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LITERATURE
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m RESULTS 9-12

m KEY ISSUES 12-13

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m REFERENCE 15

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Importance of the study:
It is extremely important because of the ethnic and cultural diversity that exists within our
organizations today. In addition, many companies are global with divisions all over the
world.

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One must understand the cultures involved for the organization to run as
proficiently and efficiently as possible. What works for one group, may not work for
another.

µ_ h



One critical objective is to get a culture to mirror organizational culture so that
there are no misalignment, gaps, and disconnects. Everything must work in sync, and
in harmony for the organization's stability and survivability. Demographics
continually change, therefore organizations must be flexible and ready to address that
change. To not address that change would put the organization itself at risk of future
failure.

µ_ þ  


 

Today, organizations must understand, that if there is anything that is stead-fast
and unchanging, it is change itself. Change is inevitable, it will always occur. How
organizations deal with that change can determine success or failure. Cultural
management is key to success.

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It is when we are dealing with two or more cultures. For example, a businessperson might have
to use cross-cultural skills to do business in Japan.

Cross cultural is a comparison of a culture with one or more other cultures. The purpose is to
provide detailed information about the development of others in their own cultures and compare
this developemnt across cultures. The comparison looks at not only what is different between the
cultures, but also what is similar or universal among them. It always examines the culture from
within, viewing the context of that culture, rather than from outside of the culture. This gives true
insight into the culture and a truer comparison thus broadening ones appreciation of that culture
and of your own.

In USA, it is performance that counts. based on that you will be give higher assignments and
promotions will be given. In Indian companies, performance is not the main criteria. It is
"Organizational compatibility" that counts. That is the employee "fit" in to the organization that
counts. India is a High context society. The "fit" in to the organization has to be interpreted in
Indian way.

The business has different interpretation. IN USA, doing business means creating organizations
wealth. In India doing business means "Individual wealth". On recruitment, In USA it is the
process of selection, In India it is the process of rejection. And the difference goes on«

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In the Wall Street Journal, an article highlights the ³secretive´ culture of Toyota in relation to a
series of recalls.

³Toyota is still very much run by its Japan headquarters, despite being active in the U.S. since
1957. Top leadership doesn¶t include U.S. executives. The Toyota officials who run the recall
process are in Japan.´ Because of this, Toyota¶s US operations have not been able to react
swiftly to safety issues that the National Highway Traffic Safety Administration (NHTSA) has
identified.

According to a person familiar with the matter, ³what has really happened is a breakdown in
communications within Toyota´ between its D.C. office and Japan headquarters. ³The
Washington office didn¶t have the information it needed to provide to the government.´

Communication in Japanese culture is quite indirect, and very hierarchical, which creates an
obvious gap in understanding, e.g. when an American team is working remotely with a Japanese
team. Certain information may be only for privileged executives, thus leaving a foreign team of
less senior individuals out of the loop. Mistakes are viewed in a more negative light by
collectivistic or group-oriented cultures, as in Japan, thus people will strive to avoid giving bad
news or making direct confrontations to save face and to maintain harmony.

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The majority of the delegates selected for training, including senior management, had limited
previous exposure to India or Indian business culture.

The training, delivered to Corus staff at their HQ in London, focused on raising their awareness
of India and how to develop profitable working relations with their new Indian colleagues.

Based on the success of the first four deliveries, further training programmes have taken place in
London, Port Talbot and Scunthorpe.

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 ___his article investigates the potential mediating role of
organizational commitment in the relationships of leadership behavior with the work
outcomes of job satisfaction and job performance in a non-western country where
multiculturalism is a dominant feature of the workforce. It also explores the moderating
effects of national culture on the relationships of leadership behavior with organizational
commitment, job satisfaction and job performance in such a setting. Results suggest (in
support of many western studies) that those who perceive their superiors as adopting
consultative or participative leadership behavior are more committed to their
organizations, more satisfied with their jobs, and their performance is high. The results
also indicate that national culture moderates the relationship of leadership behavior with
job satisfaction.

