Cross-Cultural vs. International Management
University of Cincinnati
INTB 4050 - International Management
Cross-cultural management and international management are concepts that refer to working
with individuals coming from diverse cultural backgrounds. In some sources, such as the
works by Thomas & Peterson, these terms are presented as interchangeable; however, they
are not the same. Overall, both concepts simply being aware of the differences between
various cultures’ approaches and perspectives and minimising the possible adverse effects of
these differences. To understand the differences between these two notions, one should know
that cross-cultural teams are those consisting of people coming from two or more cultures
(Imakwuchu & Billy, 2018). Thus, it is possible to say that cross-cultural management refers
to the management of diverse teams that considers the difference in employees’ approaches
and practices due to their cultural backgrounds. At the same time, international management
can refer to handling operations in a foreign country, which requires the knowledge of
existing business regulations, economics, taxation, and related operations (WebFinance Inc,
2019). The first part of this report will address this question from the perspective of the
relevance of culture to the issues of management and organizational behavior.
Role of Culture
To understand the link between culture and organizational behavior, one should be aware of
what culture is. Ollier-Malaterre and Foucreault report that culture can be defined as a set of
beliefs shared by individuals that have a common historical experience. Cultural beliefs can
be related to gender roles, values of time, and relationships between groups and individuals.
Sociologists outline several aspects cultures have, which may affect people’s perspectives
significantly. They include masculinity and femininity, power distance, individualism and
collectivism, and uncertainty avoidance (Sarooghi, Libaers & Burkemper 2015). In addition,
humane orientation and performance orientation, specificity and diffusion, and survival and
self-expression are also the dimensions in which cultures may develop, influencing
individuals’ behaviors and viewpoints (Ollier-Malaterre & Foucreault, 2017). The impact of
cultural aspects on the populations has been studied extensively since World War II when
many companies started working with international organizations, which were viewed as
foreign (Bird & Mendenhall, 2016). The research on cross-cultural and international
management continues today, as a global contextual orientation of the organization has
become a significant contributor to its success.
Culture may have a significant impact on the individual’s perspectives on work-life
constructs (Ollier-Malaterre & Foucreault, 2017). It can affect employees’ behaviors and
strategies they choose to achieve success; this point will be discussed in detail throughout this
report. Moreover, an individual’s cultural background can determine their attitude towards the
organization’s management style and company culture. Therefore, employees coming from
individualist cultures may appreciate the opportunity to work from home or have a flexible
schedule while it is not as crucial for those living in collectivist societies (Ollier-Malaterre &
Foucreault, 2017). Moreover, Sarooghi, Libaers, and Burkemper note that cultural
background may also affect employees’ innovativeness and creativity, especially in low-tech
industries, which may be a surprising finding. The facts presented above imply that if
employers do not pay attention to workers’ cultural-driven traits, they cannot benefit from
them and, inversely, encounter challenges due to these differences.
Culture and Management
Addressing culture and its aspects can be considered one of the most significant tasks of
organizational management. Managers’ leadership style can affect the way employees
perceive their working environment and conditions, as well as their performance in general
(Ashikali & Groeneveld 2015). One of the most appropriate and effective leadership styles
for working with cross-cultural teams is the transformational one. Such an approach is
designed to foster social exchange between team members and align their goals with
organizational culture. This style of management focuses on employee motivation and
considers each employee individually (Ashikali & Groeneveld 2015). From the perspective of
encouraging diversity in the workplace and paying attention to culture, the principles of
transformational leadership reveal the relations between culture and the field of management,
as well as organizational behavior. The last point will be discussed in detail in the following
section of the paper.
It is crucial to add that the issues of management are also related to culture because
addressing diversity in the workplace can be one of the most significant tasks of leadership
staff in the globalized world. The reason for it is that companies need to improve their
performance continuously, which can be achieved through effective diversity management
and the increase in employees’ commitment (Ashikali & Groeneveld 2015). Moreover,
management personnel should address the social and psychological aspects of employees’
behaviors and attitudes, which can also be affected by culture.
International Management: Discussion
In the era of globalization, international management is also a significant contributor to
companies’ success, although it is different from a cross-cultural one. As mentioned above,
international management focuses on external challenges for the company’s operations that
globalization causes, including the need to communicate with partners of various cultural
backgrounds. Leadership staff must understand not only how to handle diverse staff groups
within their workplace but also how to interact with global partners from the perspectives of
business operations and finances. Leaders should be aware of existing regulations and non-
spoken rules to avoid possible mistakes and misunderstandings. In addition, they should
understand public policies and provisions, tax systems, economic structures, and social
structures of other countries (Ollier-Malaterre & Foucreault, 2017).
It is possible to say that companies cannot perform effective international management if they
are not able to implement appropriate cross-cultural approaches within their structures. The
reason for it is that working with foreign partners requires an understanding of the
significance and role of culture, as well as its effects on individuals’ values, beliefs, and
attitudes. Companies’ cross-cultural management should address the same issues to be
effective.
Cross-Cultural Management: Link Between Culture and Organisational Behaviour
Cross-cultural management can be referred to as the leaders’ ability to establish trust-based
and respectful relationships among team members. It may be a challenging task due to the
reasons presented above, such as differences in views regarding work-related issues, gender
roles, and communication. Cross-cultural management within an organisation can be
performed with reference to comparative and international perspectives. The first approach is
often considered synonymous to cross-cultural management itself, as it addresses sociological
and psychological differences between employees coming from diverse backgrounds (Bird &
Mendenhall, 2016). There is a direct link between culture and organisational behaviour
because the former affects both staff members’ actions and the company’s leadership style.
For example, there may be significant differences in how employees coming from the United
Kingdom and those living in Japan handle stressful situations or approach conversations
because these cultures have developed according to different dimensions. This issue implies
that cross-cultural management should aim at teaching employees how to minimize
challenges posed by differences in their perspectives and benefit from diversity.
The second approach to cross-cultural management is an intercultural one, which is different
from the comparative one. This approach is focused on how individuals coming from various
cultural backgrounds handle management and leadership practices in general. It uses theories
from the fields of cross-cultural psychology, intercultural communication, and social
psychology (Bird & Mendenhall, 2016). The intercultural aspect of cross-cultural
management is also vital for leaders because it can help them to analyze the potential benefits
and disadvantages of different employees’ approaches to work. From the perspective of
organizational behavior, it means that a company should analyze how its staff members prefer
to interact with others, what communication style they tend to choose, and what leadership
style they respond to positively.
One may think that globalization has led to challenges in the workplace due to the increased
lack of communication and understanding between employees; however, it is not true. It is
vital to note that ensuring diversity in the workplace is crucial because it can improve
decision-making processes, enhance the talent pool, and contribute to a wider customer base
(Guillaume et al., 2017). At the same time, the positive impact of diversity can only be
present as a result of effective cross-cultural management because companies should work on
fostering positive interactions between individuals coming from different backgrounds.
Otherwise, differences in cultural backgrounds among staff members can lead to decreased
job performance, increased number of conflicts, and lower employee morale (Guillaume et
al., 2017). As a result, organizational behavior should be designed to mitigate possible
challenges associated with culture and ensure that diversity in the workplace is beneficial for
its operations.
In summary, it is possible to say that organizational behavior should be designed according to
the needs of cross-cultural teams and the traits of particular individuals. Companies can
implement the strategies of so-called servant leadership, which implies the establishment of
an environment in which all employees can feel accepted regardless of their failures and be
confident in their actions (Seto & Sarros, 2016). This type of leadership is focused on
employees’ interests while also encouraging them to show concern about the company’s
operations. Seto and Sarros report that servant leaders should have a desire and an ability to
motivate the members of cross-cultural teams, enhance their self-esteem, and put the
organization’s needs above their own. Moreover, they should offer hope and guidance to the
employees, which is particularly significant as many of them may experience challenges
while working in a diverse environment. Such an approach to leadership can enhance
organizational behavior as well, establishing quality working relationships between the teams
and their superiors.
Significance of Cross-Cultural Management
Both cross-cultural and international management are vital for ensuring excellent
organizational performance. One of the primary causes of it is the fact that globalization has
led to significant changes in the way companies should handle their operations. As many
firms start to work with foreign partners, they should be aware of the possible differences in
other enterprises’ approaches to business. It means that it is vital for businesses to have a high
level of cultural awareness. In some countries, such as the USA, employers may need to have
even greater cross-cultural sensitivity due to a high level of diversity in the nation’s
population (United States Census Bureau, 2017). Thus, cross-cultural management measures
within an organization are a necessity.
Existing literature in the field shows that paying attention to cultural values employees have
and managing diversity in the workplace can improve organizational culture and behavior
significantly, which, in turn, can lead to increased employee commitment and loyalty (Hock,
Clauss & Schulz, 2016). Cross-cultural management should promote open communication,
ensure strong and trust-based relationships between staff members, and minimize the adverse
effects of diversity. For example, Ghodrati, Joorabchi, and Muati report that increased
diversity in the workplace has led to the expansion of discrimination. Effective cross-cultural
management measures should be designed to eliminate the impact of this issue because
employees’ well-being is crucial for the development of organizations (Zheng et al., 2015).
Thus, it is vital to implement effective cross-cultural management principles to minimize
possible problematic issues.
It is crucial to add that cross-cultural management can enhance employees’ affective
commitment, too. Ashikali and Groeneveld report that this type of commitment not only
motivates an employee to work harder and be loyal to an organization but also to have an
emotional bond with the company. As a result, members of cross-cultural teams may feel
more involved in the firm’s operations and be more willing to work towards its goals
(Ashikali & Groeneveld, 2015). Affective commitment can be considered a result of effective
diversity management because it can help employers to attract and retain individuals coming
from various cultural backgrounds. Thus, it is possible to say that effective cross-cultural
management measures are beneficial to both companies and employees.
Culture and Management
Addressing culture and its aspects can be considered one of the most significant tasks of
organizational management. Managers’ leadership style can affect the way employees
perceive their working environment and conditions, as well as their performance in general
(Ashikali & Groeneveld 2015). One of the most appropriate and effective leadership styles
for working with cross-cultural teams is the transformational one. Such an approach is
designed to foster social exchange between team members and align their goals with
organizational culture. This style of management focuses on employee motivation and
considers each employee individually (Ashikali & Groeneveld 2015). From the perspective of
encouraging diversity in the workplace and paying attention to culture, the principles of
transformational leadership reveal the relations between culture and the field of management,
as well as organizational behavior. The last point will be discussed in detail in the following
section of the paper.
It is crucial to add that the issues of management are also related to culture because
addressing diversity in the workplace can be one of the most significant tasks of leadership
staff in the globalized world. The reason for it is that companies need to improve their
performance continuously, which can be achieved through effective diversity management
and the increase in employees’ commitment (Ashikali & Groeneveld 2015). Moreover,
management personnel should address the social and psychological aspects of employees’
behaviors and attitudes, which can also be affected by culture.
