Cross Culture Management between Denmark and China

We aim to achieve this by representing a brief overview of the state about the three paradigm and the insights from the research sources. This paper reviews the most influential aspects of either low or high communication, trade, cultural and management use of business partnering in the Denmark market. The Denmark market is a strategic place where research gates are open and free for business and social purposes. The state has equipped technology, educated population and political will supporting both local and foreign investors. Theories have been stipulated supported by research to prove the will of Denmark’s cultural values and communication channels that support business. Perhaps, technical equipment has the least effect on the cultural values of a given community, therefore, minimal chances of rejection.

Precisely, Denmark has a will in cross-cultural support and management. The workplace ethics are structured under informal communication standards. The liberty of speech and dress conducts enables employees to correlate with h each other during work (Barmeyer & Davoine, 2014). Equality structure of association to both genders and ethnic groups allows peaceful coexistence. 0 Which company expanding into which country Britech Solutions Company is an Information Technology (IT) company that offers network services, data, and management services in the field of Technology. The company was found seven years ago in Guangzhou China operating as a public company under limited liabilities. The company has dominated over the Middle East and most parts of the Asian continent. Recently, the company researched its growth and expansion strategies.

Several countries were scouted but proved unfit for the business ethics and competition (Alutto, 2002, 322). Studies confirmed that few sole investors invested in the region and assumptions that the current supply is sufficient to the population. Second, the potential of the ICT is a diversified field with a ready market. The company has to take its portion and exploit the vacant positions of the market supply. Over the past decade, internet and technology related services have evolved and had a dynamic spread all over the world. For instance, the dissemination of social media communication and the role played in market and business growth. That is diversifying its operations to meet the neutral international standards. Second, the Britech Company solutions have survived the market designs and demand from other countries in service as far as social and cultural demands are concerned.

Therefore, maintaining the Denmark Multicultural demands is a swap of the card. The investment plan is a grant deal to the business, and consequently, the stakeholder’s are more willing and prepared to tackle the norms. Last, Denmark’s polished communication, cultural and social demands are manageable. Hence, “awake” decisions end up taking longer than expected to manipulate. The delayed or slow decision making makes operations take much longer accordingly delayed the customer service. Second, lack of clarity and miscommunication. Communication barriers between the Chinese management and the citizens from Denmark may have misunderstandings during conversing (Zynczak, 2014). Some terminologies may differ at the workplace as the Chinese may conceive different from the Danish employees. Also, body and tone language play a vital role is message delivery, and without the nuances, delicate instances can be seen as hard to manage correctly.

Finally, conflict corporate culture. The Danish culture advocates for strong cohesion among employees at work. The state provides privileges and freedom to employees to socially interact with each other during practice. Unruly employees may take advantage of social democracy to clear communication and cause unnecessary talks and discussions that are not related to the company’s objectives. Britech Company accommodates universal cultural believes and practices that are accepted in the Denmark state. Employing the Danish cultural practices will help the company to adapt to the environment and avoid community wars about defilement and disregard to state’s cultural norms. Cultural factors related to resource and personnel include the organizational identity and loyalty. The universal cultural practices call for every employee to act like patriots and ambassadors of the company for the better name and reputation of the business image.

On the contrary, a defiling employee faces organizational discipline charges as stated in the employment Agreement form. It requires much effort from the personnel and resource management to enable the firm to run effectively. For instance, basic principles and policies to work under guidelines help provide a clue on what needs to be done. The management has an in-depth role in managing the employees, systems and cultural differences that exist between the mother country China and Denmark. An intensively demanding role in managing the resources of the company. Global management requires critical thinking both intuitively and intensively to come up with a severe and sound decision. The trainees are equipped with necessary training and information that helps boost their experience in the workplace.

Therefore, when the trained personnel become ready for inaugural to their respective global managerial positions, much is known on what is expected. Moreover, mentorship programs need to be provided to the upcoming global managers inform of training and internship (Stewart, 2017). Britech strategy is to train the global managers at early stages while at supervisorial stages to save on remuneration costs, transport among other resource expenses. Paying a global manager with least experienced but expertly trained is economical than poaching and draining already experienced who may have personal interests in the company (Oystermen, Coon & Kemmelmeier, 2002). This helps the managers to strategize and develop cultural frameworks based on the geographical context. This equips the managers with skill and knowledge to understand better on specific markets as well as similar initiatives and plans to reach to the target audience.

