Yet the study could have been more thoroughly defined from an empirical standpoint, specifically focusing on the impact of any training programs on interns' changed perception of time. Training programs for Japanese companies often stress the long-term role of strategies over short-term, burst-like results as perceived by Japanese managers of western management styles (Neelankavil, 1992; p
¶ … Cross Cultural Management The concept of cross-cultural management research has often been defined using Hofstede's definition of culture. According to Hofstede, culture is the collective programming of an individual's mind which effectively distinguishes people belonging to a given group or even category from the rest of the people (Hofstede, 1997, p
¶ … Cross Cultural Management The concept of cross-cultural management research has often been defined using Hofstede's definition of culture. According to Hofstede, culture is the collective programming of an individual's mind which effectively distinguishes people belonging to a given group or even category from the rest of the people (Hofstede, 1997, p
¶ … Cross Cultural Management The concept of cross-cultural management research has often been defined using Hofstede's definition of culture. According to Hofstede, culture is the collective programming of an individual's mind which effectively distinguishes people belonging to a given group or even category from the rest of the people (Hofstede, 1997, p
78) defined the concept of cross-cultural management as the management of individuals as well as things that entails different and diverse cultural backgrounds. Cross-cultural-management therefore teaches us how to effectively overcome the various conflicts that arises from the heterogeneity of the concept of culture as well as the provision of a management mechanism that runs across the various cultural backgrounds with the need of exerting the largest potential value to a given enterprise (Li,2000)
78) defined the concept of cross-cultural management as the management of individuals as well as things that entails different and diverse cultural backgrounds. Cross-cultural-management therefore teaches us how to effectively overcome the various conflicts that arises from the heterogeneity of the concept of culture as well as the provision of a management mechanism that runs across the various cultural backgrounds with the need of exerting the largest potential value to a given enterprise (Li,2000)
These multinational companies become carriers of highly convergent practices that are employed across various national boundaries. Culture is regarded by several management theories as the all important glue which helps in binding various diverse business units into a highly coordinated and very cohesive "families" (Rhinesmith, 1991)
Various definitions exists all of which are reflective of the different theories for comprehending the criteria for the valuation of human activity. Among the existing definitions, the one provided by Hofstede is the one that is widely accepted as well as adopted for the theories in the field of cross-cultural management studies (Samovar and Porter,1991)
160).It is important for the various types of culture to be evaluated in order to enable managers to better serve their organizations and their workforce (Trompenaars and Wooliams,2003)
Cook (2011) discuss the five principles of an effective cross-management program. These revolve around: Awareness of cultural differences Development of the globally diverse workforce Adequate selection and integration of the executives Acknowledgement of challenges, and Multicultural team building (Bernhard and Cook, 2011)
Some definitions, as is the case of Shonhiwa (2008), are simplistic and limited to mentioning the scope of cross-cultural management. Other definitions nevertheless, like Adler's (Browaeys and Price, 2008), are more comprehensive and include not only the end scope of cross-cultural management, but also offer details of how the objective would be attained
"Cross-cultural management is not international management per se. […] Cross-cultural management: Allows researchers and practitioners to know where they and others are coming from Allows researchers to identify under researched areas [and] Throws new light on emerging areas like knowledge management and systems theory, and their role in shaping the culture of people" (Bhattacharyya) "Cross-cultural management explains the behavior of people in organizations around the world and shows people how to work in organizations with employees and client populations from many different cultures
Ultimately, Dumetz militates for a more in depth look at the Russian culture and argues on the importance of cultural adaptation to business situations: "A new field of business management can help in understanding the hidden layers of the Russian culture: cross-cultural management. Composed of a bit of anthropology, a bit of sociology and a lot of management theories, this new field helps understanding why the culture is different" (Dumetz)
During 1990, other fast food chains had not penetrated the Russian market and McDonald's benefited from being the first present in the market. It gradually capitalized on a wide array of opportunities offered by the enclosed economy, but was also faced with the necessity of dealing with several barriers, such as increased corruption or a tedious legislative process (Francis, 2008)
Hence, Russian clients felt that the consultants were using economic criteria and rationale, which might be fine in a Western market economy, but which patently did not work in Russia especially now. This was seen as high-handedness and it went hand in hand with a Western reluctance to recognize that there had been industrial achievement during the Soviet period" (Holden, 2002)
Another cultural barrier encountered was the sense of pride and the general reticence with which the Russians perceived the Westerners. In order to reduce this negative perception, the managerial team at McDonald's implemented two strategies Donating part of the revenues cashed to charity causes (McDonald's Website) and Collaborating with local providers to get fresh produce but also to produce the food items (Kramer, 2010)
To enhance the local food preferences, McDonald's Russia have included potato wedges, cabbage pie and cherry pie. In the year 2005, McDonald's initiated breakfast menu and stronger coffee at different locations in Moscow that enabled commuters who left early for work, to avoid traffic and eating out" (Krishnani, 2011)
Cross cultural management is generically understood as an administrative act which seeks to efficiently lead the culturally different staff members. However, to gain a more comprehensive understanding of the concept, the following definitions were retrieved from the specialized literature: Cross-cultural management is "an inclusive approach to leadership that seeks to build bridges across cultures" (Shonhiwa, 2008)
And it intends to further increase is popularity within the country by increasing the number of stores. In 2010 for instance, the company allocated budgets to increase the number of its stores in Russia by 15 per cent (Team, 2011)
These revolve around: Awareness of cultural differences Development of the globally diverse workforce Adequate selection and integration of the executives Acknowledgement of challenges, and Multicultural team building (Bernhard and Cook, 2011). Rahul Hameed (2010) created a more schematic approach to cross-cultural management