International Management: Discussion
In the era of globalization, international management is also a significant contributor to
companies’ success, although it is different from a cross-cultural one. As mentioned above,
international management focuses on external challenges for the company’s operations that
globalization causes, including the need to communicate with partners of various cultural
backgrounds. Leadership staff must understand not only how to handle diverse staff groups
within their workplace but also how to interact with global partners from the perspectives of
business operations and finances. Leaders should be aware of existing regulations and non-
spoken rules to avoid possible mistakes and misunderstandings. In addition, they should
understand public policies and provisions, tax systems, economic structures, and social
structures of other countries (Ollier-Malaterre & Foucreault, 2017).
It is possible to say that companies cannot perform effective international management if they
are not able to implement appropriate cross-cultural approaches within their structures. The
reason for it is that working with foreign partners requires an understanding of the
significance and role of culture, as well as its effects on individuals’ values, beliefs, and
attitudes. Companies’ cross-cultural management should address the same issues to be
effective.
Cross-Cultural Management: Link Between Culture and Organisational Behaviour
Cross-cultural management can be referred to as the leaders’ ability to establish trust-based
and respectful relationships among team members. It may be a challenging task due to the
reasons presented above, such as differences in views regarding work-related issues, gender
roles, and communication. Cross-cultural management within an organisation can be
performed with reference to comparative and international perspectives. The first approach is
often considered synonymous to cross-cultural management itself, as it addresses sociological
and psychological differences between employees coming from diverse backgrounds (Bird &
Mendenhall, 2016). There is a direct link between culture and organisational behaviour
because the former affects both staff members’ actions and the company’s leadership style.
For example, there may be significant differences in how employees coming from the United
Kingdom and those living in Japan handle stressful situations or approach conversations
because these cultures have developed according to different dimensions. This issue implies
that cross-cultural management should aim at teaching employees how to minimize
challenges posed by differences in their perspectives and benefit from diversity.
The second approach to cross-cultural management is an intercultural one, which is different
from the comparative one. This approach is focused on how individuals coming from various
cultural backgrounds handle management and leadership practices in general. It uses theories
from the fields of cross-cultural psychology, intercultural communication, and social
psychology (Bird & Mendenhall, 2016). The intercultural aspect of cross-cultural
management is also vital for leaders because it can help them to analyze the potential benefits
and disadvantages of different employees’ approaches to work. From the perspective of
organizational behavior, it means that a company should analyze how its staff members prefer
to interact with others, what communication style they tend to choose, and what leadership
style they respond to positively.
One may think that globalization has led to challenges in the workplace due to the increased
lack of communication and understanding between employees; however, it is not true. It is
vital to note that ensuring diversity in the workplace is crucial because it can improve
decision-making processes, enhance the talent pool, and contribute to a wider customer base
(Guillaume et al., 2017). At the same time, the positive impact of diversity can only be
present as a result of effective cross-cultural management because companies should work on
fostering positive interactions between individuals coming from different backgrounds.
Otherwise, differences in cultural backgrounds among staff members can lead to decreased
job performance, increased number of conflicts, and lower employee morale (Guillaume et
al., 2017). As a result, organizational behavior should be designed to mitigate possible
challenges associated with culture and ensure that diversity in the workplace is beneficial for
its operations.
In summary, it is possible to say that organizational behavior should be designed according to
the needs of cross-cultural teams and the traits of particular individuals. Companies can
implement the strategies of so-called servant leadership, which implies the establishment of
an environment in which all employees can feel accepted regardless of their failures and be
confident in their actions (Seto & Sarros, 2016). This type of leadership is focused on
employees’ interests while also encouraging them to show concern about the company’s
operations. Seto and Sarros report that servant leaders should have a desire and an ability to
motivate the members of cross-cultural teams, enhance their self-esteem, and put the
organization’s needs above their own. Moreover, they should offer hope and guidance to the
employees, which is particularly significant as many of them may experience challenges
while working in a diverse environment. Such an approach to leadership can enhance
organizational behavior as well, establishing quality working relationships between the teams
and their superiors.
Significance of Cross-Cultural Management
Both cross-cultural and international management are vital for ensuring excellent
organizational performance. One of the primary causes of it is the fact that globalization has
led to significant changes in the way companies should handle their operations. As many
firms start to work with foreign partners, they should be aware of the possible differences in
other enterprises’ approaches to business. It means that it is vital for businesses to have a high
level of cultural awareness. In some countries, such as the USA, employers may need to have
even greater cross-cultural sensitivity due to a high level of diversity in the nation’s
population (United States Census Bureau, 2017). Thus, cross-cultural management measures
within an organization are a necessity.
Existing literature in the field shows that paying attention to cultural values employees have
and managing diversity in the workplace can improve organizational culture and behavior
significantly, which, in turn, can lead to increased employee commitment and loyalty (Hock,
Clauss & Schulz, 2016). Cross-cultural management should promote open communication,
ensure strong and trust-based relationships between staff members, and minimize the adverse
effects of diversity. For example, Ghodrati, Joorabchi, and Muati report that increased
diversity in the workplace has led to the expansion of discrimination. Effective cross-cultural
management measures should be designed to eliminate the impact of this issue because
employees’ well-being is crucial for the development of organizations (Zheng et al., 2015).
Thus, it is vital to implement effective cross-cultural management principles to minimize
possible problematic issues.
It is crucial to add that cross-cultural management can enhance employees’ affective
commitment, too. Ashikali and Groeneveld report that this type of commitment not only
motivates an employee to work harder and be loyal to an organization but also to have an
emotional bond with the company. As a result, members of cross-cultural teams may feel
more involved in the firm’s operations and be more willing to work towards its goals
(Ashikali & Groeneveld, 2015). Affective commitment can be considered a result of effective
diversity management because it can help employers to attract and retain individuals coming
from various cultural backgrounds. Thus, it is possible to say that effective cross-cultural
management measures are beneficial to both companies and employees.
Culture and Management
Addressing culture and its aspects can be considered one of the most significant tasks of
organizational management. Managers’ leadership style can affect the way employees
perceive their working environment and conditions, as well as their performance in general
(Ashikali & Groeneveld 2015). One of the most appropriate and effective leadership styles
for working with cross-cultural teams is the transformational one. Such an approach is
designed to foster social exchange between team members and align their goals with
organizational culture. This style of management focuses on employee motivation and
considers each employee individually (Ashikali & Groeneveld 2015). From the perspective of
encouraging diversity in the workplace and paying attention to culture, the principles of
transformational leadership reveal the relations between culture and the field of management,
as well as organizational behavior. The last point will be discussed in detail in the following
section of the paper.
It is crucial to add that the issues of management are also related to culture because
addressing diversity in the workplace can be one of the most significant tasks of leadership
staff in the globalized world. The reason for it is that companies need to improve their
performance continuously, which can be achieved through effective diversity management
and the increase in employees’ commitment (Ashikali & Groeneveld 2015). Moreover,
management personnel should address the social and psychological aspects of employees’
behaviors and attitudes, which can also be affected by culture.
International Management: Discussion
In the era of globalization, international management is also a significant contributor to
companies’ success, although it is different from a cross-cultural one. As mentioned above,
international management focuses on external challenges for the company’s operations that
globalization causes, including the need to communicate with partners of various cultural
backgrounds. Leadership staff must understand not only how to handle diverse staff groups
within their workplace but also how to interact with global partners from the perspectives of
business operations and finances. Leaders should be aware of existing regulations and non-
spoken rules to avoid possible mistakes and misunderstandings. In addition, they should
understand public policies and provisions, tax systems, economic structures, and social
structures of other countries (Ollier-Malaterre & Foucreault, 2017).
It is possible to say that companies cannot perform effective international management if they
are not able to implement appropriate cross-cultural approaches within their structures. The
reason for it is that working with foreign partners requires an understanding of the
significance and role of culture, as well as its effects on individuals’ values, beliefs, and
attitudes. Companies’ cross-cultural management should address the same issues to be
effective.
Cross-Cultural Management: Link Between Culture and Organisational Behaviour
Cross-cultural management can be referred to as the leaders’ ability to establish trust-based
and respectful relationships among team members. It may be a challenging task due to the
reasons presented above, such as differences in views regarding work-related issues, gender
roles, and communication. Cross-cultural management within an organisation can be
performed with reference to comparative and international perspectives. The first approach is
often considered synonymous to cross-cultural management itself, as it addresses sociological
and psychological differences between employees coming from diverse backgrounds (Bird &
Mendenhall, 2016). There is a direct link between culture and organisational behaviour
because the former affects both staff members’ actions and the company’s leadership style.
For example, there may be significant differences in how employees coming from the United
Kingdom and those living in Japan handle stressful situations or approach conversations
because these cultures have developed according to different dimensions. This issue implies
that cross-cultural management should aim at teaching employees how to minimize
challenges posed by differences in their perspectives and benefit from diversity.
The second approach to cross-cultural management is an intercultural one, which is different
from the comparative one. This approach is focused on how individuals coming from various
cultural backgrounds handle management and leadership practices in general. It uses theories
from the fields of cross-cultural psychology, intercultural communication, and social
psychology (Bird & Mendenhall, 2016). The intercultural aspect of cross-cultural
management is also vital for leaders because it can help them to analyze the potential benefits
and disadvantages of different employees’ approaches to work. From the perspective of
organizational behavior, it means that a company should analyze how its staff members prefer
to interact with others, what communication style they tend to choose, and what leadership
style they respond to positively.
One may think that globalization has led to challenges in the workplace due to the increased
lack of communication and understanding between employees; however, it is not true. It is
vital to note that ensuring diversity in the workplace is crucial because it can improve
decision-making processes, enhance the talent pool, and contribute to a wider customer base
(Guillaume et al., 2017). At the same time, the positive impact of diversity can only be
present as a result of effective cross-cultural management because companies should work on
fostering positive interactions between individuals coming from different backgrounds.
Otherwise, differences in cultural backgrounds among staff members can lead to decreased
job performance, increased number of conflicts, and lower employee morale (Guillaume et
al., 2017). As a result, organizational behavior should be designed to mitigate possible
challenges associated with culture and ensure that diversity in the workplace is beneficial for
its operations.
In summary, it is possible to say that organizational behavior should be designed according to
the needs of cross-cultural teams and the traits of particular individuals. Companies can
implement the strategies of so-called servant leadership, which implies the establishment of
an environment in which all employees can feel accepted regardless of their failures and be
confident in their actions (Seto & Sarros, 2016). This type of leadership is focused on
employees’ interests while also encouraging them to show concern about the company’s
operations. Seto and Sarros report that servant leaders should have a desire and an ability to
motivate the members of cross-cultural teams, enhance their self-esteem, and put the
organization’s needs above their own. Moreover, they should offer hope and guidance to the
employees, which is particularly significant as many of them may experience challenges
while working in a diverse environment. Such an approach to leadership can enhance
organizational behavior as well, establishing quality working relationships between the teams
and their superiors.
Significance of Cross-Cultural Management
Both cross-cultural and international management are vital for ensuring excellent
organizational performance. One of the primary causes of it is the fact that globalization has
led to significant changes in the way companies should handle their operations. As many
firms start to work with foreign partners, they should be aware of the possible differences in
other enterprises’ approaches to business. It means that it is vital for businesses to have a high
level of cultural awareness. In some countries, such as the USA, employers may need to have
even greater cross-cultural sensitivity due to a high level of diversity in the nation’s
population (United States Census Bureau, 2017). Thus, cross-cultural management measures
within an organization are a necessity.
