Cross Cultural Training Essay

globalization of business has led to cross border flows of physical, financial and human resources. It has resulted in twain a large estimate of citizenry diddleings abroad, as well as an increasingly multi ethnical internal written report environ reach break throughst. To face the ever growing competition, organizations be expanding their businesses, outsourcing and even establishing offices all overseas. Organizations argon not tho searching the world for opportunities to sell or source but also to find intellectual capital- the worlds best talent and ideas.This brings pertly employees of contrasting origin, language and subject field farming thus adding tangledities to the finale of domestic organizations. Effective use of cross heathenish police squads finish provide a source of experience and innovative persuasion to enhance the competitive order of organizations. However, heathenish differences often bleed to misunderstandings, frustrations, cultural s hock etc. These stir to be tackled effectually if the benefits of a diverse and talented work imbibe argon to be realized.Another dynamic factor that brings just virtually a cultural change deep down organizations is cross border acquisitions. M all domestic companies ar entering foreign markets and signing merger deals. Other companies such as the mavens in the IT sector ache businesses which depend heavily upon foreign markets. This has necessitated the maturement of competent global managers who would be able to work in impudent surroundingss efficiently and will act as a bridge betwixt the p argonnt company and its subsidiaries. Working effectively in cross-cultural background is becoming of vital competence for aspiring managers.Organizational research has shown that cross- cultural instruct mitigates or proactively guards against the frustrations, misunderstandings and culture shock often resulting from cross-cultural interactions that lead to poor adjustment and job performance. (Harris and Kumra 2000). This paper attempts to define the possible sources of cross-cultural differences and illustrate a failed cross cultural merger through and through a eggshell show. It then goes on to highlight the cross cultural challenges and issues to be considered in designing cross cultural fosterage. OBJECTIVES OF THE STUDY 1.To understand the partful factors that lead to cross-cultural differences. 2. To locate the get wind cross cultural challenges. 3. To identify issues to be considered turn designing cross cultural cooking. METHODOLOGY A literature ken was makeed to study the issue and its various implications. Information was collect from various articles about cross cultural training. An opinion survey was conducted regarding key issues in cross-cultural training. A total of 10 professionals from large inter issue organizations both in India and abroad replyed to the survey betwixt 1st and thirtieth November 2009.The responses wer e collected through interviews and telephonic conversations. This was a preliminary study, and the small size of the sample substance that definitive conclusions thr geniusnot be drawn, but rather an declaratory trend can be observed. Sample 1. 10 respondents from 10 divergent companies responded to the survey. 2. Positions held in spite of appearance the organizations Senior Management level 3. Organizations Financial Services, Consumer Business, Construction, Manufacturing, Import and Export, Telecoms, Media and applied science 4. Size of Organizations more than 1000 employeesCulture is a powerful force which plays an authorized role in how businesses are run and managerial decisions are made. Professionals in nows multicultural global business companionship frequently encounter cultural differences which can at ms deputise with the organizational working. The nature of international collaborations is such that professionals need to be sensible of differing perspectiv es and cultures. Working across significant differences in culture is a complex process involving intellectual and emotional challenges. It takes learning and exposure to accurately typify the vagaries of cross-cultural issues.Sensitivity to other global views- managing in a varied culture and new business environment presents challenges for the somebodys, their team and the organization. To understand these challenges, one must first understand the definition of culture. Culture can be defined as, A perceptual structure of human activities that include, airs, de conditionine, arts, beliefs, languages, custom, dress, rituals, manners, religion, laws, morality, & code of honors. It basi countery refers to a group of people with whom we share common experiences that shape the musical mode we understand the world.It includes groups that we are born into, such as sexual practice, race, or national origin. It can also include groups that we join and become part of. For example, we can acquire a new culture by moving to a new region and even by a change in our economic status. In an organization, culture defines, decision-making practices, communication styles, working styles and solves how we act and respond in the working world. Cultures differ distinctively in the focussings they desire to resolve universal problems. These differences can create obstacles to smooth collaborations.When people from disparate cultural groups take on the challenge of managing international businesses by working together with the global community, cultural note values sometimes conflict. superstar can misunderstand another, and react in ways that can hinder what are otherwise promising partnerships. There are several frameworks which shake up been essential in making comparisons across cultures. One of the almost widely utilise frameworks in managerial settings, is that of Geert Hofstede. Dr. Geert Hofstede conducted perhaps the most comprehensive study of how value s in the workplace are influenced by culture.From 1967 to 1973, while working at IBM as a psychologist, he collected and analyzed data from over 100,000 individuals from forty countries. From those results, and later additions, Hofstede increaseed a model that identifies four native dimensions to distinguishableiate cultures. He later added a fifth dimension, Long-term druthers. Hofstedes cardinal cultural dimensions 1. Power Distance Index (PDI) focuses on the form of equality, or inequality, between people in the countrys society. A senior high school Power Distance be indicates that inequalities of power and wealth hold been put uped to grow within the society.These societies are more analogously to follow a caste system that does not allow significant upward mobility of its citizens. A disordered Power Distance rank indicates the society de- shows the differences between citizens power and wealth. In these societies equality and opportunity for everyone is stressed. 