Essay 1

Name : Sushant Khatri

Student ID: 11701341

Cross Cultural Management MGT 201

Case study individual assignment

Assessment 2
 Essay 2

Research Essay on Cross-Cultural Training

Introduction

In this recent era of increase in the competition globally cross-cultural plays a major role in

developing the business towards success. Cross-cultural is termed as the concept where the

individual deal with people from different regions, areas, or countries. Mostly, cross-culture

is used within the organisation where the employees from different locations work together to

attain the same focused goal of the organisation. At the same time, cross-cultural management

is defined as the study where learning is provided to the managers regarding cross-culture.

Cross-cultural management study has the major influence of culture on the managers as well

as the management practices that seek to boost the organisation productivity.

The essay aims to analyze the impact of cross-culture on the managers that are working

globally. The essay also examines the effectiveness of cross-cultural training to develop

different skills of global managers. Different theories of cultural management are discussed to

have a proper perceptive of the essay topic.

Impact of Cross-cultural training on global managers

According to Bierwiaczonek and Waldzus (2016), cross-cultural training is termed as the

process or practice used by the managers that seek to increase the capability of an individual

to cope up with the cross-cultures and have effective performance in the cross-cultural
 Essay 4

environment. Another author Primecz et al (2016), defines cross-cultural training as one of

the ways that seek to manage diversity within the cross-cultural workplace. Cross-cultural

training has a major contribution in developing understanding among the employees

regarding the different cultural values, as well as ethos.

As per the analysis, cross-cultural training is efficient enough to develop the skills of

managers like training skills, knowledge skills. These skills motivate the global managers to

maintain the cultural diversity within the organisation. Through proper cross-cultural training,

global managers can easily have compatibility with the employees and can easily handle the

issues. At the same time, Charoensukmongkol (2020), states that cross-cultural training

provides benefits to the global managers by making them learn regarding other country's

cultures and ways they admire the work. However, cross-cultural training practices rely on

various factors like the structure of the training program, continuity of training program,

program quality, performance consistency, etc. These factors are essential for the effective

training of global managers while dealing with cross-culture people. For example, the

manager of Indian culture should admire the culture of foreign countries in the same way as

its own country. This seeks to have adjustments with the people from a different culture and

different problems can be avoided.

In contrast to this, Hoppner et al (2015), certain issues are faced by cross-cultural managers

while dealing in a cross-cultural environment. The communication gap is one of the major

challenges that are unavoidable with cross-cultural management. Eventually, the major reason

for the communication gap is not the language barrier but the different perceptions all have

because of different regions, areas, or backgrounds. Other issues faced by the global

manager's variations in belief rituals, instability in the political circumstances, etc. Therefore,

cross-cultural training is significant to avoid any kind of issue and deal with it effectively.

Moreover, different cross-cultural training models include making aware the managers

regarding the cross-cultural skills, country-specific training is also provided to the global

managers in this proper knowledge is provided regarding the specific area. Based on the

analysis, it can be identified that cross-cultural training has a positive impact while working

in a different region or location. In addition, training of cross-culture also helps the managers

to have a proper adjustment of performance of global managers. Like, they can easily interact

with the other culture employees and motivate them towards their goals (Zhang and

Peltokorpi, 2016). This will also help them to avoid any kind of discrimination among the

employees working from a different culture. Cross-cultural training alleviates the negative

aspects of the managers and puts them in the right way which is profitable for the
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organization's growth. Cultural training also makes global managers habitual to different

cultural beliefs and perceptions. This minimizes any kind of shock for the manager if proper

training is taken. This also helps in increasing trust among cross-cultural businesses. The

performance is also maintained among the virtual global teams as well through effective

cross-cultural training. The global managers can easily understand the other employee’s

perceptions and work accordingly (Berry, 2015). Working with collaboration is a good sign of

effective cross-cultural training provided to global managers. This indirectly forces the virtual

teams to accomplish the task with proper clarity. Along with this, cultural teams result in

strong financial performance as well as effective teams that can easily handle the situations

and avoid any kind of risk of misunderstanding. Hence, this reveals the appropriate training

efficiency of global managers in the context of cross-cultural training. When there is an

effective training program that provides proper learning of cross-cultural then this result in

high productivity and high performance of the company. Hence, the employees will work

with interest and there will not be any kind of conflict.

