The rationale for the implementation of cross-cultural management at the enerprise
Creating transnational corporations allowed to unite representatives of different business cultures into a single system that works for positive economic results. Combining technology at international level. Management of positive and negative factors.
| Рубрика | Менеджмент и трудовые отношения |
| Вид | статья |
| Язык | английский |
| Дата добавления | 20.08.2017 |
| Размер файла | 13,3 K |
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THE RATIONALE FOR THE IMPLEMENTATION OF CROSS-CULTURAL MANAGEMENT AT THE ENERPRISE
PhD Samoilenko A.O., Stepulonok S. S.
Oles Honchar Dnipropetrovsk National University (Ukraine)
Creating transnational corporations allowed to unite representatives of different business cultures into a single system that works for positive economic results. Such companies firmly established in the market and proved that a windfall is achievable when combining technology and information at international level.
At the junction of such a system elements, the company has to deal not only with opportunities but also with obstacles in the way of business and its individual divisions. management business economic culture
This led to the emergence and development of the individual disciplines - cross-cultural management. It task was to prepare the practical tips for the selection and management of positive and negative factors which occurring in the economic processes between actors at the international and corporate levels.
First, cross-cultural management was directed exclusively at systematization of concepts such as business culture and its components, cultural traditions and values of different nations, nationalities and people mentality and psychological characteristics of people [1]. All this was possible through the use of related economic sciences such as psychology, sociology, history and philosophy.
Further attempts were made to avoid negative impacts on the business culture in general, were manifested by bad merger multicultural companies which were quite successful before it. Culture is considered as a factor that generally does not affect management.
Much later approach to the impact of culture on business has changed. Professor of Comparative and International Management Business School and the University of Nottingham Nigel Holden [2] put forward the thesis that culture should be seen and viewed as an organizational resource and cultural differences as a form of organizational knowledge, which leads to the solution of international cultural problems.
The biggest challenge of integrating cross-cultural management is a small number of specialists in this area and the difficulty of forming a separate unit within the existing organizational structure.
Managers of this level should have [3]:
- linguistic competence, i.e. using business English at a high level and the ability exactly convey their views to avoid inaccurate translation, which can then lead to misunderstanding or wrong interpretation of incoming information;
- intercultural competence, i.e. sufficient level of knowledge about the culture and business culture of business partners, understanding their mentality and traditions, knowledge and understanding of "logic";
- communicative competence, i.e. the application of cross-cultural knowledge in practice, using human and technical resources (the change of company's mission, motivational models and operating systems, change the organizational structure to maximize the involvement of a new staff;
- psychological competence, i.e. positive perception of business partner culture, customs, traditions and values.
The possible negative impact of the cultural aspects can be minimized when all these options are considered by specially created team of managers and experts. On the other hand, appears limitless source of experience, knowledge and techniques to develop a multicultural company. These teams will be the link between the two "worlds".
The basis of the formation task team is a method of facilitation - assistance which helps to spread necessary information on the ground and create the necessary impact between departments. Facilitators should be harbingers of changes, trying to unify and standardize new corporate philosophy, rules and values, strengthen the ethical standards of the company and to use knowledge to create innovative approaches to management. There are no opinion leaders and "responsible persons" in a multicultural force. The principle of equality is fundamental. Moreover, the differences in age and years of service should be relatively minor. Communication skills, linguistic skills, ability to listen and hear the ability to adapt to circumstances and changes are much more important [4].
The use of multicultural life in the realities of the modern world can radically change the perception of management and give a new milestone in the development of this science. As soon as economists understand benefits from such approaches, then the international economy will make an evolutionary step in its development.
The list of references
1. Intercultural communication managers in Ukraine
2. The essence of cross-cultural management [Електронний ресурс].
3. Cultural features of doing business [Електронний ресурс].
4. Journal of Marketing MBA. Marketing management of the enterprise. "Cross-cultural management: features of business cultures and communication problems" [Електронний ресурс].
5. Bunina V. G. Cross-cultural management and intercultural communication [Електронний ресурс] / V. G. Bunina.
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