Cross Cultural Leadership free essay sample

As new international businesses have developed rapidly over the world, international trading has occurred frequently. Moreover, the importance of cross-cultural leadership has been come out an enormous issue in most countries as well. However, because difficulty of language and cultural differences, senior managers who are overseas for work have some problems with adopting new culture and working with other managers. Therefore, international businesses need a program which could support them to succeed their task. This report will identity two nations from clusters and two dimensions, identity the problems, barriers and advice and gives 3 solutions and recommendations. 2. Definition Learning leadership would be the most important skill for cross-cultural relationship. House at al (2002, p5 in Liddell, 2005, p5) defines leadership as â€Å"the ability of an individual to influence, motivate, and enable others to contribute toward the effectiveness and success of the organization of which they are members. † Learning leadership skill encourages the international businesses to achieve their goals. . Clusters and dimensions The GLOBE project classifies 61 countries into 10 clusters. Two different countries: Australia, Korea: has been chosen from project GLOBE’s clusters to compare because two nations use different language and have different culture. According to Javidan (2005, p62), there are the nine GLOBE cultural dimensions: power distance, in-group collectivism, institutional collectivism, uncertainty avoidance, future orientation, gender egalitarianism, assertiveness, humane orientation, and performance orientation. In – group collectivism and uncertainty avoidance have been chosen to discuss between France and China. This is because according to Javidan et al (2005, p62) depicts a summary comparison of south Asian and Nordic European Culture clusters, it has been seen clearly there are enormous differences between two nations. 4. Challenges facing manager Robbins, Bergman and Stagg (1997, p569) define a senior manager as appointed person that have power with acceptable reason and have ability to effect on other people’s thinking and behaviors. Javidan et al (2005 p. 9) reports that the role of a senior manager is important to reduce losses of international company. Furthermore, to avoid the losses depends on how well a senior manager understands international transfer of knowledge. Therefore, we need to identify issues, problems and advice between China and France in the two dimensions. 4-1 In-group collectivism Managers and staff tend to be affected by their own culture. It has s een clearly from the figure2 (javidan et al, 2005, p64), two nations, China and France have opposite direction in the dimension of in-group collectivism. Javidan et al ( 2005, p66) illustrates managers who have a high level of in-group collectivist are willing to make close relationship with people in group and tend to avoid a relationship with members who are not part of them. As a result, staffs in China are likely to avoid outsiders while managers in France are trying to make a relationship with the staffs that would cause miscommunications between them. 4-2 Uncertainty avoidance According to the table3 (javidan et al, 2005, p62), China has a low score and France has high scores in the uncertainty avoidance which refers how well people try to orderliness, and are organized. Javidan researched (2005,p68) that a tendency to spend more time and take a lot of attempt on preparing their project is appeared in France’s high uncertainty avoidance cultural. On the other hand, managers in china have a tendency to spend more time during the project and when they find problems, they make a quick decision to change and change to a new idea. In other word, managers with high uncertainty avoidances cultural could make well-planned project and prepare and organize well the project. 5. Analysis and solution As discussed above, there are many problems of international transferring. Javidan (2005, p74) points out that difference of goals between local staff and transferred manager, cultural varies and mismanagement of relationship between managers and staff that comes from a lack of communication with two parties could cause a failure of international trading. He suggests that(2005,p74)both parties need to show clearly their common goals to succeed the transferring, to avoid conflict they need to discuss potential cultural differences each other and proper information for managers to manage relationship between local staffs and senior managers is needed in the new location. 6. Conclusion Cross cultural leadership skill is regard as important knowledge to succeed international transferring, as a new international publishing business has been formed between a European and an Asia. Lack of cross cultural knowledge could lead to a failure international transferring and eventually could result in crucially damaging in the business. Therefore, indentify common goals, understanding culture differences and varies and well- done a management of relationship between local staff and transferred managers are the way in which new international business would succeed and achieve their goals. . Recommendations †¢The international business companies should make a plan to defines common goals and success criteria between local staffs and transferring staff †¢Managers and staffs should discuss and identify cultural differences and cultural varies to find solutions together †¢The international business companies should provide social activities to avoid misman agement of the relationship between managers and staffs