Andresen and Bergdolt (2017), describe the certain theory of cross-culture management that

is relevant to be used in the organization to benefit the global managers towards cross-

cultural training. Cross-cultural management theory includes Hofstede's cross-culture that

helps the global managers to know about the country's people's perceptions in terms of

values, beliefs, culture, etc. Hofstede's cross-culture theory is the cultural dimension that

provides knowledge regarding cross-cultural communication. This theory helps in

understanding the differences in the culture across the countries. It comprises of different

dimensions such as power distance, individualism v/s collectivism, masculinity versus

femininity, uncertainty avoidance, long and short-term orientation, and indulgence. Power

distance is termed as the inequality that is accepted by the people that have power and the

people that do not have power (Groves et al., 2015). When the country scores high then it

denote that the country accepts inequality. At the same time, when there is a low score then it

reveals that the people in a particular country do not accept the situations where the

inequality is raised. Individualism is another cultural dimension that reflects on the

relationship the people have with other communities. When the country has a high score then

it denotes weak interpersonal connection at the same time, a country with a low score denotes

maintaining collectivity among the people and likes to work in the group. Masculinity v/s

femininity is where the role is distributed among men and women (Sit et al., 2017).

Uncertainty Avoidance describes how people can control the tough situations. It has been

analyzed that the countries with high scores take proactive measures like they are ready for
 Essay 8

the uncertainty. On the other hand, the country who has low score are relaxed they are not

worried about any kind of uncertainty. They do not take any kind of measures. Based on this

theory it can be determined that global managers can use this theory to predict the country's

beliefs and values and conduct cross-cultural training accordingly. This theory can be

implemented easily by global managers.

Furthermore, a different recommendation can be provided to global managers to address the

issues faced while having cross-cultural training. The global managers need to reflect on the

communication barriers and try to understand other’s perspectives so that there may not be

any kind of conflict among the cross-culture people. The global managers should focus on

treating equally all the employees working from a different culture. They should also

collaborate with the team members and engage them in decision making. It is essential to

engage the employees in the decision making of the company so that they may not feel that

they are from different cultures. The global managers should encourage cultural diversity in

the companies (Ramsey and Lorenz et al., 2016). The motivation is also significant to

motivate the employees for the work. The global managers need to take care of all the things

like if employees face any kind of problem, whether they are comfortable or not with the

assigned tasks. These polite actions would help to address the cross-culture issues faced by all
 Essay 9

the companies in their workplace. The global managers should also behave concerning all the

employees and give proper training to the newly hired employees. In the training, it is

essential to make them aware of how they should behave and act with cross-culture

employees. It can also be said that if the managers will not treat all the employees equally

then the employees will also behave in the same way.

Conclusion

From the essay discussion, the conclusion can be made that conducting cultural training is

quite effective to maintain a positive environment in the organisation by the global managers.

It is quite easy to eliminate conflicts in the context of cultural issues. It has also been

analyzed that the Hofstede model helps in understanding effectively the cross-culture people.

Global managers through cross-cultural training can easily know the perception of people

from a different culture. It has been demonstrated from the above discussion that there are

certain issues faced by global managers while doing business globally. It includes such as

communication gap is one of the major challenges which cannot be avoided while doing

cross culture business.

References

Ramsey, J. R., & Lorenz, M. P. (2016). Exploring the impact of cross-cultural management

education on cultural intelligence, student satisfaction, and commitment. Academy of

Management Learning & Education, 15(1), 79-99.

Sit, A., Mak, A. S., & Neill, J. T. (2017). Does cross-cultural training in tertiary education

enhance cross-cultural adjustment? A systematic review. International journal of

intercultural relations, 57, 1-18.

Groves, K. S., Feyerherm, A., & Gu, M. (2015). Examining cultural intelligence and cross-

cultural negotiation effectiveness. Journal of Management Education, 39(2), 209-243.

Andresen, M., & Bergdolt, F. (2017). A systematic literature review on the definitions of

global mindset and cultural intelligence–merging two different research streams. The

International Journal of Human Resource Management, 28(1), 170-195.

Berry, J. W. (2015). Global psychology: Implications for cross-cultural research and

management. Cross Cultural Management.

Zhang, L. E., & Peltokorpi, V. (2016). Multifaceted effects of host country language

proficiency in expatriate cross-cultural adjustments: a qualitative study in China. The

International Journal of Human Resource Management, 27(13), 1448-1469.

Hoppner, J. J., Griffith, D. A., & White, R. C. (2015). Reciprocity in relationship marketing:

A cross-cultural examination of the effects of equivalence and immediacy on relationship

quality and satisfaction with performance. Journal of International Marketing, 23(4), 64-83.

Charoensukmongkol, P. (2020). The efficacy of cultural intelligence for adaptive selling

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Global Marketing, 33(3), 141-157.

Primecz, H., Mahadevan, J., & Romani, L. (2016). Why is cross-cultural management

scholarship blind to power relations? Investigating ethnicity, language, gender and religion in

power-laden contexts.

Bierwiaczonek, K., & Waldzus, S. (2016). Socio-cultural factors as antecedents of cross-

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Cross-Cultural Psychology, 47(6), 767-817.