Intercultural management

Intercultural management is the field of science that most generally deals with the study of the relationship between management and culture. We can call them a process that seeks to build a unified organizational culture. It is used in organizations where there are people from different ethnic groups with other roots but living in the same society.

It is also necessary to analyze the behavior of the community before entering the new market in order to avoid rejection due to cultural tolerance. For a long time, managers have been wondering how to combine the customs and habits prevailing in many regions and choose the right management strategies for them. An international manager should, as the needs arise, consult problems that relate to cultural differences. Currently, many international corporations operate on the market, which have a problem with that.

Intercultural management is often made up of negotiations and international contacts. They help to understand the cultural differences that appear in interpersonal communication. It is also worth establishing new acquaintances, because you can always learn something that is not as widely used as in our cultural circles. Not only can we take an example from other traditions or customs but, of course, they can also serve as a warning or what should not be used.

Considering gaining experience and valuable knowledge, we can treat intercultural management as an educational sphere. All changes that occur in organizations due to adaptation to other cultures are designed to increase efficiency in the functioning of the company. The task of intercultural management is also to find new countries due to foreign investors.

According to Bartlett and Ghoshal, there are two models of intercultural management:

• a global model in which the most important is the presence of as many places as possible. We try to adapt to any news appearing on the market
• about decreasing patterns, where we try to make the most popular products not take into account local adjustments

Each manager and not only depends on the company in which he works could operate on an international scale. The following principles of intercultural management should be taken into account:

• all management patterns should be based on already tested standards
• Unified beliefs and values ​​are the strength that leads to the unification of corporations
• one of the key success factors in an organization is having a diverse pool of talents that we can not replace through any knowledge building systems

Examples of Intercultural management

1. Developing Cultural Awareness: It is important for managers to be aware of other cultures when working with people from different backgrounds. It is important to understand how different cultures view different management techniques and how to apply them in the workplace. This can involve training employees on cultural values, norms, and expectations. For example, a manager in a predominantly Muslim organization may need to be aware of the specific protocol for greeting and interacting with employees.
2. Establishing Cross-Cultural Communication: In order for effective intercultural management to take place, it is important for managers to understand how to communicate effectively with people from different cultural backgrounds. This can involve training employees on language, body language, and non-verbal communication. It can also involve implementing policies that encourage communication between different cultures and providing resources to help employees better understand different cultural perspectives.
3. Creating an Inclusive Environment: It is important for managers to create an environment where employees feel comfortable and accepted. This can involve training employees on cultural sensitivity, understanding different cultural norms, and providing resources to help employees better understand different cultures. It can also involve implementing policies that promote diversity and inclusion and providing resources to help employees recognize and address cultural biases.
4. Promoting Cultural Competency: Managers should also work to promote cultural competency in the workplace. This can involve providing resources and training on cultural intelligence and understanding different cultures. It can also involve implementing policies that promote cultural understanding and providing resources to help employees better understand different cultures.
5. Managing Change: Intercultural management can also involve managing change in the workplace. This can involve implementing policies that promote change and encouraging employees to embrace different cultural perspectives. It can also involve providing resources to help employees understand different cultural values and norms and creating a supportive environment for employees to adapt to change.

Advantages of Intercultural management

Intercultural management has a number of advantages. Firstly, it develops a better understanding of different cultures, and thereby creates a more tolerant and accepting organizational culture. Secondly, it encourages communication and cooperation at both the individual and organizational level. Thirdly, it reduces the risk of cultural misunderstandings and enables the organization to be more agile and responsive to changing market conditions. Fourthly, it increases the efficiency and effectiveness of the organization, as employees are able to draw on the strengths of different cultures. Finally, it improves employee satisfaction and organizational performance by creating a more diverse and inclusive workplace.

Limitations of Intercultural management

Intercultural management has certain limitations. These include:

• Language barriers: A lack of fluency in the language of the host country can lead to communication issues and misunderstandings among members of the same organization.
• Cultural differences: Different cultures may have different values and beliefs, which could lead to conflict in the workplace.
• Unclear expectations: It can be difficult to determine what is expected of employees in a new culture and how they should behave.
• Lack of trust: Employees may be hesitant to trust each other due to their different backgrounds and cultures.
• Legal issues: Laws in different countries may be different, making it difficult to ensure compliance with all applicable regulations.
• Economic differences: Different economic systems may lead to differences in how organizations operate and how they interact with each other.

Other approaches related to Intercultural management

Introduction: Intercultural management is a process used in organizations with people from different cultures, and there are many approaches that can be used to effectively manage intercultural differences.

• Organizational Learning: This approach focuses on learning from different cultures and involves creating an environment of knowledge sharing and understanding.
• Leadership Development: This approach focuses on developing leadership skills that are sensitive to cultural differences and can help to bridge the gap between cultures.
• Cross-Cultural Communication: This approach focuses on developing effective communication strategies that can be used to bridge the gap between cultures.
• Cultural Diversity Training: This approach focuses on teaching employees how to be respectful and sensitive to the cultural differences in the workplace.
• Organizational Culture: This approach focuses on creating a unified organizational culture that is inclusive and respectful of different cultures.

In summary, Intercultural management is a process used in organizations with people from different cultures, and there are many approaches that can be used to effectively manage intercultural differences, such as organizational learning, leadership development, cross-cultural communication, cultural diversity training, and organizational culture. Each approach has its own focus and can help to create an effective and respectful intercultural workplace.

Intercultural management — recommended articles

Mary Parker Follett — Organizational behavior — Change management — Organizational innovation — Managing diversity — Change management model — Management by values — Leadership models — Determinants of culture

References

• Egan, T. M., Yang, B., & Bartlett, K. R. (2004). The effects of organizational learning culture and job satisfaction on motivation to transfer learning and turnover intention. Human resource development quarterly, 15(3), 279-301.
• Ghoshal, S., & Bartlett, C. A. (1990). The multinational corporation as an interorganizational network. Academy of management review, 15(4), 603-626.