cultural adopt a concrete, intuitive, and inductive learning style. Uncertainty Avoidance 35 The UK participants cultural training effectiveness is associated with a lower level of valence. Short/Long-term Oriented 51 The UKs culture has an average score on time oriented dimension. As a result, the course shall take care on both long-terms and short terms benefits. Power Distance 35 The UK participants cultural is higher when the training is implemented by using a decision-making process. Muscularity/ femininity 66 The participants culture will have higher training motivation and valence when training is perceived to increase the competencies of individuals. The UK has high individualism culture, Yang et al. (2009) showed that participants from individualism cultures have higher intrinsic motivation than participants from collectivism cultures and their valence and training motivation are higher when training is perceived to increase the competencies of individuals. Therefore, the training program should focus on increasing individual performance rather than organizations competencies. Yang, et al. (2009) reported individual cultures adopt a concrete, intuitive, and inductive learning style. As a result, the course shall include elements of solid example to gain best result from participants. They also suggested lower uncertainty avoidance cultural training effectiveness is associated with a lower level of valence. Consequently, the training shall include more individual works rather than group works. They found that the participants from short term oriented will require immediate benefit from the training program. However, the participants from long term oriented will require future benefit from the training program. The UKs culture has an average score on time oriented dimension. Therefore, the course shall take care on both long-terms and short terms benefits. Yang et al. (2009) found that the participants from short term oriented will require immediate benefit from the training program. However, the participants from long term oriented will require future benefit from the training program. The UKs culture has an average score on time oriented dimension. Therefore, the course shall take care on both long-terms and short terms benefits. They also suggested that masculinity cultural will have higher training motivation and valence when training is perceived to increase the competencies of individuals. Therefore, the training program should focus on increasing individual performance rather than organizations competencies. Evaluation The evaluation is an important stage to be considered in the implementation of cross-culture training. It aims to evaluate the effectiveness of cross-culture training by linking logically the content of measures to the training content (Kraiger et al, 1993), assess the improvement of participants awareness about cultural differences and whether the skills and knowledge learned from the training has been implemented in the workplace (Littrell, Salas, 2005) in order to provide recommendations for future cross-culture training. In order to evaluate IBMs cross-culture training, it is important for the evaluator to understand the meaning of culture awareness and sensitivity and set up success criteria for CCT program (Guzman, 2003). Only then they can evaluate participants knowledge and cross-culture training outcomes. The evaluation requires mixed methods including both qualitative and quantitative in order to increase the reliability of the findings. Thus, we will use various evaluation methods at this stage namely conducting interviews with participants in order to determine the change of their cognitive, affective and cognitive behaviour during the training, their self-maintenance and their adjustment to multicultural environment that have been also mentioned by Cross, et al, (1992) A set of congruent behaviours, attitudes, and policies that come together in a system, agency, or among professionals and enables that system, agency, or those professionals to work effectively in cross cultural situations. Th is method will be followed by pre-training and post-training survey in order to rate their competency and ability to deal with different cultures in the workplace. The return on investment (ROS) should also be used in order to measure the outcomes of this CCT program. This will help to decide whether CCT program should be modified or not and improve it in the future. Conclusion In conclusion, the pace of globalisation has raised a great attention of managers on the cross-cultural issues due to the conflicts and misunderstanding encountered in the workplace. These issues led to harsh consequences taking the form of frustrated shareholders and business opportunity losses. Therefore, there is a growing need to have an extensive interpersonal skills and knowledge than in past (Kealey and Protheroe, 1996). In other words, companies with an international growth strategy, such as our company IBM, are getting to implement a cross-cultural training for their global managers dealing with individuals from various cultures and this was an effective strategy to achieve their multicultural objectives and organisational performances. The six-month cross-cultural training implemented in IBM sales department will be a mean for our managers to increase their cultural awareness both at the professional and individual level including their communication and negotiation skills. Word Count: 1500 (exclude the tables and references) Appendix: Presentation Slides

Hawthornes Young Goodman Brown - Moral and Philosophical Considerations :: Free Essays on Young Goodman Brown