Connection and improvement in the communication skills help relate well with employees and team players at the global stage. For instance, shifting regional management transfer from Guangzhou to Denmark requires a team player who effectively understands the language and can converse interpreting all the terms used. 5 Developing global managerial skills Britech Company’s urge for future prosperity arranges future economic health and stability through investment in its personnel. For instance, substitute personnel in cases of resignation or unfit for the office of the current leader. Typically, Britech could face havoc times when one of its global employees resigns or is found unworthy in office. When the reservation of qualified personnel is intact, a replacement is possible. Perhaps, a global leader is an individual or group of personnel who possess the following skills and qualities.

Overseas experience- demands an individual who can fit in new environments regardless of geographical situations. Authors and historical writers combined historical believes and cultural norms to modern standards of the Danish people. The monarchy and state government fully fund the cultural heritage. For instance, movie making, cycling, fine arts and painting, sports activities (speedway racings, rugby, and handball), cuisine, Folklore, Hygge, the Danish Christmas, sculpture, literature, photography, Architecture, and design among the endless list of the cultural activities of the Danish citizens. 2 Cultural complexities and contradictions Denmark cultural setting at workplace and management position is more complicated, pluralistic, diverse and contradictory. The context of the of the norms is based on national requirement, industrial standards, and organizational framework. Since culture has become dynamic and helped interconnect the two worlds, much consideration needs to be taken to protect the values of the state while meeting the company goals.

3 Hofstede’s cultural dimensions for Denmark and Poland Geert Hofstede research in the cultural values across the modern state’s identified four significant aspects of cultural values to the global organizations. According to the bar graph chart comparison is denoted between china and Denmark as far as cross culture is concerned. The details prove that there exists variance and similarities between organizational cultural norms between china and Denmark. The Bar and Chart representation of Global Cross-Culture Between Denmark and China. Key entry points are identified to enter the new market. For instance, the need to grow and expand, an entrepreneurial opportunity in Denmark, the company’s ability to compete in the global market and the new demand to exploit other factors that attract globalization.

Global structure is the arrangement of the country’s capacity to accommodate and participate in the worldwide market. The values set by Denmark to provide foreign investment and business growth in the environment enhances positive participation of the companies and attracts more global competition (Hartt et al. Denmark offers a stable political environment, attractive economic situations for companies regarding taxes. Therefore, the stakeholders and management of the company are set to set up an expansion firm in Denmark from the mother company in China Guangzhou. Pull of resources and integration of personnel and experts from China and outsource from the country is made possible. 0 Global organizations Britech Company as a publicly owned organization has the capacity and requirements that meet the global business standards.

The trained management and team of global management personnel are equipped to perform and deliver in the worldwide market to accommodate more yields to the company. 1 management challenge Britech organization faces a chance of having several problems due to global operations in Denmark. Much of the instructions and decision will rely on the mother country hence high chances of delay (Osland et al. The delayed instances of decision making slow down the whole process of production thus minimizing goal achieving of the company. 3 Global leadership Perhaps, separate management and communication channel have to be created to mitigate time wastage. Social media communication like email and other formal accounts have to be used to structure and quicken connection (Osland et al. Global management requires state of the art facilities and equipment in a communication network.

So far, from the current studies and five-year predictions suggest that the Danish workforce is a responsible department that requires minimal supervision (Morris & Young, 2002). Therefore, the company has obligations and responsibility to train employees on performance and communication at work situation. Managing employee performance To enhance and encourage personnel to yield much in the organization, morale, and motivation is provided. Rewarding of most active employees and improving corps through recognition, promotion to the supervisory level among other incentives. 1 managing incentives and records Motives are enticing factors to employees. The teams perform effectively with maximum cooperation since the Danish work ethics command teamwork cooperation and the citizens are familiar with the policies. Moreover, for employees and team players to qualify for global performance, team player is a requirement hence the candidates qualify.

3 key success factors in global teams For employees and team players to meet the global standards, cooperation, honesty, literacy, and communication skills have to be on the higher level. Training and mentoring of such persons in early instances are crucial to such persons. Conclusion Perhaps, global performance and cross-cultural standards require intensive analysis for every institution. ), the many faces of multi-level issues (p. San Francisco: Barmeyer, C. , and E. Davoine. “Interkulturelle Synergie als “ausgehandelte”Interkulturalit€ at: Der deutsch-franz€ osische Fernsehsender ARTE. Doi: 10. 1108/cpoib-11-2013-0046 Boussebaa, M. , S. Sinha, and Y. Gabriel. “Opposing Positions in M&A Research: culture, Integration and Performance. “Cross Cultural Management: An International Journal 19 (3):375–98. Doi: 10. 1108/13527601211247107 (PDF) Cross-Cultural Management Studies: State of the Field in the Four Research Paradigms Ã.

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