Intercultural Management
Autor: Serena Job • December 13, 2017 • Essay • 881 Words (4 Pages) • 860 Views
Are the employees in your organization task oriented or they focus more on building and sustaining relationships in the organization? Do you consider different ways of making team members feel valued as an important part of the team? Universalism vs. Particularism: Rules versus relationships?
In this team most of the employees had a prior international experience and Zsófia used the same approach to deal with them although was composed of different cultures. The reason justifying this approach was because that the employees had prior international experience as GE is a multinational company and it is not uncommon to see a diversely equipped workforce. Being a multinational organization companies like GE design their strategy to accommodate an international workforce and this must have been a driving factor which allowed the sustenance of a common approach to facilitate communication among the various cultural backgrounds of people. Also, since the individuals working in the organization must have imbibed an acquired sense of international culture which is rhythmic to the organizational culture. When an individual gains international experience, his/her ability in dealing with culture on a global perspective becomes enhanced and that could be a reason why the manager did not face many problems in terms of communication.
Have you ever had hard time with you colleagues or subordinates who were neutral or too affective in terms of relationships (not revealing what they were thinking/feeling, no emotions showed off versus too extensive nonverbal and verbal display of thoughts and feelings, sometimes vehemently)
Zsófia states that there were instances in her team where a certain member had a higher portrayal of emotion. In terms of culture this could be explained by the fact that she belonged to a lower context of culture when compared to her peers where showing excessive emotions even in the workplace was regarded to be something normal. When dealing with individuals who are excessively emotional even in their workplace, it becomes difficult for a person who especially from a higher context of cultural background to empath with this behavioural characteristic. On the other hand, Zofia also mentions that there was a certain team member who was very placid in the terms of behaviour and it becomes difficult to know whether he is satisfied with his work environment, etc because of his inexpressiveness. This could be an obstacle many HR managers could face during performance evaluation where effective communication between peers and line managers are key elements towards strengthening a team’s integrative spirit.
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