Managing Across Cultures.docx
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Managing Across Cultures.docx
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ManagingAcrossCultures
ManagingAcrossCultures
Introduction
Withthedevelopmentofworldeconomy,globaleconomicintegrationhasbeenstrengthening.Businessinternationalizationhasbecomeanirresistibletide.Moreandmorehospitalitycompaniescarryoutacross-borderoperations.Transnationalhotelenterprisesarenotonlyacross-borderandacross-regionaloperatedbutalsomanagedacross-cultural,sincetheyareindifferentculturalbackgroundsandgeographicalenvironments.
Intheeconomicglobalization,culturalexchangeandcollision,conflictandintegrationofvalues,andethicshavebeenaccompaniedbyeconomicandsocialdevelopmentprocess,soimportanceandurgencyofcross-culturalmanagementisobvious.Localizationofforeign-investedenterprises,businessglobalizationandinternationalizationphenomenaarerelatedtomorecomplicatedvaluesandculture,andmoralpluralism.
Cultureisasocialphenomenon,anditisthenationalvaluesderivedfromacommonbehavior,opposingtoindividualvaluesandbehavior.Theessenceofcultureistherelativestablevaluessharedbycertaingroupsandnations.Cultureisthetotalwayoflifeofapeople.Itincludesvalue,language,technology,economyandpoliticalsystemandsoon.Theculturalvaluepatternmaystrengthentherelativeimportanceofoneofthesevaluesovertheotherone.(PiotrRadkiewicz,AgnieszkaGolecDeZavala,KrystynaSkarżyńsk,2008,p.227).
Culturalmanagementisasubsetofcultureanditisawork-relatedvalues.Hospitalityindustriesfindefficientallocationofresourcesandsupportworldwideunderinternationaleconomiccompetitionandcooperation.Managingacrosscultureshasbecomeanissuetomodernenterprisemanagement.Studieshaveshownthatabout35%-45%ofcross-regionaloperationisendedinfailure,anditsmainreasonistoneglectculturaldifferencesontheimpactofenterprisemanagement.Thus,whetherhospitalityindustrypaysattentiontomanagingacrosscultureandculturaldifferencesinordertoadapttodifferentcultures,itplaysavitalroletooperatesuccessfullytheglobalchallenges.
Thebackgroundofculturalmanagement
Culturalmanagementsupposeshumanbeingsassocialmanwhoattachesimportancetoemotionandvalueusinginmanagement.Itmeanscompany’valuesareinstilledintoeachemployee,generousspacefordevelopmentareprovidedsothatsubjectiveinitiativearestimulated,enthusiasmandcreativityarearoused,finallyindustrywouldachievealeapbeyondsystemmanagement.Itisnecessarythatculturalmanagementgraduallyexposedwhilescientificmanagementmovedadeclineinthelate1980s.
A.theassumptionofeconomicmanwasdivorcedfromreality
B.Thewaveofknowledgeeconomy
C.Competitionwaschangedfromproductivitytoservice
D.Thetrendofeconomicglobalization
Inthesefourreasons,culturalmanagementgraduallyexposed,insteadofscientificmanagementtobecometheforefrontinmanagementtheory.AsresultofapioneeringinvestigationofGeertHofstede(1980-2001),nowweknowenoughaboutofthecharacteristicsthatdefineaculturemanagementinparticularthecultureinthelabourset.(F.J.Landy,J.M.Conte2005,p.26)
Managingacrosscultures
Theoreticalframework
MorefamoustheoriesofmanagingacrossculturesareHofstede’sCulturalDimensionsandTrompenaars’CulturalDimensions.
Aregionwithsocio-culturalconditionssimilarforallprofessionalgroups,thoseconditionsareindependentofprofessionalgroup.(WillibrordBeemsterboer,RoyStewart,JohanGroothoff,FransNijhuis,2008,p.345)
Hofstede’sCulturalDimensionsthoughtculturedifferencesindifferentcountriesandnationsareinfiveaspects:
PowerDistanceIndex,Individualism,Masculinity,UncertaintyAvoidanceIndexandLong-TermOrientation.Wecandrawsomedifferences betweenUnitedStatesandUnitedKingdominaccordancewithhistheoryintable1.
Table1The5DModelbetweeninUnitedKingdomandUnitedStates
PDIPowerDistanceIndex
IDVIndividualism
MASMasculinity
UAIUncertaintyAvoidanceIndex
LTOLong-TermOrientation
Resource:
http:
//www.geert-
Importantofmanagingacrosscultureforhospitality
HotelGroupscontinuetoenhancetheirglobalbusinessperformancethroughinternationaloperations.HotelGroupsachievecross-borderoperations,optimalallocationandexpandingscaletoeffectiveexpansionthroughdelegatedadministration,franchiseandothermanagementmethods.Atthesametime,transnationalbusinessesareatdifferentculturalbackgroundsandgeographicalenvironmentwhichproduceculturaldifferencesandculturalconflicts,sothatallthesehaveadverselyaffectedthehotelgroup'smarketoperationandestablishedstrategies.