Existing literature in the field shows that paying attention to cultural values employees have
and managing diversity in the workplace can improve organizational culture and behavior
significantly, which, in turn, can lead to increased employee commitment and loyalty (Hock,
Clauss & Schulz, 2016). Cross-cultural management should promote open communication,
ensure strong and trust-based relationships between staff members, and minimize the adverse
effects of diversity. For example, Ghodrati, Joorabchi, and Muati report that increased
diversity in the workplace has led to the expansion of discrimination. Effective cross-cultural
management measures should be designed to eliminate the impact of this issue because
employees’ well-being is crucial for the development of organizations (Zheng et al., 2015).
Thus, it is vital to implement effective cross-cultural management principles to minimize
possible problematic issues.
It is crucial to add that cross-cultural management can enhance employees’ affective
commitment, too. Ashikali and Groeneveld report that this type of commitment not only
motivates an employee to work harder and be loyal to an organization but also to have an
emotional bond with the company. As a result, members of cross-cultural teams may feel
more involved in the firm’s operations and be more willing to work towards its goals
(Ashikali & Groeneveld, 2015). Affective commitment can be considered a result of effective
diversity management because it can help employers to attract and retain individuals coming
from various cultural backgrounds. Thus, it is possible to say that effective cross-cultural
management measures are beneficial to both companies and employees.
Culture and Management
Addressing culture and its aspects can be considered one of the most significant tasks of
organizational management. Managers’ leadership style can affect the way employees
perceive their working environment and conditions, as well as their performance in general
(Ashikali & Groeneveld 2015). One of the most appropriate and effective leadership styles
for working with cross-cultural teams is the transformational one. Such an approach is
designed to foster social exchange between team members and align their goals with
organizational culture. This style of management focuses on employee motivation and
considers each employee individually (Ashikali & Groeneveld 2015). From the perspective of
encouraging diversity in the workplace and paying attention to culture, the principles of
transformational leadership reveal the relations between culture and the field of management,
as well as organizational behavior. The last point will be discussed in detail in the following
section of the paper.
It is crucial to add that the issues of management are also related to culture because
addressing diversity in the workplace can be one of the most significant tasks of leadership
staff in the globalized world. The reason for it is that companies need to improve their
performance continuously, which can be achieved through effective diversity management
and the increase in employees’ commitment (Ashikali & Groeneveld 2015). Moreover,
management personnel should address the social and psychological aspects of employees’
behaviors and attitudes, which can also be affected by culture.
International Management: Discussion
In the era of globalization, international management is also a significant contributor to
companies’ success, although it is different from a cross-cultural one. As mentioned above,
international management focuses on external challenges for the company’s operations that
globalization causes, including the need to communicate with partners of various cultural
backgrounds. Leadership staff must understand not only how to handle diverse staff groups
within their workplace but also how to interact with global partners from the perspectives of
business operations and finances. Leaders should be aware of existing regulations and non-
spoken rules to avoid possible mistakes and misunderstandings. In addition, they should
understand public policies and provisions, tax systems, economic structures, and social
structures of other countries (Ollier-Malaterre & Foucreault, 2017).
It is possible to say that companies cannot perform effective international management if they
are not able to implement appropriate cross-cultural approaches within their structures. The
reason for it is that working with foreign partners requires an understanding of the
significance and role of culture, as well as its effects on individuals’ values, beliefs, and
attitudes. Companies’ cross-cultural management should address the same issues to be
effective.
Cross-Cultural Management: Link Between Culture and Organisational Behaviour
Cross-cultural management can be referred to as the leaders’ ability to establish trust-based
and respectful relationships among team members. It may be a challenging task due to the
reasons presented above, such as differences in views regarding work-related issues, gender
roles, and communication. Cross-cultural management within an organisation can be
performed with reference to comparative and international perspectives. The first approach is
often considered synonymous to cross-cultural management itself, as it addresses sociological
and psychological differences between employees coming from diverse backgrounds (Bird &
Mendenhall, 2016). There is a direct link between culture and organisational behaviour
because the former affects both staff members’ actions and the company’s leadership style.
For example, there may be significant differences in how employees coming from the United
Kingdom and those living in Japan handle stressful situations or approach conversations
because these cultures have developed according to different dimensions. This issue implies
that cross-cultural management should aim at teaching employees how to minimize
challenges posed by differences in their perspectives and benefit from diversity.
The second approach to cross-cultural management is an intercultural one, which is different
from the comparative one. This approach is focused on how individuals coming from various
cultural backgrounds handle management and leadership practices in general. It uses theories
from the fields of cross-cultural psychology, intercultural communication, and social
psychology (Bird & Mendenhall, 2016). The intercultural aspect of cross-cultural
management is also vital for leaders because it can help them to analyze the potential benefits
and disadvantages of different employees’ approaches to work. From the perspective of
organizational behavior, it means that a company should analyze how its staff members prefer
to interact with others, what communication style they tend to choose, and what leadership
style they respond to positively.
One may think that globalization has led to challenges in the workplace due to the increased
lack of communication and understanding between employees; however, it is not true. It is
vital to note that ensuring diversity in the workplace is crucial because it can improve
decision-making processes, enhance the talent pool, and contribute to a wider customer base
(Guillaume et al., 2017). At the same time, the positive impact of diversity can only be
present as a result of effective cross-cultural management because companies should work on
fostering positive interactions between individuals coming from different backgrounds.
Otherwise, differences in cultural backgrounds among staff members can lead to decreased
job performance, increased number of conflicts, and lower employee morale (Guillaume et
al., 2017). As a result, organizational behavior should be designed to mitigate possible
challenges associated with culture and ensure that diversity in the workplace is beneficial for
its operations.
In summary, it is possible to say that organizational behavior should be designed according to
the needs of cross-cultural teams and the traits of particular individuals. Companies can
implement the strategies of so-called servant leadership, which implies the establishment of
an environment in which all employees can feel accepted regardless of their failures and be
confident in their actions (Seto & Sarros, 2016). This type of leadership is focused on
employees’ interests while also encouraging them to show concern about the company’s
operations. Seto and Sarros report that servant leaders should have a desire and an ability to
motivate the members of cross-cultural teams, enhance their self-esteem, and put the
organization’s needs above their own. Moreover, they should offer hope and guidance to the
employees, which is particularly significant as many of them may experience challenges
while working in a diverse environment. Such an approach to leadership can enhance
organizational behavior as well, establishing quality working relationships between the teams
and their superiors.
Significance of Cross-Cultural Management
Both cross-cultural and international management are vital for ensuring excellent
organizational performance. One of the primary causes of it is the fact that globalization has
led to significant changes in the way companies should handle their operations. As many
firms start to work with foreign partners, they should be aware of the possible differences in
other enterprises’ approaches to business. It means that it is vital for businesses to have a high
level of cultural awareness. In some countries, such as the USA, employers may need to have
even greater cross-cultural sensitivity due to a high level of diversity in the nation’s
population (United States Census Bureau, 2017). Thus, cross-cultural management measures
within an organization are a necessity.
Existing literature in the field shows that paying attention to cultural values employees have
and managing diversity in the workplace can improve organizational culture and behavior
significantly, which, in turn, can lead to increased employee commitment and loyalty (Hock,
Clauss & Schulz, 2016). Cross-cultural management should promote open communication,
ensure strong and trust-based relationships between staff members, and minimize the adverse
effects of diversity. For example, Ghodrati, Joorabchi, and Muati report that increased
diversity in the workplace has led to the expansion of discrimination. Effective cross-cultural
management measures should be designed to eliminate the impact of this issue because
employees’ well-being is crucial for the development of organizations (Zheng et al., 2015).
Thus, it is vital to implement effective cross-cultural management principles to minimize
possible problematic issues.
It is crucial to add that cross-cultural management can enhance employees’ affective
commitment, too. Ashikali and Groeneveld report that this type of commitment not only
motivates an employee to work harder and be loyal to an organization but also to have an
emotional bond with the company. As a result, members of cross-cultural teams may feel
more involved in the firm’s operations and be more willing to work towards its goals
(Ashikali & Groeneveld, 2015). Affective commitment can be considered a result of effective
diversity management because it can help employers to attract and retain individuals coming
from various cultural backgrounds. Thus, it is possible to say that effective cross-cultural
management measures are beneficial to both companies and employees.
Culture and Management
Addressing culture and its aspects can be considered one of the most significant tasks of
organizational management. Managers’ leadership style can affect the way employees
perceive their working environment and conditions, as well as their performance in general
(Ashikali & Groeneveld 2015). One of the most appropriate and effective leadership styles
for working with cross-cultural teams is the transformational one. Such an approach is
designed to foster social exchange between team members and align their goals with
organizational culture. This style of management focuses on employee motivation and
considers each employee individually (Ashikali & Groeneveld 2015). From the perspective of
encouraging diversity in the workplace and paying attention to culture, the principles of
transformational leadership reveal the relations between culture and the field of management,
as well as organizational behavior. The last point will be discussed in detail in the following
section of the paper.
It is crucial to add that the issues of management are also related to culture because
addressing diversity in the workplace can be one of the most significant tasks of leadership
staff in the globalized world. The reason for it is that companies need to improve their
performance continuously, which can be achieved through effective diversity management
and the increase in employees’ commitment (Ashikali & Groeneveld 2015). Moreover,
management personnel should address the social and psychological aspects of employees’
behaviors and attitudes, which can also be affected by culture.
International Management: Discussion
In the era of globalization, international management is also a significant contributor to
companies’ success, although it is different from a cross-cultural one. As mentioned above,
international management focuses on external challenges for the company’s operations that
globalization causes, including the need to communicate with partners of various cultural
backgrounds. Leadership staff must understand not only how to handle diverse staff groups
within their workplace but also how to interact with global partners from the perspectives of
business operations and finances. Leaders should be aware of existing regulations and non-
spoken rules to avoid possible mistakes and misunderstandings. In addition, they should
understand public policies and provisions, tax systems, economic structures, and social
structures of other countries (Ollier-Malaterre & Foucreault, 2017).
It is possible to say that companies cannot perform effective international management if they
are not able to implement appropriate cross-cultural approaches within their structures. The
reason for it is that working with foreign partners requires an understanding of the
significance and role of culture, as well as its effects on individuals’ values, beliefs, and
attitudes. Companies’ cross-cultural management should address the same issues to be
effective.
Cross-Cultural Management: Link Between Culture and Organisational Behaviour
Cross-cultural management can be referred to as the leaders’ ability to establish trust-based
and respectful relationships among team members. It may be a challenging task due to the
reasons presented above, such as differences in views regarding work-related issues, gender
roles, and communication. Cross-cultural management within an organisation can be
performed with reference to comparative and international perspectives. The first approach is
often considered synonymous to cross-cultural management itself, as it addresses sociological
and psychological differences between employees coming from diverse backgrounds (Bird &
Mendenhall, 2016). There is a direct link between culture and organisational behaviour
because the former affects both staff members’ actions and the company’s leadership style.