Young Goodman Brown: Moral and Philosophical Considerations The terror and suspense in the Hawthorne story function as integral parts of the allegory that defines the story's theme. In allegory (a narrative containing a meaning beneath the surface one), there is usually a one-to-one relationship; that is, one idea or object in the narrative stands for only one idea or object allegorically. A story from the Old Testament illustrates this. The pharaoh of Egypt dreamed that seven fat cows were devoured by seven lean cows. Joseph interpreted this dream as meaning that seven years of plenty (good crops) would be followed by seven years of famine. "Young Goodman Brown" clearly functions on this level of allegory (while at times becoming richly symbolic). Brown is not just one Salem citizen of the late seventeenth century, but rather seems to typify mankind, to be in a sense Everyman, in that what he does and the reason he does it appear very familiar to most people, based on their knowledge of others and on honest appraisal of their own behavior. For example, Goodman Brown, like most people, wants to experience evil, not perpetually, of course, for he is by and large a decent chap, a respectably married man, a member of a church, but he desires to "taste the forbidden fruit" ("have one last fling") before settling down to the business of being a solid citizen and attaining "the good life." He feels that he can do this because he means to retain his religious faith, personified in his wife, who, to reinforce the allegory, is even named Faith. But in order to encounter evil, he must part with his Faith at least temporarily, something he is either willing or compelled to do. It is here that he makes his fatal mistake, for evil turns out to be not some abstraction nor something that can be played with for a while and then put down, but the very pillars of Goodman Brown's worldhis ancestors, his earthly rulers, his spiritual overseers, and finally his Faith. In short, so overpowering is the fact and the universality of evil in the world that Goodman Brown comes to doubt the existence of any good. By looking upon the very face of evil, he is transformed into a cynic and a misanthrope whose "dying hour was gloom." Thomas E. Connolly, in "Hawthorne's 'Young Goodman Brown': An Attack on Puritanic Calvinism" (American Literature, 28 [November 1956], 370-375), has remarked that Goodman Brown has not lost his faith; he has found it.

