1001SSL Managing Multicultural Organisational Environments

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1001SSL Managing Multicultural Organisational Environments

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1001SSL Managing Multicultural Organisational Environments

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Course Code: 1001SSL
University: Coventry University

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Country: United Kingdom

Question:
Identify and apply intercultural communication models to analyse different business communication situations;Identify and describe the main challenges and benefits of working in a multicultural environment;Employ the principles of effective group communication to manage conflicts and leverage the potential of cultural diversity.
Answer:

Task 1: You need to make “a cultural profile of yourself” (self-awareness) and a profile of another culture (cross-cultural understanding) using various parameters such as time focus, time orientation, space, power, structure, competition, communication and action. You can use Microsoft Excel to create tables and radar charts.
Self-Awareness Cultural Profile of Myself (Chinese)

Factors

Cultural Parameters

1. Time Focus

High (6)

2. Time Orientation

Long-term oriented relative high (5)

3. Space

Relatively Low (3)

4. Power

Relatively Low (3)

5. Structure

High (6)

6. Competition

Very high (7)

7. Communication

Medium (4)

8. Action

High (6)

Profile of Another Culture (France) 

Factors

Cultural Parameters

1. Time Focus

Medium (4)  

2. Time Orientation

Relatively Low(3)

3. Space

Very High (7)

4. Power

High (6)

5. Structure

Low (2)

6. Competition

Medium (4)

7. Communication

Relatively High (5)

8. Action

Medium (4)

Task 2: You need to make a comparison of the differences between your own culture and another culture (where you would like to work). You can combine Task 1 tables and radar charts. Compare the two profiles and determine the difference and similarities in the parameters. Define what you believe are the critical issues when representative of the two cultures profiled work together? 

Factors

Chinese Cultural Factors

France Cultural Parameters

1. Time Focus

High (6)

Medium (4)  

2. Time Orientation

Long-term oriented relative high (5)

Relatively Low(3)

3. Space

Relatively Low (3)

Very High (7)

4. Power

Relatively Low (3)

High (6)

5. Structure

High (6)

Low (2)

6. Competition

Very high (7)

Medium (4)

7. Communication

Medium (4)

Relatively High (5)

8. Action

High (6)

Medium (4)

Chinese culture and France culture is strikingly different against one another. Chinese people have high time focus whereas people of France generally have low to medium focus relative to time period (globeproject.com, Retrieved on 12th November 2017). Chinese focus on long-term orientation with any actions directed whereas people from France are much more short-term oriented. Chinese people stay in closely knit society that allows relatively low space amongst people or individuals. People of France like to stay in nucleated facilities aloof from one another. Chinese are closely knit society that exercises moderate to low power on one another which is the reverse case for France. Thus, it can be seen and analysed that cultures of Chinese are strikingly different compared to that existing in France. When people from these two varying cultures will work with one another they are likely to have differing views and opinions in different matters (Hofstede G. , ‘Geert Hofstede.’, National cultural dimensions., 2010). In regards to decision making they are likely to clash against one another in various ways as they come from different cultural and societal system. They will have troubles communicating to each other regarding their differences.
Task 3: You need to make an analysis of the main differences in cultural values and the way they change management roles using management tasks such as planning, organizing, staffing, directing and controlling. Reflect on how you can adapt to operate in the business environment of the chosen country taking into account individual, national and professional cultural differences.
Cultural values differ highly across various countries and they are bound to alter management roles in tasks such as planning, staffing, organizing, directing and controlling (McSweeney, 2002). For a Chinese person to be operating for a French Company in France there can be significant cultural challenges faced. The business environment in France is highly different as compared to that of China, therefore one has to take into consideration individualistic, national and professional cultural differences. While operating in a separate business environment one first has to understand the levels of social or cultural differences persisting then he has to devise his action plans accordingly. As in France individuals does not take into account bosses or leaders or managers more seriously like they take in China. There is more a friendlier relation in France, therefore one has to open oneself more towards employees or followers while in France. He cannot be authoritative and imposing, rather he needs to act as a team member and asks for opinions while planning or in directing employees (Hofstede G. a., 2005). It will be easier to coordinate with employees in such manner and they will deliver their productivity. In cases of staffing also care has to be taken not to hurt local sentiments and provide adequate respect to another culture. French people might be stubborn in accepting other cross-cultural practices as being hard-working or staying for over-time but there needs to be adequate levels of motivations provided to obtain the same. They should not feel pressurized or it can result in negative turn out for the company as well as for the individual.
Task 4, you need to determine the management strategies needed to make a success of your job in the country chosen. You will use the Model of Culture (Browaeys, M.J. and Price, R., 2015. Understanding cross-cultural management. Pearson education) for the analysis.
Model of Culture as proposed by Geert Hofstede identifies predominant factors within single cultures that needs to be analysed for understanding cultural gaps. While devising management strategies through Model of Culture, it has been understood that individuals who forms part of countries have cultures arising from their nations (Hofstede G. , ‘Geert Hofstede.’, National cultural dimensions., 2010). While such dimensions of cultures are not essential to be analysed for organisations within same country it becomes pertinent to be understood in case of differing countries. While devising strategies factors that needs to be analysed are process-oriented versus result-oriented styles that are followed, job-oriented as in China as against employee-oriented culture as in France, professional against parochial styles, closed system like in China against open system, tight-control as in China as against loose control and normative against pragmatic styles (Hofstede Fifth Dimension, 2015). One who is capable of determining such existing gaps will be able to devise management strategies accordingly. 
Reference Lists
Hofstede Fifth Dimension, c. i. (2015). Understanding Cross-Cultural Management. Harlow: Pearson Education Limited.
Hofstede, G. (2010). Geert hofstede. National cultural dimensions. 
Hofstede, G. a. (2005). Introduction: The rules of the social game. Cultures and organisations: Software of the mind,, 1-36.
McSweeney, B. (2002). The essentials of scholarship: A reply to Geert Hofstede. Human relations, 55(11), 1363-1372.

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