For example, there may be significant differences in how employees coming from the United
Kingdom and those living in Japan handle stressful situations or approach conversations
because these cultures have developed according to different dimensions. This issue implies
that cross-cultural management should aim at teaching employees how to minimize
challenges posed by differences in their perspectives and benefit from diversity.
The second approach to cross-cultural management is an intercultural one, which is different
from the comparative one. This approach is focused on how individuals coming from various
cultural backgrounds handle management and leadership practices in general. It uses theories
from the fields of cross-cultural psychology, intercultural communication, and social
psychology (Bird & Mendenhall, 2016). The intercultural aspect of cross-cultural
management is also vital for leaders because it can help them to analyze the potential benefits
and disadvantages of different employees’ approaches to work. From the perspective of
organizational behavior, it means that a company should analyze how its staff members prefer
to interact with others, what communication style they tend to choose, and what leadership
style they respond to positively.
One may think that globalization has led to challenges in the workplace due to the increased
lack of communication and understanding between employees; however, it is not true. It is
vital to note that ensuring diversity in the workplace is crucial because it can improve
decision-making processes, enhance the talent pool, and contribute to a wider customer base
(Guillaume et al., 2017). At the same time, the positive impact of diversity can only be
present as a result of effective cross-cultural management because companies should work on
fostering positive interactions between individuals coming from different backgrounds.
Otherwise, differences in cultural backgrounds among staff members can lead to decreased
job performance, increased number of conflicts, and lower employee morale (Guillaume et
al., 2017). As a result, organizational behavior should be designed to mitigate possible
challenges associated with culture and ensure that diversity in the workplace is beneficial for
its operations.
In summary, it is possible to say that organizational behavior should be designed according to
the needs of cross-cultural teams and the traits of particular individuals. Companies can
implement the strategies of so-called servant leadership, which implies the establishment of
an environment in which all employees can feel accepted regardless of their failures and be
confident in their actions (Seto & Sarros, 2016). This type of leadership is focused on
employees’ interests while also encouraging them to show concern about the company’s
operations. Seto and Sarros report that servant leaders should have a desire and an ability to
motivate the members of cross-cultural teams, enhance their self-esteem, and put the
organization’s needs above their own. Moreover, they should offer hope and guidance to the
employees, which is particularly significant as many of them may experience challenges
while working in a diverse environment. Such an approach to leadership can enhance
organizational behavior as well, establishing quality working relationships between the teams
and their superiors.
Significance of Cross-Cultural Management
Both cross-cultural and international management are vital for ensuring excellent
organizational performance. One of the primary causes of it is the fact that globalization has
led to significant changes in the way companies should handle their operations. As many
firms start to work with foreign partners, they should be aware of the possible differences in
other enterprises’ approaches to business. It means that it is vital for businesses to have a high
level of cultural awareness. In some countries, such as the USA, employers may need to have
even greater cross-cultural sensitivity due to a high level of diversity in the nation’s
population (United States Census Bureau, 2017). Thus, cross-cultural management measures
within an organization are a necessity.
Existing literature in the field shows that paying attention to cultural values employees have
and managing diversity in the workplace can improve organizational culture and behavior
significantly, which, in turn, can lead to increased employee commitment and loyalty (Hock,
Clauss & Schulz, 2016). Cross-cultural management should promote open communication,
ensure strong and trust-based relationships between staff members, and minimize the adverse
effects of diversity. For example, Ghodrati, Joorabchi, and Muati report that increased
diversity in the workplace has led to the expansion of discrimination. Effective cross-cultural
management measures should be designed to eliminate the impact of this issue because
employees’ well-being is crucial for the development of organizations (Zheng et al., 2015).
Thus, it is vital to implement effective cross-cultural management principles to minimize
possible problematic issues.
It is crucial to add that cross-cultural management can enhance employees’ affective
commitment, too. Ashikali and Groeneveld report that this type of commitment not only
motivates an employee to work harder and be loyal to an organization but also to have an
emotional bond with the company. As a result, members of cross-cultural teams may feel
more involved in the firm’s operations and be more willing to work towards its goals
(Ashikali & Groeneveld, 2015). Affective commitment can be considered a result of effective
diversity management because it can help employers to attract and retain individuals coming
from various cultural backgrounds. Thus, it is possible to say that effective cross-cultural
management measures are beneficial to both companies and employees.
Culture and Management
Addressing culture and its aspects can be considered one of the most significant tasks of
organizational management. Managers’ leadership style can affect the way employees
perceive their working environment and conditions, as well as their performance in general
(Ashikali & Groeneveld 2015). One of the most appropriate and effective leadership styles
for working with cross-cultural teams is the transformational one. Such an approach is
designed to foster social exchange between team members and align their goals with
organizational culture. This style of management focuses on employee motivation and
considers each employee individually (Ashikali & Groeneveld 2015). From the perspective of
encouraging diversity in the workplace and paying attention to culture, the principles of
transformational leadership reveal the relations between culture and the field of management,
as well as organizational behavior. The last point will be discussed in detail in the following
section of the paper.
It is crucial to add that the issues of management are also related to culture because
addressing diversity in the workplace can be one of the most significant tasks of leadership
staff in the globalized world. The reason for it is that companies need to improve their
performance continuously, which can be achieved through effective diversity management
and the increase in employees’ commitment (Ashikali & Groeneveld 2015). Moreover,
management personnel should address the social and psychological aspects of employees’
behaviors and attitudes, which can also be affected by culture.
International Management: Discussion
In the era of globalization, international management is also a significant contributor to
companies’ success, although it is different from a cross-cultural one. As mentioned above,
international management focuses on external challenges for the company’s operations that
globalization causes, including the need to communicate with partners of various cultural
backgrounds. Leadership staff must understand not only how to handle diverse staff groups
within their workplace but also how to interact with global partners from the perspectives of
business operations and finances. Leaders should be aware of existing regulations and non-
spoken rules to avoid possible mistakes and misunderstandings. In addition, they should
understand public policies and provisions, tax systems, economic structures, and social
structures of other countries (Ollier-Malaterre & Foucreault, 2017).
It is possible to say that companies cannot perform effective international management if they
are not able to implement appropriate cross-cultural approaches within their structures. The
reason for it is that working with foreign partners requires an understanding of the
significance and role of culture, as well as its effects on individuals’ values, beliefs, and
attitudes. Companies’ cross-cultural management should address the same issues to be
effective.
Cross-Cultural Management: Link Between Culture and Organisational Behaviour
Cross-cultural management can be referred to as the leaders’ ability to establish trust-based
and respectful relationships among team members. It may be a challenging task due to the
reasons presented above, such as differences in views regarding work-related issues, gender
roles, and communication. Cross-cultural management within an organisation can be
performed with reference to comparative and international perspectives. The first approach is
often considered synonymous to cross-cultural management itself, as it addresses sociological
and psychological differences between employees coming from diverse backgrounds (Bird &
Mendenhall, 2016). There is a direct link between culture and organisational behaviour
because the former affects both staff members’ actions and the company’s leadership style.
For example, there may be significant differences in how employees coming from the United
Kingdom and those living in Japan handle stressful situations or approach conversations
because these cultures have developed according to different dimensions. This issue implies
that cross-cultural management should aim at teaching employees how to minimize
challenges posed by differences in their perspectives and benefit from diversity.
The second approach to cross-cultural management is an intercultural one, which is different
from the comparative one. This approach is focused on how individuals coming from various
cultural backgrounds handle management and leadership practices in general. It uses theories
from the fields of cross-cultural psychology, intercultural communication, and social
psychology (Bird & Mendenhall, 2016). The intercultural aspect of cross-cultural
management is also vital for leaders because it can help them to analyze the potential benefits
and disadvantages of different employees’ approaches to work. From the perspective of
organizational behavior, it means that a company should analyze how its staff members prefer
to interact with others, what communication style they tend to choose, and what leadership
style they respond to positively.
One may think that globalization has led to challenges in the workplace due to the increased
lack of communication and understanding between employees; however, it is not true. It is
vital to note that ensuring diversity in the workplace is crucial because it can improve
decision-making processes, enhance the talent pool, and contribute to a wider customer base
(Guillaume et al., 2017). At the same time, the positive impact of diversity can only be
present as a result of effective cross-cultural management because companies should work on
fostering positive interactions between individuals coming from different backgrounds.
Otherwise, differences in cultural backgrounds among staff members can lead to decreased
job performance, increased number of conflicts, and lower employee morale (Guillaume et
al., 2017). As a result, organizational behavior should be designed to mitigate possible
challenges associated with culture and ensure that diversity in the workplace is beneficial for
its operations.
In summary, it is possible to say that organizational behavior should be designed according to
the needs of cross-cultural teams and the traits of particular individuals. Companies can
implement the strategies of so-called servant leadership, which implies the establishment of
an environment in which all employees can feel accepted regardless of their failures and be
confident in their actions (Seto & Sarros, 2016). This type of leadership is focused on
employees’ interests while also encouraging them to show concern about the company’s
operations. Seto and Sarros report that servant leaders should have a desire and an ability to
motivate the members of cross-cultural teams, enhance their self-esteem, and put the
organization’s needs above their own. Moreover, they should offer hope and guidance to the
employees, which is particularly significant as many of them may experience challenges
while working in a diverse environment. Such an approach to leadership can enhance
organizational behavior as well, establishing quality working relationships between the teams
and their superiors.
Significance of Cross-Cultural Management
Both cross-cultural and international management are vital for ensuring excellent
organizational performance. One of the primary causes of it is the fact that globalization has
led to significant changes in the way companies should handle their operations. As many
firms start to work with foreign partners, they should be aware of the possible differences in
other enterprises’ approaches to business. It means that it is vital for businesses to have a high
level of cultural awareness. In some countries, such as the USA, employers may need to have
even greater cross-cultural sensitivity due to a high level of diversity in the nation’s
population (United States Census Bureau, 2017). Thus, cross-cultural management measures
within an organization are a necessity.
Existing literature in the field shows that paying attention to cultural values employees have
and managing diversity in the workplace can improve organizational culture and behavior
significantly, which, in turn, can lead to increased employee commitment and loyalty (Hock,
Clauss & Schulz, 2016). Cross-cultural management should promote open communication,
ensure strong and trust-based relationships between staff members, and minimize the adverse
effects of diversity. For example, Ghodrati, Joorabchi, and Muati report that increased
diversity in the workplace has led to the expansion of discrimination. Effective cross-cultural
management measures should be designed to eliminate the impact of this issue because
employees’ well-being is crucial for the development of organizations (Zheng et al., 2015).
Thus, it is vital to implement effective cross-cultural management principles to minimize
possible problematic issues.
It is crucial to add that cross-cultural management can enhance employees’ affective
commitment, too. Ashikali and Groeneveld report that this type of commitment not only
motivates an employee to work harder and be loyal to an organization but also to have an
emotional bond with the company. As a result, members of cross-cultural teams may feel
more involved in the firm’s operations and be more willing to work towards its goals
(Ashikali & Groeneveld, 2015). Affective commitment can be considered a result of effective
diversity management because it can help employers to attract and retain individuals coming
from various cultural backgrounds. Thus, it is possible to say that effective cross-cultural
management measures are beneficial to both companies and employees.