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Western managers have been criticized for their obsession with profit maximization,
concentration on short-term benefits, control of the work process and hastiness in
adopting and abandoning new ideas. Why Western managers manage the way they do has
not been addressed adequately in our view. This paper seeks to address this issue by
presenting theoretical analysis that attempts to improve our understanding of why
managers are preoccupied with pecuniary considerations, myopic decisions, work process
control, hasty adoption and quick abandonment of novel ideas. This exploratory paper
argues that without considering factors such as the managers' national culture, the
pressure from shareholders and the stock-market, the objectives of the organization, and
the organization as a rational institution, the behaviour of Western managers may not be
fully explained and the criticisms may therefore be unjustifiable.

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Abstract: Examines the issue of prestige, noting that it is a difficult issue to research.
Explains that an understanding of the characteristics and dynamics of prestige is useful
for marketers. Illustrates the subject with the case of American Express, examining how
the prestige of a product or service is viewed across all cultures and how this knowledge
is used by American Express in worldwide marketing. Concludes that while the need for
prestige by humans is universal, the manifestation and satisfaction of this need varies
according to the culture, therefore multinational marketing success depends on
recognition of this fact and appropriate advertising.

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Author(s): Aviad E. Raz, Anat Rafaeli

Abstract: This paper offers a cross-cultural examination of emotion management in

two service organizations: a Japanese specialty shop and a chain of grocery stores in
the US. Building on an overview of service culture in the US and its domestication in
Japan, we provide an analysis of the two organizational case studies, focusing on their
common initiation of a ³behavior campaign,´ its normative character, perceptions,
and repercussions. The paper concludes by focusing on the comparative aspect of the
analysis, locating the organizational management of emotions in the context of
national culture, and focusing on the organizational use of broader emotional
blueprints of socialization related to collectivism and individualism, such as ³shame´
(in Japanese culture) and ³guilt´ (in North American culture).
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Linking culture and behavior in organizations:

Author(s): P.Christopher Earley, Elaine Mosakowski

Abstract: To guide scholars interested in incorporating culture into research on

behavior in organizations, this chapter discusses cross-level approaches to the study of
culture that go beyond simplistic comparative analyses. We focus on the major issues
confronting a cross-cultural management researcher. We consider diverse theoretical,
research design, and analytical approaches that allow the researcher to link culture to
organizational behavior. A central theme in our discussion is the paramount importance
of a model that specifies mechanisms that link culture to lower levels of analyses, such as
organizations, teams, and individuals. Our recommendations for empirical research
revolve around the informed use of cross-level theoretical models to guide research
design and analytical choices. We conclude with general recommendations for future
research on culture and behavior in organizations.

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Author(s): Xiao-Ping Chen, Anne S. Tsui

Abstract: Aumann and Ostroff proposed a very comprehensive framework that

attempts to identify the antecedents, mediators, moderators, and consequences of human
resource management (HRM) in cross-cultural contexts. It is an ambitious framework
that spans three levels of analysis (society, organization, and individual) with
mechanisms of fit occurring at both the macro- and microlevels, focuses on both structure
and process, and identifies cross-level interactions. The authors considered organizational
and psychological climate as the key integration between culture and employee
responses, and in this process inadvertently dismissed the function of organizational
culture. We propose an organizational perspective on multi-level cultural integration and
discuss its implication for cross-cultural HRM, highlighting the role of organizational
culture as the major focus for integration with a host country's societal culture and its
local employees¶ values. The analysis is enriched by considering the strength of both
organizational and societal culture and the cultural distance between the home and host
country of the multinational firm. We identify how our approach has both augmented and
simplified Aumann and Ostroff's framework to facilitate future research.

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Author(s): Satu Teerikangas

 Abstract: Different forms of inter-organisational encounters, including joint
ventures, alliances, mergers and acquisitions, have over the last decades become
fashionable and much-sought means of globalisation. A continuous concern shared by
managers involved in these different forms of inter-organisational encounters is the
challenge of making them work in practice ± their successful implementation and
management. The cultural dimensions of these different kinds of inter-organisational
encounters, particularly in cross-border contexts, have been deplored as being particularly
difficult. This paper builds on prior research and aims to understand how the cultural
dimensions of inter-organisational encounters have been approached by researchers on
mergers and acquisitions on the one hand and researchers on alliances and joint ventures
on the other hand. Based on a comparative literature review, the findings suggest that the
two fields, despite their valuable contributions and the similarities in the phenomena they
study, have remained surprisingly isolated from one another and would offer
opportunities for cross-fertilisation. Through its theoretical contribution, the paper
intends to offer insights to researchers in both streams of research.