Most Effective Form of Power

In Chapter 13, we have learned about Power. In section 3. 1, there is a discussion regarding the 6 bases of power. Which type of power do you feel is most effective? Do you possess any of these powers? Please feel free to draw from outside of the business world if you would like. There are six different types of power to include legitimate power, reward power, coercive power, expert power, information power, and referent power. Upon studying the lesson from Chapter 13, I believed the most effective type of power is referent power, â€Å"the ability to attract others, win their admiration, and hold them spellbound† (Bauer & Erdogan, 2012). Unfortunately, I was studying the material as if each individual only holds one type of power. Throughout my research on this topic, I came across an article by Harold Fuqua, Jr. , Kay Payne, and Joseph Cangemi who state, â€Å"an effective leader rarely depends on only one source or base of power† (n. d. ). With this, I discovered the most effective type of power is actually a combination of expert, reward, and referent power. Based on my personal experiences, I have come to the following conclusions regarding the three different types of power that are the most effective when combined. Expert power is â€Å"power that comes from knowledge and skill† (Bauer & Erdogan, 2012). Expert power is important because those who look up to you â€Å"will be dependent on your wisdom and knowledge to help them succeed† (Exforsys Inc. , 2006). In addition, people must not only believe it but must see it so it is imperative for a leader to ensure their â€Å"actions speak louder than their words† (Exforsys Inc. , 2006). I personally find this to be true. In the legal field, expert witnesses are used during courts to testify as to validity of certain evidence. Past experience working with the panel members (equivalent to civilian jury) shows they put more credibility into an expert witness who speaks in terms of science verse an expert witness who tries to dumb it down regardless of their actual knowledge level. Reward power, â€Å"the ability to grant a reward, such as an increase in pay, a perk, or an attractive job assignment† (Bauer & Erdogan, 2012), at first glance seem to be the most effective type of power. Most people will strive to complete a job if there is something in it for them at the end. However a 1999 survey of performance-based work/life programs showed only â€Å"66. 8% of the respondents determine the impact of this type of program would improve employee satisfaction† (Prudden, n. d. ). This statistic shows although it might sometimes be an effective type of power, it is not necessarily the most effective. In addition, Liz Prudden points out several potential pitfalls to a reward program, one of which stood out in my mind as the largest downfall, to â€Å"match the reward and recognition to the recipient† (Prudden, n. . ). I find this to be true because if you have two individuals’ working toward a specific goal number, but one individuals’ tasks are more difficult and time consuming, the easier tasked worker has a higher chance of reaching the goal first and therefor obtaining the reward. Finally, referent power is â€Å"power that stems from the personal characteristics of the person such as the degree to which we like, respect, and want to be like them† (Bauer & Erdogan, 2012). Referent power is important because â€Å"Power is the individual’s capacity to move others, to entice others, to persuade and encourage others to attain specific goals or to engage in specific behavior; it is the capacity to influence and motivate others† (Fuqua, Jr. , Payne & Cangemi, n. d. ). To truly have somebody follow a leader, they need to like or respect the leader. As an example, I previously had a supervisor that I hated. I followed her orders and direction because I had to, but no additional effort was made to go above and beyond. However, I now work for a supervisor that I admire and strive to be like. Now I find myself working harder and am more productive than I was with my prior supervisor. There is no perfect single type of power and rarely will life require only one type of power to truly motivate others. It is imperative to have multiple types of power in order to effectively motivate others in all situations and scenarios. I personally have achieved expert power and referent power. I have expert power in my job because I have been doing the job for eight years, more than most paralegals as many others transfer in nd out while I have only done paralegal work. As such, I have worked extensively in all areas of our career field and am normally the one assigned to train others. I know I have referent power because I have attorneys vying to have me be placed on their team. I have others striving to constantly have a good attitude and smile like I do (so I have been told). These two areas that I have gained some power in, but I have a lot to strive for in the future to obtain more power options. References Bauer, T., & Erdogan, B. (2012). Organizational behavior. (Version 1.1, Ch. 13). Irvington, NY: Flat World Knowledge Inc. Retrieved from http://ezproxy.apus.edu/login?url=http://ebooks.apus.edu/MGMT311/Bauer_Ch13-15.pdf Exforsys Inc. (2006). The importance of using expertise to lead. Retrieved from http://www.exforsys.com/career-center/leadership-skills/the-importance-of-using-expertise-to-lead.html Fuqua, Jr., H., Payne, K., & Cangemi, J. (n.d.). Leadership and the effective use of power. Informally published manuscript, Western Kentucky University, Retrieved from http://www.nationalforum.com/Electronic%20Journal%20Volumes/Fuqua,%20Jr.,%20Harold%20E.%20Leadership%20and%20the%20Effectives%20Use%20of%20Power.pdf Prudden, L. (n.d.). Reward and recognition. Retrieved from http://edweb.sdsu.edu/people/arossett/pie/Interventions/incentivesrewards_1.htm

The Soviet Union s Breakdown And The Cold s War

The Soviet Union’s breakdown and the Cold s War had a noteworthy effect on relations between Western entrepreneur states and the Third s conditions World. Where examination of Western relations with Rwanda is concerned, the Cold s death War had an earth shattering effect. This modest state was a center of critical Western enthusiasm in spite of the way that it was arranged in the focal point of the world s slightest created landmass and was of no financial or vital centrality. Seen to be on the Right half of the Cold War ideological separation, autonomous Rwanda had delighted in unbalanced levels of help. The deception of the sad occasions in Rwanda 1994 as the result of a genocide arranged by the Akazu fanatics should be exposed in light of the fact that it keeps the genuine elements behind the unfortunate occasions being referred to being legitimately caught on. It likewise totally clouds the obligation of US-drove mediation for making the conditions that made mass butcher essentially unavoidable. US and west took this as enough reason to intervene in Rwanda. Essentialism or substantive hypothesis characteristics an independent social power to innovation that overrides all customary or contending qualities while constructivism or instrumental hypothesis regards innovation as subservient to values built up in other social circles (e.g., legislative issues and culture). Essentialism is scrutinized for being deterministic and grasps constructivism on the groundsShow MoreRelatedCanada And The Cold War1514 Words   |  7 Pages Canada and the Cold War The Cold War is a time of managed political and military coercion and turmoil between the superpowers. It was a war that actually wasn t your common war. 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