Culture and Management
Addressing culture and its aspects can be considered one of the most significant tasks of
organizational management. Managers’ leadership style can affect the way employees
perceive their working environment and conditions, as well as their performance in general
(Ashikali & Groeneveld 2015). One of the most appropriate and effective leadership styles
for working with cross-cultural teams is the transformational one. Such an approach is
designed to foster social exchange between team members and align their goals with
organizational culture. This style of management focuses on employee motivation and
considers each employee individually (Ashikali & Groeneveld 2015). From the perspective of
encouraging diversity in the workplace and paying attention to culture, the principles of
transformational leadership reveal the relations between culture and the field of management,
as well as organizational behavior. The last point will be discussed in detail in the following
section of the paper.
It is crucial to add that the issues of management are also related to culture because
addressing diversity in the workplace can be one of the most significant tasks of leadership
staff in the globalized world. The reason for it is that companies need to improve their
performance continuously, which can be achieved through effective diversity management
and the increase in employees’ commitment (Ashikali & Groeneveld 2015). Moreover,
management personnel should address the social and psychological aspects of employees’
behaviors and attitudes, which can also be affected by culture.
International Management: Discussion
In the era of globalization, international management is also a significant contributor to
companies’ success, although it is different from a cross-cultural one. As mentioned above,
international management focuses on external challenges for the company’s operations that
globalization causes, including the need to communicate with partners of various cultural
backgrounds. Leadership staff must understand not only how to handle diverse staff groups
within their workplace but also how to interact with global partners from the perspectives of
business operations and finances. Leaders should be aware of existing regulations and non-
spoken rules to avoid possible mistakes and misunderstandings. In addition, they should
understand public policies and provisions, tax systems, economic structures, and social
structures of other countries (Ollier-Malaterre & Foucreault, 2017).
It is possible to say that companies cannot perform effective international management if they
are not able to implement appropriate cross-cultural approaches within their structures. The
reason for it is that working with foreign partners requires an understanding of the
significance and role of culture, as well as its effects on individuals’ values, beliefs, and
attitudes. Companies’ cross-cultural management should address the same issues to be
effective.
Cross-Cultural Management: Link Between Culture and Organisational Behaviour
Cross-cultural management can be referred to as the leaders’ ability to establish trust-based
and respectful relationships among team members. It may be a challenging task due to the
reasons presented above, such as differences in views regarding work-related issues, gender
roles, and communication. Cross-cultural management within an organisation can be
performed with reference to comparative and international perspectives. The first approach is
often considered synonymous to cross-cultural management itself, as it addresses sociological
and psychological differences between employees coming from diverse backgrounds (Bird &
Mendenhall, 2016). There is a direct link between culture and organisational behaviour
because the former affects both staff members’ actions and the company’s leadership style.
For example, there may be significant differences in how employees coming from the United
Kingdom and those living in Japan handle stressful situations or approach conversations
because these cultures have developed according to different dimensions. This issue implies
that cross-cultural management should aim at teaching employees how to minimize
challenges posed by differences in their perspectives and benefit from diversity.
The second approach to cross-cultural management is an intercultural one, which is different
from the comparative one. This approach is focused on how individuals coming from various
cultural backgrounds handle management and leadership practices in general. It uses theories
from the fields of cross-cultural psychology, intercultural communication, and social
psychology (Bird & Mendenhall, 2016). The intercultural aspect of cross-cultural
management is also vital for leaders because it can help them to analyze the potential benefits
and disadvantages of different employees’ approaches to work. From the perspective of
organizational behavior, it means that a company should analyze how its staff members prefer
to interact with others, what communication style they tend to choose, and what leadership
style they respond to positively.
One may think that globalization has led to challenges in the workplace due to the increased
lack of communication and understanding between employees; however, it is not true. It is
vital to note that ensuring diversity in the workplace is crucial because it can improve
decision-making processes, enhance the talent pool, and contribute to a wider customer base
(Guillaume et al., 2017). At the same time, the positive impact of diversity can only be
present as a result of effective cross-cultural management because companies should work on
fostering positive interactions between individuals coming from different backgrounds.
Otherwise, differences in cultural backgrounds among staff members can lead to decreased
job performance, increased number of conflicts, and lower employee morale (Guillaume et
al., 2017). As a result, organizational behavior should be designed to mitigate possible
challenges associated with culture and ensure that diversity in the workplace is beneficial for
its operations.
In summary, it is possible to say that organizational behavior should be designed according to
the needs of cross-cultural teams and the traits of particular individuals. Companies can
implement the strategies of so-called servant leadership, which implies the establishment of
an environment in which all employees can feel accepted regardless of their failures and be
confident in their actions (Seto & Sarros, 2016). This type of leadership is focused on
employees’ interests while also encouraging them to show concern about the company’s
operations. Seto and Sarros report that servant leaders should have a desire and an ability to
motivate the members of cross-cultural teams, enhance their self-esteem, and put the
organization’s needs above their own. Moreover, they should offer hope and guidance to the
employees, which is particularly significant as many of them may experience challenges
while working in a diverse environment. Such an approach to leadership can enhance
organizational behavior as well, establishing quality working relationships between the teams
and their superiors.
Significance of Cross-Cultural Management
Both cross-cultural and international management are vital for ensuring excellent
organizational performance. One of the primary causes of it is the fact that globalization has
led to significant changes in the way companies should handle their operations. As many
firms start to work with foreign partners, they should be aware of the possible differences in
other enterprises’ approaches to business. It means that it is vital for businesses to have a high
level of cultural awareness. In some countries, such as the USA, employers may need to have
even greater cross-cultural sensitivity due to a high level of diversity in the nation’s
population (United States Census Bureau, 2017). Thus, cross-cultural management measures
within an organization are a necessity.
Existing literature in the field shows that paying attention to cultural values employees have
and managing diversity in the workplace can improve organizational culture and behavior
significantly, which, in turn, can lead to increased employee commitment and loyalty (Hock,
Clauss & Schulz, 2016). Cross-cultural management should promote open communication,
ensure strong and trust-based relationships between staff members, and minimize the adverse
effects of diversity. For example, Ghodrati, Joorabchi, and Muati report that increased
diversity in the workplace has led to the expansion of discrimination. Effective cross-cultural
management measures should be designed to eliminate the impact of this issue because
employees’ well-being is crucial for the development of organizations (Zheng et al., 2015).
Thus, it is vital to implement effective cross-cultural management principles to minimize
possible problematic issues.
It is crucial to add that cross-cultural management can enhance employees’ affective
commitment, too. Ashikali and Groeneveld report that this type of commitment not only
motivates an employee to work harder and be loyal to an organization but also to have an
emotional bond with the company. As a result, members of cross-cultural teams may feel
more involved in the firm’s operations and be more willing to work towards its goals
(Ashikali & Groeneveld, 2015). Affective commitment can be considered a result of effective
diversity management because it can help employers to attract and retain individuals coming
from various cultural backgrounds. Thus, it is possible to say that effective cross-cultural
management measures are beneficial to both companies and employees.
Culture and Management
Addressing culture and its aspects can be considered one of the most significant tasks of
organizational management. Managers’ leadership style can affect the way employees
perceive their working environment and conditions, as well as their performance in general
(Ashikali & Groeneveld 2015). One of the most appropriate and effective leadership styles
for working with cross-cultural teams is the transformational one. Such an approach is
designed to foster social exchange between team members and align their goals with
organizational culture. This style of management focuses on employee motivation and
considers each employee individually (Ashikali & Groeneveld 2015). From the perspective of
encouraging diversity in the workplace and paying attention to culture, the principles of
transformational leadership reveal the relations between culture and the field of management,
as well as organizational behavior. The last point will be discussed in detail in the following
section of the paper.
It is crucial to add that the issues of management are also related to culture because
addressing diversity in the workplace can be one of the most significant tasks of leadership
staff in the globalized world. The reason for it is that companies need to improve their
performance continuously, which can be achieved through effective diversity management
and the increase in employees’ commitment (Ashikali & Groeneveld 2015). Moreover,
management personnel should address the social and psychological aspects of employees’
behaviors and attitudes, which can also be affected by culture.
International Management: Discussion
In the era of globalization, international management is also a significant contributor to
companies’ success, although it is different from a cross-cultural one. As mentioned above,
international management focuses on external challenges for the company’s operations that
globalization causes, including the need to communicate with partners of various cultural
backgrounds. Leadership staff must understand not only how to handle diverse staff groups
within their workplace but also how to interact with global partners from the perspectives of
business operations and finances. Leaders should be aware of existing regulations and non-
spoken rules to avoid possible mistakes and misunderstandings. In addition, they should
understand public policies and provisions, tax systems, economic structures, and social
structures of other countries (Ollier-Malaterre & Foucreault, 2017).
It is possible to say that companies cannot perform effective international management if they
are not able to implement appropriate cross-cultural approaches within their structures. The
reason for it is that working with foreign partners requires an understanding of the
significance and role of culture, as well as its effects on individuals’ values, beliefs, and
attitudes. Companies’ cross-cultural management should address the same issues to be
effective.
Cross-Cultural Management: Link Between Culture and Organisational Behaviour
Cross-cultural management can be referred to as the leaders’ ability to establish trust-based
and respectful relationships among team members. It may be a challenging task due to the
reasons presented above, such as differences in views regarding work-related issues, gender
roles, and communication. Cross-cultural management within an organisation can be
performed with reference to comparative and international perspectives. The first approach is
often considered synonymous to cross-cultural management itself, as it addresses sociological
and psychological differences between employees coming from diverse backgrounds (Bird &
Mendenhall, 2016). There is a direct link between culture and organisational behaviour
because the former affects both staff members’ actions and the company’s leadership style.
For example, there may be significant differences in how employees coming from the United
Kingdom and those living in Japan handle stressful situations or approach conversations
because these cultures have developed according to different dimensions. This issue implies
that cross-cultural management should aim at teaching employees how to minimize
challenges posed by differences in their perspectives and benefit from diversity.
The second approach to cross-cultural management is an intercultural one, which is different
from the comparative one. This approach is focused on how individuals coming from various
cultural backgrounds handle management and leadership practices in general. It uses theories
from the fields of cross-cultural psychology, intercultural communication, and social
psychology (Bird & Mendenhall, 2016). The intercultural aspect of cross-cultural
management is also vital for leaders because it can help them to analyze the potential benefits
and disadvantages of different employees’ approaches to work. From the perspective of
organizational behavior, it means that a company should analyze how its staff members prefer
to interact with others, what communication style they tend to choose, and what leadership
style they respond to positively.
One may think that globalization has led to challenges in the workplace due to the increased
lack of communication and understanding between employees; however, it is not true. It is
vital to note that ensuring diversity in the workplace is crucial because it can improve
decision-making processes, enhance the talent pool, and contribute to a wider customer base
(Guillaume et al., 2017). At the same time, the positive impact of diversity can only be
present as a result of effective cross-cultural management because companies should work on
fostering positive interactions between individuals coming from different backgrounds.