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µ_ Operating in a global business that is having operations in the different part of the world
is not easy. One of the main issues affecting the operations of the business is cross
cultural diversity. Managing people who work together and being from different
countries, sex, origins makes it difficult to manage the human resources because of
conflicts.
µ_ Through personal experience at the workplace the common observations relating to the
reasons giving rise to these conflicts are lack of trust, lack of respect for others, attitude
of superiority and competition in terms of comparison relating to the standard of living,
the social life of the employees, the benefits earned as well as work load.
µ_ Also it has been noted that the frustration comes mainly from the expats especially when
they are not given that much of importance or when you prove them that they are not
 indispensable and that the organization can operate or function without them that the
attitude of superiority arises. Thus, creating a conflictual climate at the workplace.
µ_ The situation will not change unless top management give due respect to all employees
concerned irrespective of race, color or creed. All employees should be valued for their
efforts put forward for the company and acknowledgement from the part of top
management with regards to their contribution will be of utmost importance.
µ_ We talk of globalization and operating in a global context, that does not mean that people
should be created like dead loss and if we are to treat every employee as equal then the
disparity that exist should be removed and all employees have to be treated on the equal
standing as nobody is much better than the other.
µ_ The success of the lies on the cooperation of all employees concerned and not just one
individual or a group of individual. Being different from others or not having the same
attitude, social interaction, taste, habits , like and dislike does not mean that the others are
apart or does not want to mix up, it rather means that they want to be on their own
without having interference in their professional or personal lives.

ã
 

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The role of Cultural Diversity Training: These different attitudes and behaviours are more often
than not conditioned by culture²values, assumptions and perceptions that are instilled early on
in life and are expressed in the way we behave and interact. These cultural influences are so deep
that we act upon them instinctively²in everything we do, from the way we stand and talk, to the
way we deal with superiors, conflict management and decision-making. Since these differences
are so deep and intuitive, they can often lead to substantial misunderstanding and
miscommunication. Nowhere is this more detrimental than in an international workplace, where
misunderstandings based on culture can make or break lucrative business deals, international
mergers and any other type of cross-cultural working.

Communicaid¶s Cultural Diversity Training courses will raise cultural diversity awareness and
enable to communicate effectively across cultures. Designed in close collaboration with self and
self¶s organization.
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A Communicaid¶s Cultural Diversity Training course will provide you with:

µ_ In-depth cultural awareness and understanding of the impact of cultural differences

µ_ The necessary foundation and tools to become culturally competent
µ_ A better understanding of the cultural challenges facing multicultural workplaces
µ_ The opportunity to enhance cultural sensitivity and competence
µ_ Practical tools to reduce cross-cultural misunderstanding and encourage positive cross-
cultural working relationships

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Managers and professionals alike have increasingly been given more international responsibility
and encounter more individuals and organizations from other cultural backgrounds. Surviving on
the notion that there is only one universal and right method of managing people in different
countries can be dangerous and lead to business failure. Indian management, specifically, has
been accused of not being internationally qualified or oriented, and the classic Indian and south
Asian models become very regional and relative with respect to meeting management traditions
from other cultures. There is a strong need for models and methods to understand management
across cultures. In this paper we explored the differences in culture of different countries and
strategic and managerial challenges in the international business environment.

With the globalization in place and increasing integration of world economies, the world is
becoming a closely knit market and challenges and opportunities are arising from increasing
internationalization. The challenge is how to develop an extensive understanding and practical
skills in dealing within an international and intercultural context? What managers, project leaders
and professionals should do in the private and public sector that have international assignments
and responsibilities? What type of interdisciplinary approach should be developed with
perspectives from the social sciences and the humanities?

