Management across Cultures

As a good leader, it is important to understand another employee cultural background and their belief system so that the employee can show the respect of that person an individual and as a leader as a sign of proving that the leader is seen as a person that is able to take responsibility to learn the subsisting culture (Ang, and Van Dyne, 2015, 19). With my experience as a master’s student in many spheres working internationally, I am more knowledgeable of management avenues. I am apt of our cultural values, perceptions, and beliefs when people act in a way they are acting. It goes further to leaders perceptions of the world including the manner in which they react in a particular way (Neuman, 2016, 9).

It is imperative to indicate that as a manager there are misinterpretations that are deemed to result primarily due to lack of awareness of our own behavioral rules and the manner in which the leader project them on others. They are very different countries with unique social, historical and political features. China is a communist nation while Japan is a parliamentary constitutional monarchy. In Japan wealth is equally distributed while in China there is a significant gap subsisting between the rich and the poor. The foreign economic partners between Japan and China are different, and their engagement at international platforms are very different. Their allies are also different, and they have to use different types of political and social strategies to coordinate all the regions.

As I lead a global team that embraces many cultural differences I always ensure that I pull the right levers at the requisite time so that the team can produce at its best. I always ensure that I arrange these differences according to cultural origins this is because in similar cultures some noticeable and consistent differences can be attributed to a particular culture hence it would be prudent for the manager to have such knowledge. A manager that has such an understanding will ensure that one becomes a professional leader that have leadership implications of effectiveness. It is effectual to notice that both western as well as eastern management styles there is a tendency of them being likened with some pieces of music that utilize the same fundamental notes nevertheless, sometimes in patterns that are different though with varying effects.

Cross-Cultural Nuances It is essential to indicate that in managerial nuances there are no clear-cut differences between the west and the east. Though it does not necessarily mean that this leader is not better at these things (Allen, Diefendorff, and Ma, 2014, 28). A good example is when the eastern contingent becomes higher in emotional intelligence rating does not mean that the westerners are less sensitive. It means to what extent a leader is aware and in control of their emotions. It measures the level that one can manage and regulate their own emotions. A leader is a person that can understand the different cultures and is a person that have different expectations of the things that are appropriate. For example, considering different individuals into account, it is prudent to ask where a person comes from as an individual.

The experiences and the influence of their expectations in leadership are also can consider. In a real-life situation, a globalized workplace means that it is not wise for one to get settled in their cultural comfort zone. It is prudent that I indicate that even though the behaviors are global, a wise leader should take an approach such that one deals with an individual as a person and not paying much attention to their cultures. It is also wise to deal with an individual’s expectations but also with what are the employee’s expectations of yourself as a leader (Amarsanaa, 2014, 8). In other nations, for example, China, the boss is always right (Binder, 2016, 4). This is in disregard to some situations where the boss may be categorically wrong; they are considered that they are still right one understands and respects this nature of the system that has reciprocal obligations (Katan, 2014, 13).

It is imperative that the team that one leads as a leader follows the instructions to the letter, nevertheless in return, the leader must understand their role in coaching the team and ensuring that the team is afforded utmost care. Thus according to Hofstede, a hierarchical culture is the one that is geared towards protecting the subordinates. The leader mentors them as he takes a keen interest into their many interests hence one is prone to reap huge rewards. This generally depends on the ascribed power and authority that is squarely focused on administration and decision making (Farndale et al, 2015, 8). The people residing in the west can learn some aspects from the people living in the east. Thus they learn from one another.

This means that the two groups can pick order among chaos. The people from the east can understand the importance of collective action as well as the aspects of coordination thus the biggest lesson is finding strength in diversity (Ting-Toomey, and Dorjee, 2018, 87). in his experiments Hofstede was able to realize in many cases power is generally distributed in unequal proportion an aspect he named “power distance (Rhodes, 2014, 7). ” The high-power leaders depict those leaders that have more power within their dispensations. While the low-power leaders are those with less power. in some powers it is usually alright that they can contain an unequal distribution of power than others. In today’s corporate world, Hofstede nuances are too simplistic. Thus loyalty and support are prevalent.

Masculinity versus Femininity Masculinity is the preference in society for heroism, assertiveness, and achievement for success. While femininity represents the act of preference for cooperation. References Allen, J. A.  An Experiment in Managing Language Diversity Across Cultures. DISI. Ang, S. and Van Dyne, L.  Handbook of cultural intelligence. G. and Deal, T. E.  Reframing organizations: Artistry, choice, and leadership. John Wiley & Sons. R. and Raghuram, S. A global perspective on diversity and inclusion in work organisations. House, J.  Translation as communication across languages and cultures. Workplace bullying across cultures: A research agenda.  International Journal of Cross Cultural Management, 14(1), pp. Katan, D.  Translating cultures: An introduction for translators, interpreters and mediators. Routledge. , Martin, K. and Manns, H.  Communication across cultures: Mutual understanding in a global world.