Otherwise, differences in cultural backgrounds among staff members can lead to decreased
job performance, increased number of conflicts, and lower employee morale (Guillaume et
al., 2017). As a result, organizational behavior should be designed to mitigate possible
challenges associated with culture and ensure that diversity in the workplace is beneficial for
its operations.
In summary, it is possible to say that organizational behavior should be designed according to
the needs of cross-cultural teams and the traits of particular individuals. Companies can
implement the strategies of so-called servant leadership, which implies the establishment of
an environment in which all employees can feel accepted regardless of their failures and be
confident in their actions (Seto & Sarros, 2016). This type of leadership is focused on
employees’ interests while also encouraging them to show concern about the company’s
operations. Seto and Sarros report that servant leaders should have a desire and an ability to
motivate the members of cross-cultural teams, enhance their self-esteem, and put the
organization’s needs above their own. Moreover, they should offer hope and guidance to the
employees, which is particularly significant as many of them may experience challenges
while working in a diverse environment. Such an approach to leadership can enhance
organizational behavior as well, establishing quality working relationships between the teams
and their superiors.
Significance of Cross-Cultural Management
Both cross-cultural and international management are vital for ensuring excellent
organizational performance. One of the primary causes of it is the fact that globalization has
led to significant changes in the way companies should handle their operations. As many
firms start to work with foreign partners, they should be aware of the possible differences in
other enterprises’ approaches to business. It means that it is vital for businesses to have a high
level of cultural awareness. In some countries, such as the USA, employers may need to have
even greater cross-cultural sensitivity due to a high level of diversity in the nation’s
population (United States Census Bureau, 2017). Thus, cross-cultural management measures
within an organization are a necessity.
Existing literature in the field shows that paying attention to cultural values employees have
and managing diversity in the workplace can improve organizational culture and behavior
significantly, which, in turn, can lead to increased employee commitment and loyalty (Hock,
Clauss & Schulz, 2016). Cross-cultural management should promote open communication,
ensure strong and trust-based relationships between staff members, and minimize the adverse
effects of diversity. For example, Ghodrati, Joorabchi, and Muati report that increased
diversity in the workplace has led to the expansion of discrimination. Effective cross-cultural
management measures should be designed to eliminate the impact of this issue because
employees’ well-being is crucial for the development of organizations (Zheng et al., 2015).
Thus, it is vital to implement effective cross-cultural management principles to minimize
possible problematic issues.
It is crucial to add that cross-cultural management can enhance employees’ affective
commitment, too. Ashikali and Groeneveld report that this type of commitment not only
motivates an employee to work harder and be loyal to an organization but also to have an
emotional bond with the company. As a result, members of cross-cultural teams may feel
more involved in the firm’s operations and be more willing to work towards its goals
(Ashikali & Groeneveld, 2015). Affective commitment can be considered a result of effective
diversity management because it can help employers to attract and retain individuals coming
from various cultural backgrounds. Thus, it is possible to say that effective cross-cultural
management measures are beneficial to both companies and employees.
Culture and Management
Addressing culture and its aspects can be considered one of the most significant tasks of
organizational management. Managers’ leadership style can affect the way employees
perceive their working environment and conditions, as well as their performance in general
(Ashikali & Groeneveld 2015). One of the most appropriate and effective leadership styles
for working with cross-cultural teams is the transformational one. Such an approach is
designed to foster social exchange between team members and align their goals with
organizational culture. This style of management focuses on employee motivation and
considers each employee individually (Ashikali & Groeneveld 2015). From the perspective of
encouraging diversity in the workplace and paying attention to culture, the principles of
transformational leadership reveal the relations between culture and the field of management,
as well as organizational behavior. The last point will be discussed in detail in the following
section of the paper.
It is crucial to add that the issues of management are also related to culture because
addressing diversity in the workplace can be one of the most significant tasks of leadership
staff in the globalized world. The reason for it is that companies need to improve their
performance continuously, which can be achieved through effective diversity management
and the increase in employees’ commitment (Ashikali & Groeneveld 2015). Moreover,
management personnel should address the social and psychological aspects of employees’
behaviors and attitudes, which can also be affected by culture.
International Management: Discussion
In the era of globalization, international management is also a significant contributor to
companies’ success, although it is different from a cross-cultural one. As mentioned above,
international management focuses on external challenges for the company’s operations that
globalization causes, including the need to communicate with partners of various cultural
backgrounds. Leadership staff must understand not only how to handle diverse staff groups
within their workplace but also how to interact with global partners from the perspectives of
business operations and finances. Leaders should be aware of existing regulations and non-
spoken rules to avoid possible mistakes and misunderstandings. In addition, they should
understand public policies and provisions, tax systems, economic structures, and social
structures of other countries (Ollier-Malaterre & Foucreault, 2017).
It is possible to say that companies cannot perform effective international management if they
are not able to implement appropriate cross-cultural approaches within their structures. The
reason for it is that working with foreign partners requires an understanding of the
significance and role of culture, as well as its effects on individuals’ values, beliefs, and
attitudes. Companies’ cross-cultural management should address the same issues to be
effective.
Cross-Cultural Management: Link Between Culture and Organisational Behaviour
Cross-cultural management can be referred to as the leaders’ ability to establish trust-based
and respectful relationships among team members. It may be a challenging task due to the
reasons presented above, such as differences in views regarding work-related issues, gender
roles, and communication. Cross-cultural management within an organisation can be
performed with reference to comparative and international perspectives. The first approach is
often considered synonymous to cross-cultural management itself, as it addresses sociological
and psychological differences between employees coming from diverse backgrounds (Bird &
Mendenhall, 2016). There is a direct link between culture and organisational behaviour
because the former affects both staff members’ actions and the company’s leadership style.
For example, there may be significant differences in how employees coming from the United
Kingdom and those living in Japan handle stressful situations or approach conversations
because these cultures have developed according to different dimensions. This issue implies
that cross-cultural management should aim at teaching employees how to minimize
challenges posed by differences in their perspectives and benefit from diversity.
The second approach to cross-cultural management is an intercultural one, which is different
from the comparative one. This approach is focused on how individuals coming from various
cultural backgrounds handle management and leadership practices in general. It uses theories
from the fields of cross-cultural psychology, intercultural communication, and social
psychology (Bird & Mendenhall, 2016). The intercultural aspect of cross-cultural
management is also vital for leaders because it can help them to analyze the potential benefits
and disadvantages of different employees’ approaches to work. From the perspective of
organizational behavior, it means that a company should analyze how its staff members prefer
to interact with others, what communication style they tend to choose, and what leadership
style they respond to positively.
One may think that globalization has led to challenges in the workplace due to the increased
lack of communication and understanding between employees; however, it is not true. It is
vital to note that ensuring diversity in the workplace is crucial because it can improve
decision-making processes, enhance the talent pool, and contribute to a wider customer base
(Guillaume et al., 2017). At the same time, the positive impact of diversity can only be
present as a result of effective cross-cultural management because companies should work on
fostering positive interactions between individuals coming from different backgrounds.
Otherwise, differences in cultural backgrounds among staff members can lead to decreased
job performance, increased number of conflicts, and lower employee morale (Guillaume et
al., 2017). As a result, organizational behavior should be designed to mitigate possible
challenges associated with culture and ensure that diversity in the workplace is beneficial for
its operations.
In summary, it is possible to say that organizational behavior should be designed according to
the needs of cross-cultural teams and the traits of particular individuals. Companies can
implement the strategies of so-called servant leadership, which implies the establishment of
an environment in which all employees can feel accepted regardless of their failures and be
confident in their actions (Seto & Sarros, 2016). This type of leadership is focused on
employees’ interests while also encouraging them to show concern about the company’s
operations. Seto and Sarros report that servant leaders should have a desire and an ability to
motivate the members of cross-cultural teams, enhance their self-esteem, and put the
organization’s needs above their own. Moreover, they should offer hope and guidance to the
employees, which is particularly significant as many of them may experience challenges
while working in a diverse environment. Such an approach to leadership can enhance
organizational behavior as well, establishing quality working relationships between the teams
and their superiors.
Significance of Cross-Cultural Management
Both cross-cultural and international management are vital for ensuring excellent
organizational performance. One of the primary causes of it is the fact that globalization has
led to significant changes in the way companies should handle their operations. As many
firms start to work with foreign partners, they should be aware of the possible differences in
other enterprises’ approaches to business. It means that it is vital for businesses to have a high
level of cultural awareness. In some countries, such as the USA, employers may need to have
even greater cross-cultural sensitivity due to a high level of diversity in the nation’s
population (United States Census Bureau, 2017). Thus, cross-cultural management measures
within an organization are a necessity.
Existing literature in the field shows that paying attention to cultural values employees have
and managing diversity in the workplace can improve organizational culture and behavior
significantly, which, in turn, can lead to increased employee commitment and loyalty (Hock,
Clauss & Schulz, 2016). Cross-cultural management should promote open communication,
ensure strong and trust-based relationships between staff members, and minimize the adverse
effects of diversity. For example, Ghodrati, Joorabchi, and Muati report that increased
diversity in the workplace has led to the expansion of discrimination. Effective cross-cultural
management measures should be designed to eliminate the impact of this issue because
employees’ well-being is crucial for the development of organizations (Zheng et al., 2015).
Thus, it is vital to implement effective cross-cultural management principles to minimize
possible problematic issues.
It is crucial to add that cross-cultural management can enhance employees’ affective
commitment, too. Ashikali and Groeneveld report that this type of commitment not only
motivates an employee to work harder and be loyal to an organization but also to have an
emotional bond with the company. As a result, members of cross-cultural teams may feel
more involved in the firm’s operations and be more willing to work towards its goals
(Ashikali & Groeneveld, 2015). Affective commitment can be considered a result of effective
diversity management because it can help employers to attract and retain individuals coming
from various cultural backgrounds. Thus, it is possible to say that effective cross-cultural
management measures are beneficial to both companies and employees.
Culture and Management
Addressing culture and its aspects can be considered one of the most significant tasks of
organizational management. Managers’ leadership style can affect the way employees
perceive their working environment and conditions, as well as their performance in general
(Ashikali & Groeneveld 2015). One of the most appropriate and effective leadership styles
for working with cross-cultural teams is the transformational one. Such an approach is
designed to foster social exchange between team members and align their goals with
organizational culture. This style of management focuses on employee motivation and
considers each employee individually (Ashikali & Groeneveld 2015). From the perspective of
encouraging diversity in the workplace and paying attention to culture, the principles of
transformational leadership reveal the relations between culture and the field of management,
as well as organizational behavior. The last point will be discussed in detail in the following
section of the paper.
It is crucial to add that the issues of management are also related to culture because
addressing diversity in the workplace can be one of the most significant tasks of leadership
staff in the globalized world. The reason for it is that companies need to improve their
performance continuously, which can be achieved through effective diversity management
and the increase in employees’ commitment (Ashikali & Groeneveld 2015). Moreover,
management personnel should address the social and psychological aspects of employees’
behaviors and attitudes, which can also be affected by culture.