2 . Individualism (IDV) focuses on the power point the society reinforces individual or collective, achievement and interpersonal relationships. A higher(prenominal)(prenominal) Individualism rank indicates that individuality and individual rights are paramount within the society.Individuals in these societies may tend to form a larger number of looser relationships. A Low Individualism ranking typifies societies of a more collectivist nature with close ties between individuals. These cultures reinforce extended families and collectives where everyone takes responsibility for chap members of their group. 3. Masculinity (MAS) focuses on the course the society reinforces, or does not reinforce, the tralatitious masculine work role model of male achievement, give, and power. A High Masculinity ranking indicates the country experiences a high degree of gender divergentiation.In these cultures, males dominate a significant portion of the society and power structure, with females e xistence controlled by male domination. A Low Masculinity ranking indicates the country has a low level of differentiation and discrimination between genders. In these cultures, females are treated equally to males in all aspects of the society. 4. precariousness turning away Index (UAI) focuses on the level of tolerance for un authorizedty and ambiguity within the society i. e. unstructured powers. A High Uncertainty Avoidance ranking indicates the country has a low tolerance for uncertainty and ambiguity.This creates a rule-oriented society that institutes laws, rules, regulations, and controls in order to reduce the amount of uncertainty. A Low Uncertainty Avoidance ranking indicates the country has less concern about ambiguity and uncertainty and has more tolerance for a variety of opinions. This is reflected in a society that is less rule-oriented, more readily accepts change, and takes more and greater risks. Geert Hofstede added the pursuance fifth (5th) dimension after conducting an additional international study using a survey instrument developed with Chinese employees and managers.That survey resulted in addition of the Confucian dynamism. Subsequently, Hofstede described that dimension as a cultures long-run Orientation. 5. Long- edge Orientation (LTO) focuses on the degree to which the society embraces, or does not embrace, long-run devotion to traditional, forward thinking values. High Long-Term Orientation ranking indicates the country prescribes to the values of long-term commitments and respect for tradition. This is thought to support a strong work ethical code where long-term rewards are expected as a result of todays hard work.However, business may take longer to develop in this society, particularly for an outsider. A Low Long-Term Orientation ranking indicates the country does not reinforce the concept of long-term, traditional orientation. In this culture, change can occur more rapidly as long-term traditions and commitments do n ot become impediments to change. Indias ranking on the five cultural dimensions of Hofstede pic India has Power Distance (PDI) as the highest Hofstede Dimension for the culture, with a ranking of 77 compared to a world average of 56. 5.This Power Distance piss for India indicates a high level of inequality of power and wealth within the society. This condition is not necessarily subverted upon the population, but rather accepted by the population as a cultural norm. Indias Long Term Orientation (LTO) Dimension rank is 61, with the world average at 48. A higher LTO score can be indicative of a culture that is perseverant and parsimonious . India has Masculinity as the third highest ranking Hofstede Dimension at 56, with the world average just slightly lower at 51. The higher the country ranks in this Dimension, the greater the gap between values of men and women.It may also generate a more competitive and forceful female population, although hush less than the male population. Ind ias lowest ranking Dimension is Uncertainty Avoidance (UAI) at 40, compared to the world average of 65. On the lower end of this ranking, the culture may be more turn out to unstructured ideas and situations. The population may have fewer rules and regulations with which to attempt control of every unknown and unexpected event or situation, as is the case in high Uncertainty Avoidance countries. Defining Cross pagan TrainingCross-cultural training in general can be defined as Any intervention aimed at increasing an individuals capability to cope with and work in foreign environment (Tung, 1981, in Zakaria, 2000). Hence cross-cultural training involves all the methods like lectures, pretension etc. used to make the person familiar with a different culture. It involves interacting with and/ or comparing two or more cultures, & understanding their values, beliefs, & norms. The term cross-cultural training because is broad enough to include differences in areas like language abiliti es, business etiquettes, beliefs and values, social system, negotiating styles etc. f any culture. Cross-cultural training has also been defined as Formal methods to bring in people for more effective interpersonal relations and job winner when they interact extensively with individuals from cultures other than their own (Brislin and Yoshida, 1994). The advantages from cross-cultural training have been listed as following (Zakaria, 2000 2) 1. A means for constant switching from an automatic, al-Qaeda culture international management mode to a culturally pliant and gratifying one 2.An aid to improve coping with unexpected events and cultural shock in a new culture 3. A means to reduce uncertainty of interactions with foreign nationals 4. A means for enhancing expatriates coping abilities normal of cross-cultural training Organizations are ask to choose between culture specific or culture general training, which areas of the culture to focus upon and what are the personal requir ements of the person who might have to deal with a situation like this or who is shifting to a different culture for work.The study by Hun and Jenkins (1998) mentions following issues for the cross-cultural training 1. Different aspects of time like promptitude- The time factor here involve two dimensions that are punctuality and relationship dimension. While in some cultures like USA startle and ending on time are very important in others like South American countries that may be considered exceptional. Some cultures choose to take time for relationship building, which may not be acceptable at all in others. Hence cross-cultural barriers related to time need to be taken care of. 2.Linguistic barriers- slope is being used for most transactions but then usage of English tends to change with the country contexts. For example the pronunciation in India is significantly different from the American way. Secondly certain terms may have different meaning in different languages hence cont ext also plays an important role. In case of countries with different languages the expatriates must be trained in opening dialogues and discussions with the help of translators. 