Culture of a nation is soul deep. It runs through the veins of its mortals. It gets inseparably
woven into the social, political and economic fabric of the land. And even as globalization blurs
the boundaries and distinctions between nations, it grossly fails to sever man's ties with his land
and the culture to which he belongs. So when one deals with people from the other part of the
planet, one ought to take cognizance of their habits, values, attitudes, sentiments and
expectations. And it is needful to remember that along with creating invisible barriers to trade,
cultural differences may also pave way to new market opportunities. Only the savvy marketer
will know what it takes to make the international customers tick.

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Expatriates are citizens of one country who are working in another country. Expatriate failure
represents the failure of firm¶s selection process. Therefore they need to be selected and trained
very cautiously. Different reasons are identified in different countries associated with expatriate
failures. However, most of studies which are conducted in different countries identified that one
of the most common factor for expatriates¶ failure is µinability of spouse to adjust in another
countries environment¶. most of countries spend heavily on expatriate training but they do not
realize that it¶s not only expatriate who is going in another country but along with him his spouse
is also going who also need to adjust emotionally and mentally in another environment. It put a
lot of pressure on expatriate and his work in another country. Therefore, when a country select an
expatriate, a person of high emotional stability, work oriented, others oriented, perceptual ability,
extent of cultural toughness should be tested and then he should be allowed to go to other
country. Another point to be considered here is apart from giving him cultural, language and
practical training his spouse should also be trained in all the aspects.


µ_ Ë %#% " "    

Self Reference Criteria have been identified as problems in implementing international

marketing strategies. What are SRCs and how does the concept apply to one Company wishing
to enter the other country?

Self Reference Criteria have been defined as being the unconscious reference to one¶s own
cultural values. Therefore, a company setting up in one country needs to be aware of the fact that
the cultural values underpinning the industry in one country are different to that in other and
should be seen as such. Simply implementing marketing culture of one country into another
market is sure to cause problems. The company needs to be sensitive to the different cultural
criteria in different countries.
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 The existing Japanese credit card
companies have done little to change consumer attitudes or reassure customers that credit has
tangible benefits. Credit cards have limited repayment options and marketing of the services is
restricted and unimaginative. 

 
    



Banks however recognize the growth potential and are beginning to address the cultural
problems associated with credit. If a country from UK wants to enter in Japan, A UK Company
would need to adopt the same approach; to dismiss the Japanese consumers¶ concerns would be
falling prey to SRC.

µ_ ã""  



Effective communication can simply be seen as the ability to convince other people more
quickly, so that they fall in with your own plans as quickly as possible. Communication involves
looking at situations from the viewpoint of other people, and understanding what they are
looking for. It means understanding obstacles to change. It means presenting relevant and
practical options, and it means telling people what the effect is of the choices they make .This is
true in the international arena when seeking funds or political commitment or when convincing
people about the product you are selling in their market. We have already this before that people
in different countries are different they think differntle, they act differently, they use different
languages, they have different taste and preferences etc. so when a person from different country
enter in their culture they have xenophobic attitude, they are not ready to listen you. And if you
are not a good communicator then you can not survive in such a dynamic environment.

People tend to change when they understand the nature of the change, and view it as beneficial,
so that they make an informed and conscious choice to include it in their list of priorities. Unless
their circumstances are taken into account, and their felt needs are met, no effort for change will
be successful. Effective communication requires a comprehensive, multi-dimensional strategy.
Communication helps to organize and manage systems for exchanging information between rural
or urban people, or between technicians, or from planners to grassroots and back from grassroots
to planners. The involvement of the community - in issue identification, message design,
dissemination, monitoring and impact evaluation - will provide vital feedback. More important,
such involvement will enhance a true sense of partnership, a critical ingredient for the strategy to
become successful.