International Management: Discussion
In the era of globalization, international management is also a significant contributor to
companies’ success, although it is different from a cross-cultural one. As mentioned above,
international management focuses on external challenges for the company’s operations that
globalization causes, including the need to communicate with partners of various cultural
backgrounds. Leadership staff must understand not only how to handle diverse staff groups
within their workplace but also how to interact with global partners from the perspectives of
business operations and finances. Leaders should be aware of existing regulations and non-
spoken rules to avoid possible mistakes and misunderstandings. In addition, they should
understand public policies and provisions, tax systems, economic structures, and social
structures of other countries (Ollier-Malaterre & Foucreault, 2017).
It is possible to say that companies cannot perform effective international management if they
are not able to implement appropriate cross-cultural approaches within their structures. The
reason for it is that working with foreign partners requires an understanding of the
significance and role of culture, as well as its effects on individuals’ values, beliefs, and
attitudes. Companies’ cross-cultural management should address the same issues to be
effective.
Cross-Cultural Management: Link Between Culture and Organisational Behaviour
Cross-cultural management can be referred to as the leaders’ ability to establish trust-based
and respectful relationships among team members. It may be a challenging task due to the
reasons presented above, such as differences in views regarding work-related issues, gender
roles, and communication. Cross-cultural management within an organisation can be
performed with reference to comparative and international perspectives. The first approach is
often considered synonymous to cross-cultural management itself, as it addresses sociological
and psychological differences between employees coming from diverse backgrounds (Bird &
Mendenhall, 2016). There is a direct link between culture and organisational behaviour
because the former affects both staff members’ actions and the company’s leadership style.
For example, there may be significant differences in how employees coming from the United
Kingdom and those living in Japan handle stressful situations or approach conversations
because these cultures have developed according to different dimensions. This issue implies
that cross-cultural management should aim at teaching employees how to minimize
challenges posed by differences in their perspectives and benefit from diversity.
The second approach to cross-cultural management is an intercultural one, which is different
from the comparative one. This approach is focused on how individuals coming from various
cultural backgrounds handle management and leadership practices in general. It uses theories
from the fields of cross-cultural psychology, intercultural communication, and social
psychology (Bird & Mendenhall, 2016). The intercultural aspect of cross-cultural
management is also vital for leaders because it can help them to analyze the potential benefits
and disadvantages of different employees’ approaches to work. From the perspective of
organizational behavior, it means that a company should analyze how its staff members prefer
to interact with others, what communication style they tend to choose, and what leadership
style they respond to positively.
One may think that globalization has led to challenges in the workplace due to the increased
lack of communication and understanding between employees; however, it is not true. It is
vital to note that ensuring diversity in the workplace is crucial because it can improve
decision-making processes, enhance the talent pool, and contribute to a wider customer base
(Guillaume et al., 2017). At the same time, the positive impact of diversity can only be
present as a result of effective cross-cultural management because companies should work on
fostering positive interactions between individuals coming from different backgrounds.
Otherwise, differences in cultural backgrounds among staff members can lead to decreased
job performance, increased number of conflicts, and lower employee morale (Guillaume et
al., 2017). As a result, organizational behavior should be designed to mitigate possible
challenges associated with culture and ensure that diversity in the workplace is beneficial for
its operations.
In summary, it is possible to say that organizational behavior should be designed according to
the needs of cross-cultural teams and the traits of particular individuals. Companies can
implement the strategies of so-called servant leadership, which implies the establishment of
an environment in which all employees can feel accepted regardless of their failures and be
confident in their actions (Seto & Sarros, 2016). This type of leadership is focused on
employees’ interests while also encouraging them to show concern about the company’s
operations. Seto and Sarros report that servant leaders should have a desire and an ability to
motivate the members of cross-cultural teams, enhance their self-esteem, and put the
organization’s needs above their own. Moreover, they should offer hope and guidance to the
employees, which is particularly significant as many of them may experience challenges
while working in a diverse environment. Such an approach to leadership can enhance
organizational behavior as well, establishing quality working relationships between the teams
and their superiors.
Significance of Cross-Cultural Management
Both cross-cultural and international management are vital for ensuring excellent
organizational performance. One of the primary causes of it is the fact that globalization has
led to significant changes in the way companies should handle their operations. As many
firms start to work with foreign partners, they should be aware of the possible differences in
other enterprises’ approaches to business. It means that it is vital for businesses to have a high
level of cultural awareness. In some countries, such as the USA, employers may need to have
even greater cross-cultural sensitivity due to a high level of diversity in the nation’s
population (United States Census Bureau, 2017). Thus, cross-cultural management measures
within an organization are a necessity.
Existing literature in the field shows that paying attention to cultural values employees have
and managing diversity in the workplace can improve organizational culture and behavior
significantly, which, in turn, can lead to increased employee commitment and loyalty (Hock,
Clauss & Schulz, 2016). Cross-cultural management should promote open communication,
ensure strong and trust-based relationships between staff members, and minimize the adverse
effects of diversity. For example, Ghodrati, Joorabchi, and Muati report that increased
diversity in the workplace has led to the expansion of discrimination. Effective cross-cultural
management measures should be designed to eliminate the impact of this issue because
employees’ well-being is crucial for the development of organizations (Zheng et al., 2015).
Thus, it is vital to implement effective cross-cultural management principles to minimize
possible problematic issues.
It is crucial to add that cross-cultural management can enhance employees’ affective
commitment, too. Ashikali and Groeneveld report that this type of commitment not only
motivates an employee to work harder and be loyal to an organization but also to have an
emotional bond with the company. As a result, members of cross-cultural teams may feel
more involved in the firm’s operations and be more willing to work towards its goals
(Ashikali & Groeneveld, 2015). Affective commitment can be considered a result of effective
diversity management because it can help employers to attract and retain individuals coming
from various cultural backgrounds. Thus, it is possible to say that effective cross-cultural
management measures are beneficial to both companies and employees.
Culture and Management
Addressing culture and its aspects can be considered one of the most significant tasks of
organizational management. Managers’ leadership style can affect the way employees
perceive their working environment and conditions, as well as their performance in general
(Ashikali & Groeneveld 2015). One of the most appropriate and effective leadership styles
for working with cross-cultural teams is the transformational one. Such an approach is
designed to foster social exchange between team members and align their goals with
organizational culture. This style of management focuses on employee motivation and
considers each employee individually (Ashikali & Groeneveld 2015). From the perspective of
encouraging diversity in the workplace and paying attention to culture, the principles of
transformational leadership reveal the relations between culture and the field of management,
as well as organizational behavior. The last point will be discussed in detail in the following
section of the paper.
It is crucial to add that the issues of management are also related to culture because
addressing diversity in the workplace can be one of the most significant tasks of leadership
staff in the globalized world. The reason for it is that companies need to improve their
performance continuously, which can be achieved through effective diversity management
and the increase in employees’ commitment (Ashikali & Groeneveld 2015). Moreover,
management personnel should address the social and psychological aspects of employees’
behaviors and attitudes, which can also be affected by culture.
International Management: Discussion
In the era of globalization, international management is also a significant contributor to
companies’ success, although it is different from a cross-cultural one. As mentioned above,
international management focuses on external challenges for the company’s operations that
globalization causes, including the need to communicate with partners of various cultural
backgrounds. Leadership staff must understand not only how to handle diverse staff groups
within their workplace but also how to interact with global partners from the perspectives of
business operations and finances. Leaders should be aware of existing regulations and non-
spoken rules to avoid possible mistakes and misunderstandings. In addition, they should
understand public policies and provisions, tax systems, economic structures, and social
structures of other countries (Ollier-Malaterre & Foucreault, 2017).
It is possible to say that companies cannot perform effective international management if they
are not able to implement appropriate cross-cultural approaches within their structures. The
reason for it is that working with foreign partners requires an understanding of the
significance and role of culture, as well as its effects on individuals’ values, beliefs, and
attitudes. Companies’ cross-cultural management should address the same issues to be
effective.
Cross-Cultural Management: Link Between Culture and Organisational Behaviour
Cross-cultural management can be referred to as the leaders’ ability to establish trust-based
and respectful relationships among team members. It may be a challenging task due to the
reasons presented above, such as differences in views regarding work-related issues, gender
roles, and communication. Cross-cultural management within an organisation can be
performed with reference to comparative and international perspectives. The first approach is
often considered synonymous to cross-cultural management itself, as it addresses sociological
and psychological differences between employees coming from diverse backgrounds (Bird &
Mendenhall, 2016). There is a direct link between culture and organisational behaviour
because the former affects both staff members’ actions and the company’s leadership style.
For example, there may be significant differences in how employees coming from the United
Kingdom and those living in Japan handle stressful situations or approach conversations
because these cultures have developed according to different dimensions. This issue implies
that cross-cultural management should aim at teaching employees how to minimize
challenges posed by differences in their perspectives and benefit from diversity.
The second approach to cross-cultural management is an intercultural one, which is different
from the comparative one. This approach is focused on how individuals coming from various
cultural backgrounds handle management and leadership practices in general. It uses theories
from the fields of cross-cultural psychology, intercultural communication, and social
psychology (Bird & Mendenhall, 2016). The intercultural aspect of cross-cultural
management is also vital for leaders because it can help them to analyze the potential benefits
and disadvantages of different employees’ approaches to work. From the perspective of
organizational behavior, it means that a company should analyze how its staff members prefer
to interact with others, what communication style they tend to choose, and what leadership
style they respond to positively.
One may think that globalization has led to challenges in the workplace due to the increased
lack of communication and understanding between employees; however, it is not true. It is
vital to note that ensuring diversity in the workplace is crucial because it can improve
decision-making processes, enhance the talent pool, and contribute to a wider customer base
(Guillaume et al., 2017). At the same time, the positive impact of diversity can only be
present as a result of effective cross-cultural management because companies should work on
fostering positive interactions between individuals coming from different backgrounds.
Otherwise, differences in cultural backgrounds among staff members can lead to decreased
job performance, increased number of conflicts, and lower employee morale (Guillaume et
al., 2017). As a result, organizational behavior should be designed to mitigate possible
challenges associated with culture and ensure that diversity in the workplace is beneficial for
its operations.
In summary, it is possible to say that organizational behavior should be designed according to
the needs of cross-cultural teams and the traits of particular individuals. Companies can
implement the strategies of so-called servant leadership, which implies the establishment of
an environment in which all employees can feel accepted regardless of their failures and be
confident in their actions (Seto & Sarros, 2016). This type of leadership is focused on
employees’ interests while also encouraging them to show concern about the company’s
operations. Seto and Sarros report that servant leaders should have a desire and an ability to
motivate the members of cross-cultural teams, enhance their self-esteem, and put the
organization’s needs above their own. Moreover, they should offer hope and guidance to the
employees, which is particularly significant as many of them may experience challenges
while working in a diverse environment. Such an approach to leadership can enhance
organizational behavior as well, establishing quality working relationships between the teams
and their superiors.
Significance of Cross-Cultural Management
Both cross-cultural and international management are vital for ensuring excellent
organizational performance. One of the primary causes of it is the fact that globalization has
led to significant changes in the way companies should handle their operations. As many
firms start to work with foreign partners, they should be aware of the possible differences in
other enterprises’ approaches to business. It means that it is vital for businesses to have a high
level of cultural awareness. In some countries, such as the USA, employers may need to have
even greater cross-cultural sensitivity due to a high level of diversity in the nation’s
population (United States Census Bureau, 2017). Thus, cross-cultural management measures
within an organization are a necessity.