Therefore,thehotelgroupsmustpayattentiontoculturalfactorsincross-borderoperations,studyculturaldifferences,trytoavoidculturalconflictandachieveeffectivemanagingacrossculture.Morethaneverthereisaneedtointegrateculturalenvironmentintotheglobalframeworkofeconomicforces.(MyriamJansen-Verbeke,2009,p.31)
Theimpactofculturaldifferencesonthehospitalityglobalization
Thereareculturaldifferencesinnaturalenvironment;education,socialissues,youth,cultureandsports;cooperationofadministrationandmunicipalinstitutions;andpublicorder.(JoannaZielinska,RenataKoszyk-Białobrzeska,2009,p.53).Theseculturaldifferenceshaveseveralimpacts.
●Levelofmarketdemand
Culturehasstrongandwideimplicationsonpeople'sconsumerdemandandbehavior,becausemostpeoplerespecttheirownculture,acceptthevaluesandattitudesandfollowtheirculture,ethicsandcustoms.Thesespecifichistoricalandculturalbackgroundandsocialvaluesdominateconsumerbehaviorandcharacteristics,andfinallytheyaredeterminedtheirdemandsofproducts.
Asthereareculturaldifferencesamongcountries,soconsumersofdifferentculturalbackgroundsaredifferentconsumerneeds.Theneedsmaybetangibleproducts,andalsomaybeparticularconsumptionpatternsoruniqueconsumptioncustoms.
Forexample,ifthehotelgrouprunstheiroperationandprovideproductsandservicesintheMuslimscountriesandregions,theymustpayattentiontothespecialdietandetiquettehabitsandtaboos.Theyshoulddoappropriateadjustmentstooriginaldiningproductsandrestaurantservicesspecifications.Otherwise,businessactivitieswouldbecertainlyfrustrated.
●Levelofmanagement
Seniormanagerswithinthehotelgroupcomefromallovertheworld.Thereareculturaldifferencesamongthem,andtherearehugeculturaldifferencesbetweenthenandlocalstaffsinsuchamonomerhospitalityindustry.Inpractice,thesedifferencesaremainlydifferentwaysofthinking,behavior,customs,andcognition.Whenmanagerscannottimelycoordinatethesedifferences,theculturaldifferenceswouldbringanumberofdifficulties.
First,culturaldifferencesmakestaffsthosewhoarefromdifferentculturalbackgroundshavedifferentneedsandexpectations,sotheycanincreaseuncertaintyandcomplexity,andevenleadtoconflictanddisorder.Second,culturaldifferencesmakemanagersfromdifferentculturalbackgroundsdifficulttoachievecoherence,sothatcorporatedecision-makinghasbecomemoredifficult.Third,culturaldifferencesmakestafffromdifferentcultureshavedifferentunderstandingofimplementationormanagement,sothatcorporatedecision-makingandconcertedactionwouldbecomemoredifficult.
●Leveloftheexternalenvironment
Hotelgroupsareimpactedbyexternalenvironmentonthefollowingaspects:
First,differentcountrieshavedifferentpoliticalandeconomicsystemswhichresultindirectimpactsonbusinessphilosophy,businessstrategy,projectsanddailyoperationandmanagement.Second,differentcountrieshavedifferentlegalculture.Hotelgroupsmustbeestablishedunderthelegalsystemandresolveavarietyofcommercialdisputesthroughlegalchannels.Themoredifferencesincontracts,waysandmeansofarbitrationare,thehigheroperatingcostsoccur.Iftheanecdotestrikesaresoundingnoteonbehalfofcustomandtradition,alivingchainoftradition”givesrisetoanimpliedlanguageofcultureandculturalvalue.(KarenLang,2009,p.260)
Finally,socialandculturalfactors,suchaslanguage,customsandvaluesalsoaffecttheoperationandmanagement.Iftheyarehandledcarelessly,itwouldleadtomisunderstandingofcommercialactivities,andevenleadtofailure.
Culturalconflictinmanagingacrosscultures
Ifmanagementproblemsbroughtbyculturaldifferencescannotbesolvedintime,culturaldifferencesmaybeafurtherescalationofculturalconflict,andculturalconflictwouldbringevenworseimpact.
Performancesofcross-culturalconflict
●CommunicationConflict
Communicationconflictsaremainlyincommunicationandculturalbarriersandmisunderstandings.Indifferentcountries,languagesandculturalbackgroundsaredifferent,andunderstandingofidenticalinformationwillbedifferentandevencometodifferentconclusions.Forexample,whenJapanesenods,itmeansheunderstandsnotconsents.Hence,whentheAmericansthoughtthattheJapanesepartnersagreed,whiletheyactuallyrejectedmildly.
●EthnocentrismConflict
Sincedifferentcultureresultsinpsychologyandracialorientationdifferently.
Peoplefromthesameculturehaveastrongsenseofracialsuperiority.Theirbiasedtreatmenttoalienculturearousesculturalconflict.Forexample,somehotelgroupsbelievethattheirmodeofoperationisbetterthanoverseascompetitors,thereforeadoptthesameoperationsandmanagementabroad.Theydonottransformproductsandservicestoadaptspecialneedsofspecificmarkets.AlltheseareconflictcausedbyEthnocentrism
●Mana
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