µ_

   
  
  
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Civilization diversity is a constructive and enriching force in the long march of humanity, rather
than a cause for division and confrontation. The dialogue among civilizations, therefore,
reaffirms the rights of both to be ³different´ and to be ³equal´ simultaneously. It aims at bringing
about a deeper mutual understanding among peoples belonging to different civilizations by
increasing their knowledge of each other¶s ideals, value systems, motivations and ways of
thinking and ways of life. Such dialogue is based on tolerance and mutual respect, and requires
from all participants to engage in it on an equal footing and to listen carefully to each other¶s
viewpoints.
The dialogue among civilizations will help avoid misunderstandings and distrust among different
groups of people, and to solve current humanity's economic, social, humanitarian, cultural and
political problems by sharing experiences on the national, sub regional, regional, inter-regional
and international levels.

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Human Resource Management can include two large areas: personnel management and
development functions. education. Basic questions to be answered under this heading are:

µ_ How can executives develop a multicultural management group?

µ_ What role should human resources play in the management of negotiations and
international collaboration?
µ_ How can cross-cultural competencies best be developed?

International environments are changing rapidly. Nothing is permanent, and the cause of
yesterday's success may be the cause of tomorrow's failure. Today's leaders must assume the
responsibility for creating new models of management systems because many of the assumptions
on which management practice were based are now becoming obsolete. Foreign competition and
the need to trade more effectively overseas have forced most corporations and government to
become increasingly culturally sensitive and globally minded. Rapid technological changes has
transformed the time dimension of competition. Speed and quality in addressing the needs of
worldwide customers greatly influence who the next winning businesses are going to be. The
diffusion of technological know-how around the world is also much quicker than in any other
previous era. New powerful global competitors are emerging in countries previously on the
periphery of global economic activities. Global competitive conditions are presently affected by
a rapid internationalization of service businesses, much of it, again, driven by the emergence of
new boundary-crossing technologies.

Globalization implies accepting that cultural diversity in management composition and

management style contributes to the competitive advantage of the global agency. Also, effective
globalization calls for the pursuit of a number of management approaches that, on paper, may
seem contradictory, but that can truly be effective only through their simultaneous and balanced
application. Global human resource management provides an organized framework for
developing and managing people who are comfortable with the strategic and operational
paradoxes embedded in global organizations and who are capable of managing cultural diversity.
 µ_ $   K-
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Changes in the contemporary global economy highlight many of the emerging challenges facing
human resource management (HRM). Vast macrosocietal changes increasingly bind countries
into interdependent nations in which goods, capital, and people move freely. Between these
communities, however, there remains a patchwork of cultural barriers. To remain successful in
this new global age, agencies must commit themselves to transnationalism. They must also
internalize strategies that are likely to succeed in global competition. Implementing successful
global strategies requires careful attention to the paradoxes created in the management of human
resources and the maintenance of multifaceted organizational cultures.

 
    
 

 
 




   

   

 



 
  
 
  

 
  


  
   
 
     
    

 

 



 





  
  
    


 
 
    

  
 
  
 
  
   
  
    
 
 

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To survive in the 21st century, agencies must adapt a global mindset and transform leadership to
be globally competitive. Agencies and their leaders must learn to manage such transformations
or they will inevitably lose their competitive edge. Global leaders, therefore, must have the
capacity to turn threats or stumbling blocks into opportunities; to motivate people to excel, not
just to survive; to accelerate innovations in competitions; and to operate globally through cross-
cultural problem solving and team building.

The ability to cope with cultural relativity is the key requirement for global managers to succeed
today and tomorrow. Familiar aspects of organizational life such as organizational structure,
leadership styles, motivation patterns, training and development models, and the very important
concept of human resource management, are culturally relative and, therefore, need to be
considered when national boundaries are crossed. To facilitate such cross-cultural adaptation,
what is required is more recruitment of managers from different areas, acculturation through
carefully planned career moves, and cultural awareness training. To create opportunities for
international collaboration, global leaders must learn not only the customs, courtesies, and
protocols of their counterparts from other countries, they must also understand the national
culture and mindsets of the people.

To develop and manage a global organization implies developing and managing people who can
think, lead, and act from a global perspective, and who must possess a global mind as well as
global skills. Not one, two, or a dozen international specialists, but a multitude of executives,
managers, and professionals are needed to form the core of a global agency. The process of
globalization requires a progressive transformation of thinking about the role and tools of human
resource management in the public sector._
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