Creating A Cross Cultural Competence

Competing in global markets entail many factors and centralization of its human resource practices is certainly vital to improve global competitiveness and empower employees for global assignments. To achieve success in global marketplace, the challenge of all businesses regardless of their size is to understand global corporate cultural differences and invest in human resources which includes selecting and retaining talented employee, training and development whilst encouraging employees to be innovative and creative. Employees selected to work in foreign locations should be prepared beforehand with adequate cross-cultural training. For an organization to be successful in the international marketplace, it must be concerned with this fit from both an internal and

In this essay, I am going to discuss how practices of managing culture have been used to develop the management of Globalization in the post-bureaucratic era. Globalization has led to the increasing number of global business relationships, the emergence of new global work structures and work environments. To address this I will discuss Cultural globalization, the practices of Frederick Taylor (Carol Carlson Dean, (1997)) that have led to the social dominance, as corporations around the world have started to adopt these practices to increase bureaucracy for interest and welfare of the companies. Proceeding on to the second point on Global leaders in a heterogeneous vs. homogeneous world. Where (Rego, A., Clegg, S. & Cunha, M. 2011) describe the heterogeneous view “We live in an increasingly borderless world that is nonetheless still filled with linguistic, cultural, political, temporal, economic, and social borders." compared to (Osifo.S, Eromosele. O December 2011) who says that globalisation has allowed “Organizations have an innate tendency to develop homogeneity, in the sense of shared beliefs and shared values. And finally triple bottom line approach in multinationals. Where pressures from stakeholders, have given companies incentive to focus on triple bottom line (Carol M. Sánchez, Alexandra S. Schmid, 2013)

Global managers are those who “understand different cultures and lead mixed-nationality teams” (Barnevik 2001, xi-xix). According to this explanation, global managers will work with colleagues and customers from other countries. Also they will manage and supervise people of different nationalities. So understanding another language other than their mother language and understanding different cultural implications will contribute to their successful management. Also they should develop business strategies and systems in a global background, which means they have to take various factors into consideration and react to changes in a timely manner. Global managers can face situations much more complicated than situations domestic managers face and sometimes effective approaches and methods can turn out to be ineffective for global managers. Or even worse, global managers may not be able to find a reason to conduct certain activities or an answer to explain their problems from business books or their previous experience in extremely complex environment. So they have to equip themselves with the ability to embrace changes and complexity. In summary, the following are competencies that a qualified global manager should have.

1. What is cultural competence for nurses? Cultural competence for nurses “is a combination of culturally congruent behaviors, practice attitudes, and policies that allow nurses to work effectively in a cross- cultural situations. (Stanhope & Lancaster, 2018, p. 74).

Interpersonal cross-cultural competencies and capabilities are critical to the US Army’s strategic objective in the future operating environment. The operational environment requires a holistic view of political, military, economic, social, information, and infrastructure systems. A country’s culture can be defined as a programming of the mind that distinguishes the members of a region or nation from another. South Africa has a rich and complex culture and history of its own since its independence from Britain nearly a century ago. This essay will go on to discuss in depth the culture and history, as well as geography and military history and concluding with an understanding of how the people of South Africa live.

As the world becomes more diverse, companies and organizations will have to develop a global strategy that will transcend across languages, cultural norms and behaviors in order to remain competitive. Developing employees with a global mindset will help an organization engage in global and international situations and will require competencies that will allow the employee to function outside of their native culture and comfort zones. I present this paper as an integrative approach to globalizing a business that involves Cultural Intelligence, Cross-Cultural Code Switching and Flexing. These three frameworks can be valuable to an organization’s health during cultural exchanges but can also be associated with challenges and tradeoffs.

I feel that my Cross-Cultural Competence and Dispute Resolution are both significant strengths. The reason I feel strongly about my Cross-Cultural Competence stems from two factors first my ability, as I spoke about in previous modules to be able to fit into many different groups, and help drive the group toward a goal, and the factor I was raised by a family that was often interacting with people from many different backgrounds under the roof of one of my churches that my Dad served at as a Pastor. Being exposed to this throughout my life has helped me adapt to dealing with people from different backgrounds, working to find a common interest and goal and then moving forward without having to spend time analyzing each other in order to work

The world is growing smaller in a way that has increases the ability for organizations to expand globally. As organizations seek to expand globally, they must develop and implement a cultural mindset among a diverse global group of employees. Global organizations must seek out integrating perspectives that will lead to success, develop negotiation strategies to craft a common cultural mindset and communicate effectively over a diverse group of employees.

To succeed in the world today corporations must develop global strategies. An evolving evolution in the understanding of international organizational behavior and management of global human resource systems has developed and evolved rapidly in the twenty-first century. Focusing on global strategies, theories, and management approaches allow us to understand the influence of national and ethnic cultures on organizational functioning. Successful global firms competing under transitional dynamics need to understand their potential clients’ needs, no matter where in the world the clients

Managers were concerned about knowing and understanding each and every perspective of their employee’s cultures. As they know that without studying or knowing the culture, coordination cannot be built between the employees. It is the existing perspective of managers dealing with cross-cultural management (Sultana, 2013).

The global business contexts have experienced tremendous changes causing international business management to face challenges of managing people from different cultures, religion, nationality and ethnicity. While going global, the international management has to face issues of workplace discrimination, stereotyping, cultural diversity, and ethnocentrism and so on, and these issues can be managed

The constant growth of globalization raises the need for cultural understanding between countries and the companies within them. With the world being more connected than ever, employers are faced with increasing their repertoire of communication skills, an intelligent workforce, foreign environments, cultural influences, and other factors to compete in a high-paced environment. Yet, some businesses do not fully comprehend all the factors that play a part in being a successful international company. For example, a simple name could be disastrous in another country, such as Bing in Chinese translates into “disease”. However, executives need to become aware of other cultural aspects. These include communication, behavior, appearance, and politics. Globalization is occurring rather rapidly due to innovations and the development of technology. No longer do people have to travel across the globe to have a business meeting. With a connection to the internet, businesses can have a Skype call to figure out solutions to fix complex problems and strategize for future growth.

Each year we see how the world is becoming a smaller and a more crowded place. We see how society is crossing over physical borders and becoming a global society. International markets allow for job placement opportunities in foreign cultures but also come with unique challenges. Multi-national companies are now operating in new countries and markets. It’s a changing world and in order to be successful in this new world companies need to provide their employees the proper tools to do business in a new culture. Moreover, the company itself needs to be willing to adapt and change to meet the expectations of the markets.

the skill sets and aptitudes to manage in global organizations. These skills include the culture, the

Many opportunities are associated with a culturally diverse workplace and global expansion may have potential to provide just such a diverse work group. Cross-culturalism in business can provide leaders and employees with a wonderful opportunity to work with people from different backgrounds and cultures. In addition, “the more opportunities for business leaders to interact with people from different cultures, the more likely they will be to have positive attitudes from different cultures and identify, learn and apply diverse culturally-appropriate business behaviors” (Caligiuri & Tarique, 2012, p. 614). Culturally diverse environments offer a multitude of benefits including “the variety of perspectives, skills and personal attributes” (Matveeve & Nelson, 2004, p. 254). Moreover, multicultural teams have potential to “generate more ideas of higher quality in brainstorming tasks” (Matveeve &