Different cultural groups think, feel, and act differently. There are no scientific standards for considering one group as intrinsically superior or inferior to another. Different observation in culture among groups and societies presupposes a position of cultural relativism. It does not imply normally for oneself, nor for one's society. It, however, calls for judgment when dealing with groups or societies different from one's own. Information about the nature of cultural differences between societies, their roots, and their consequences should precede judgment and action. Negotiation is more likely to succeed when the parties concerned understand the reasons for the differences in viewpoints.
This is the own belief of leader that they belief that one's own culture is superior to that of other cultures. It is a form of reductionism that reduces the "other way" of life to a distorted version of one's own. This is particularly important in case of global dealings when a company or an individual is imbued with the idea that methods, raw materials, or ideas that worked in the home country or familiar environment and it may be also work in abroad. Environmental differences are the wide concepts of dealing with the challenge and modify the demand as and when the leader should suggest the group of people the necessary changes, redesign, change management, new products promotions, etc.
This requires grasping the organisations values, strategies, structure and flow of work, functions of different divisions and communication and rewards system. When leader understand the legal, political, demography and other environmental factors which affects the culture and the inter relationship.
Everything has meaning and significance, and everyone is connected at the deepest levels.
The major differences are:
Expressed his feelings with less strident and pointed words.
Used more simple and direct expressions of his feelings.
Share the views and take a feedback.
Communication and adaptability of the culture and try to cover the needs.
Encouraged a respectful response from the intended recipient.
The leader should handle the conflict constructively:
the withdrawal of resources, or
Someoneââ‚¬â„¢s poor performance.
The leader make it their job to know both the formal power structure and the informal influence networks within the organisation and to develop relationships with the key individuals in both systems.
This leader has own style of working. Talk less about his own actions and achievements.
Use language that focuses more on the specific task and the other people involved.
Present his ideas in a more straightforward way.
Invite a response.
Q. 3 Describe what you mean by a multicultural organization. And also explain the advantages and disadvantages of being a leader in this type of organization. You will be able to show you appreciate the positive and negative aspects of a leader in a multi cultural organization and be able to provide examples to support your comments.
Multicultural organisation should understand first the concept of working together and then going in depth of the venturing on a global assignment, it is probably necessary to identify the cultural differences that may exist between one's home country and the country of business operation. Where the differences exist, one must decide whether and to what extent the home-country practices may be adapted to the foreign environment. Most of the times the differences are not very apparent or tangible. Certain aspects of a culture may be learned consciously (e.g. methods of greeting people), some other differences are learned subconsciously (e.g. methods of problem solving). The building of multicultural awareness may not be an easy task, but once accomplished, it definitely helps a job done efficiently in a foreign environment.
Sometimes the leader Discussions and reading about other cultures definitely helps build cultural awareness, but opinions presented must be carefully measured. Sometimes they may represent unwarranted stereotypes, an assessment of only a subgroup of a particular group of people, or a situation that has since undergone drastic changes. It is always a good idea to get varied viewpoints about the same culture.
Some culture may share many attributes that help mold their cultures (the modifiers may be language, religion, geographical location, etc.). Based on this data obtained from past cross-cultural studies, cultures may be grouped by similarities in values and attitudes. Fewer differences may be expected when moving within a cluster than when moving from one cluster to another.
All organisations operating globally need not have the same degree of cultural awareness. For that the organisation needs to understand global cultures at different levels of involvement. The further a leader moves out from the sole role of doing domestic business, the more it needs to understand cultural differences. Moving outward on more than one axis simultaneously makes the need for building cultural awareness even more essential.