3. Different business practices- Like conduct in meeting and unstructured and open discussion.Hofstedes (2001) dimensions like power keep can play an important role in situations like conduct during the meetings. In cultures with lower power distance the employees may tend to call their bosses with their first names while this may be impossible in cultures with higher power distances. Hence developing a first hired man fellowship about the practices is very important. 4. Cultural stress (ambiguity and difference of perceptions)- The training should also involve methods to counter stress and to interpret situations. The expatriates will have to understand the situations on their own and then form perceptions.The training should subjugate any kind of stereotyping where trainees may be lead to believe cert ain things about any culture. The culture may broadly explain value system of a community or country but every individual is different. Hence any individual with a pre-formed notion about the culture will be shocked to see people different from his beliefs leading to lot of confusion and stress. 5. Body language and greetings- The way emotions are expressed in the various cultures may differ, for example the face expressions and hand gestures may convey different meanings in different cultures.Cross-cultural training should have components related to both general orientation and specific acquisition development (Harrison, 1994). The component of general orientation here consists of self perspicacity (dealing with change, stress management and identifying attributes) and cultural awareness (general dimensions, national values and work place incidents). The specific development on the other hand consists of knowledge acquisition (area studies, language studies and host attitudes) an d skills training (case studies, area simulation and behavior modeling).Hence the training should focus on providing trainee the knowledge about national cultures and attitudes in the host country in the first phase while in second phase the trainee should be made to go through a rigorous process of handling the situations in a fictive environment. This will help the trainee to acquire hands-on experience. The paper by Nicola (1993) suggests following issues for cross-cultural training Feed back Getting beyond culturally determined stereo types How to raise and deal with cultural stereotype How to counsel employees teach and team building Resolving conflicts (those including various ethnic groups at work place) Counseling so as to go beyond all kinds of stereotypes and perceptions. aft(prenominal) the internet revolution things have vastly changed for various organizations. For example many another(prenominal) firms use internet as a medium to coordinate between different employ ees working in different locations as a team like one of the team members would be in India, other one might be in Europe and third one in South America.The group dynamics in these situations becomes very important hence the employees must also be trained at handling people from diverse cultures at the same time ensuring equal treatment and opportunities for all. One of the most important factors that is often forgotten while designing the training schedules is the requirement of the employees. The design of training program should be made property in mind the length of stay in the host country, type of function he/she will have to perform, degree of socialization required by the employee and the personal characteristics of the employees (like interpersonal skills).Hence cross-cultural training program should be customized for each employee to a certain extent. Its not tho the employee who needs to be trained the family of employee should also be trained on certain issues like cu ltural differences. Many firms have started giving repayable importance to the training of spouse because the socialization of expatriate and job achiever to a large extent will depend upon socialization of his family discover Cross Cultural Challenges Cultural dissimilarities affect the ability to be effective in a foreign market.Some of the root causes for the problems arising in internationalist businesses result from differences in communication styles, decision-making styles and working styles. Communication Style The way people communicate varies widely between and even within cultures. Recognizing the preserve of culture on communication style is essential to the success of cross-cultural business communication. Decision making- Decision- making processes differ from culture to culture.Some cultures emphasize individual autonomy and responsibility while others focus more on group participation. Working styles- The working styles may differ on the ground of elements such as leadership, conflict management, level of co-operation, competition among colleagues, teamwork, autonomy, etc. compositors case Study Daimler Chrysler- A Cultural Mismatch? Synopsis An example of a cross-cultural failure has been that of DaimlerChrysler. Both sides in the partnership set out to show that intercultural hurdles would and could be overcome in their global merger.Articles in the Wall Street Journal and Business Week suggested however that Daimler Chrysler underestimated the influence of culture, and due to culture clash, almost two years later was still struggling to become a unified global organization. In the plosive leading up to the Daimler-Chrysler merger, both firms were performing quite well (Chrysler was the most profitable American automaker), and there was widespread expectation that the merger would be successful (Cook 1998). People in both organizations expected that their merger of equals would allow each unit to benefit from the others strengths and capabilities. Stockholders in both companies overwhelmingly approved the merger and the stock prices and analyst predictions reflected this optimism.