Existing literature in the field shows that paying attention to cultural values employees have
and managing diversity in the workplace can improve organizational culture and behavior
significantly, which, in turn, can lead to increased employee commitment and loyalty (Hock,
Clauss & Schulz, 2016). Cross-cultural management should promote open communication,
ensure strong and trust-based relationships between staff members, and minimize the adverse
effects of diversity. For example, Ghodrati, Joorabchi, and Muati report that increased
diversity in the workplace has led to the expansion of discrimination. Effective cross-cultural
management measures should be designed to eliminate the impact of this issue because
employees’ well-being is crucial for the development of organizations (Zheng et al., 2015).
Thus, it is vital to implement effective cross-cultural management principles to minimize
possible problematic issues.
It is crucial to add that cross-cultural management can enhance employees’ affective
commitment, too. Ashikali and Groeneveld report that this type of commitment not only
motivates an employee to work harder and be loyal to an organization but also to have an
emotional bond with the company. As a result, members of cross-cultural teams may feel
more involved in the firm’s operations and be more willing to work towards its goals
(Ashikali & Groeneveld, 2015). Affective commitment can be considered a result of effective
diversity management because it can help employers to attract and retain individuals coming
from various cultural backgrounds. Thus, it is possible to say that effective cross-cultural
management measures are beneficial to both companies and employees.
Culture and Management
Addressing culture and its aspects can be considered one of the most significant tasks of
organizational management. Managers’ leadership style can affect the way employees
perceive their working environment and conditions, as well as their performance in general
(Ashikali & Groeneveld 2015). One of the most appropriate and effective leadership styles
for working with cross-cultural teams is the transformational one. Such an approach is
designed to foster social exchange between team members and align their goals with
organizational culture. This style of management focuses on employee motivation and
considers each employee individually (Ashikali & Groeneveld 2015). From the perspective of
encouraging diversity in the workplace and paying attention to culture, the principles of
transformational leadership reveal the relations between culture and the field of management,
as well as organizational behavior. The last point will be discussed in detail in the following
section of the paper.
It is crucial to add that the issues of management are also related to culture because
addressing diversity in the workplace can be one of the most significant tasks of leadership
staff in the globalized world. The reason for it is that companies need to improve their
performance continuously, which can be achieved through effective diversity management
and the increase in employees’ commitment (Ashikali & Groeneveld 2015). Moreover,
management personnel should address the social and psychological aspects of employees’
behaviors and attitudes, which can also be affected by culture.
International Management: Discussion
In the era of globalization, international management is also a significant contributor to
companies’ success, although it is different from a cross-cultural one. As mentioned above,
international management focuses on external challenges for the company’s operations that
globalization causes, including the need to communicate with partners of various cultural
backgrounds. Leadership staff must understand not only how to handle diverse staff groups
within their workplace but also how to interact with global partners from the perspectives of
business operations and finances. Leaders should be aware of existing regulations and non-
spoken rules to avoid possible mistakes and misunderstandings. In addition, they should
understand public policies and provisions, tax systems, economic structures, and social
structures of other countries (Ollier-Malaterre & Foucreault, 2017).
It is possible to say that companies cannot perform effective international management if they
are not able to implement appropriate cross-cultural approaches within their structures. The
reason for it is that working with foreign partners requires an understanding of the
significance and role of culture, as well as its effects on individuals’ values, beliefs, and
attitudes. Companies’ cross-cultural management should address the same issues to be
effective.
Cross-Cultural Management: Link Between Culture and Organisational Behaviour
Cross-cultural management can be referred to as the leaders’ ability to establish trust-based
and respectful relationships among team members. It may be a challenging task due to the
reasons presented above, such as differences in views regarding work-related issues, gender
roles, and communication. Cross-cultural management within an organisation can be
performed with reference to comparative and international perspectives. The first approach is
often considered synonymous to cross-cultural management itself, as it addresses sociological
and psychological differences between employees coming from diverse backgrounds (Bird &
Mendenhall, 2016). There is a direct link between culture and organisational behaviour
because the former affects both staff members’ actions and the company’s leadership style.
For example, there may be significant differences in how employees coming from the United
Kingdom and those living in Japan handle stressful situations or approach conversations
because these cultures have developed according to different dimensions. This issue implies
that cross-cultural management should aim at teaching employees how to minimize
challenges posed by differences in their perspectives and benefit from diversity.
The second approach to cross-cultural management is an intercultural one, which is different
from the comparative one. This approach is focused on how individuals coming from various
cultural backgrounds handle management and leadership practices in general. It uses theories
from the fields of cross-cultural psychology, intercultural communication, and social
psychology (Bird & Mendenhall, 2016). The intercultural aspect of cross-cultural
management is also vital for leaders because it can help them to analyze the potential benefits
and disadvantages of different employees’ approaches to work. From the perspective of
organizational behavior, it means that a company should analyze how its staff members prefer
to interact with others, what communication style they tend to choose, and what leadership
style they respond to positively.
One may think that globalization has led to challenges in the workplace due to the increased
lack of communication and understanding between employees; however, it is not true. It is
vital to note that ensuring diversity in the workplace is crucial because it can improve
decision-making processes, enhance the talent pool, and contribute to a wider customer base
(Guillaume et al., 2017). At the same time, the positive impact of diversity can only be
present as a result of effective cross-cultural management because companies should work on
fostering positive interactions between individuals coming from different backgrounds.
Otherwise, differences in cultural backgrounds among staff members can lead to decreased
job performance, increased number of conflicts, and lower employee morale (Guillaume et
al., 2017). As a result, organizational behavior should be designed to mitigate possible
challenges associated with culture and ensure that diversity in the workplace is beneficial for
its operations.
In summary, it is possible to say that organizational behavior should be designed according to
the needs of cross-cultural teams and the traits of particular individuals. Companies can
implement the strategies of so-called servant leadership, which implies the establishment of
an environment in which all employees can feel accepted regardless of their failures and be
confident in their actions (Seto & Sarros, 2016). This type of leadership is focused on
employees’ interests while also encouraging them to show concern about the company’s
operations. Seto and Sarros report that servant leaders should have a desire and an ability to
motivate the members of cross-cultural teams, enhance their self-esteem, and put the
organization’s needs above their own. Moreover, they should offer hope and guidance to the
employees, which is particularly significant as many of them may experience challenges
while working in a diverse environment. Such an approach to leadership can enhance
organizational behavior as well, establishing quality working relationships between the teams
and their superiors.
Significance of Cross-Cultural Management
Both cross-cultural and international management are vital for ensuring excellent
organizational performance. One of the primary causes of it is the fact that globalization has
led to significant changes in the way companies should handle their operations. As many
firms start to work with foreign partners, they should be aware of the possible differences in
other enterprises’ approaches to business. It means that it is vital for businesses to have a high
level of cultural awareness. In some countries, such as the USA, employers may need to have
even greater cross-cultural sensitivity due to a high level of diversity in the nation’s
population (United States Census Bureau, 2017). Thus, cross-cultural management measures
within an organization are a necessity.
Existing literature in the field shows that paying attention to cultural values employees have
and managing diversity in the workplace can improve organizational culture and behavior
significantly, which, in turn, can lead to increased employee commitment and loyalty (Hock,
Clauss & Schulz, 2016). Cross-cultural management should promote open communication,
ensure strong and trust-based relationships between staff members, and minimize the adverse
effects of diversity. For example, Ghodrati, Joorabchi, and Muati report that increased
diversity in the workplace has led to the expansion of discrimination. Effective cross-cultural
management measures should be designed to eliminate the impact of this issue because
employees’ well-being is crucial for the development of organizations (Zheng et al., 2015).
Thus, it is vital to implement effective cross-cultural management principles to minimize
possible problematic issues.
It is crucial to add that cross-cultural management can enhance employees’ affective
commitment, too. Ashikali and Groeneveld report that this type of commitment not only
motivates an employee to work harder and be loyal to an organization but also to have an
emotional bond with the company. As a result, members of cross-cultural teams may feel
more involved in the firm’s operations and be more willing to work towards its goals
(Ashikali & Groeneveld, 2015). Affective commitment can be considered a result of effective
diversity management because it can help employers to attract and retain individuals coming
from various cultural backgrounds. Thus, it is possible to say that effective cross-cultural
management measures are beneficial to both companies and employees.
Culture and Management
Addressing culture and its aspects can be considered one of the most significant tasks of
organizational management. Managers’ leadership style can affect the way employees
perceive their working environment and conditions, as well as their performance in general
(Ashikali & Groeneveld 2015). One of the most appropriate and effective leadership styles
for working with cross-cultural teams is the transformational one. Such an approach is
designed to foster social exchange between team members and align their goals with
organizational culture. This style of management focuses on employee motivation and
considers each employee individually (Ashikali & Groeneveld 2015). From the perspective of
encouraging diversity in the workplace and paying attention to culture, the principles of
transformational leadership reveal the relations between culture and the field of management,
as well as organizational behavior. The last point will be discussed in detail in the following
section of the paper.
It is crucial to add that the issues of management are also related to culture because
addressing diversity in the workplace can be one of the most significant tasks of leadership
staff in the globalized world. The reason for it is that companies need to improve their
performance continuously, which can be achieved through effective diversity management
and the increase in employees’ commitment (Ashikali & Groeneveld 2015). Moreover,
management personnel should address the social and psychological aspects of employees’
behaviors and attitudes, which can also be affected by culture.
International Management: Discussion
In the era of globalization, international management is also a significant contributor to
companies’ success, although it is different from a cross-cultural one. As mentioned above,
international management focuses on external challenges for the company’s operations that
globalization causes, including the need to communicate with partners of various cultural
backgrounds. Leadership staff must understand not only how to handle diverse staff groups
within their workplace but also how to interact with global partners from the perspectives of
business operations and finances. Leaders should be aware of existing regulations and non-
spoken rules to avoid possible mistakes and misunderstandings. In addition, they should
understand public policies and provisions, tax systems, economic structures, and social
structures of other countries (Ollier-Malaterre & Foucreault, 2017).
It is possible to say that companies cannot perform effective international management if they
are not able to implement appropriate cross-cultural approaches within their structures. The
reason for it is that working with foreign partners requires an understanding of the
significance and role of culture, as well as its effects on individuals’ values, beliefs, and
attitudes. Companies’ cross-cultural management should address the same issues to be
effective.
Cross-Cultural Management: Link Between Culture and Organisational Behaviour
Cross-cultural management can be referred to as the leaders’ ability to establish trust-based
and respectful relationships among team members. It may be a challenging task due to the
reasons presented above, such as differences in views regarding work-related issues, gender
roles, and communication. Cross-cultural management within an organisation can be
performed with reference to comparative and international perspectives. The first approach is
often considered synonymous to cross-cultural management itself, as it addresses sociological
and psychological differences between employees coming from diverse backgrounds (Bird &
Mendenhall, 2016). There is a direct link between culture and organisational behaviour
because the former affects both staff members’ actions and the company’s leadership style.
For example, there may be significant differences in how employees coming from the United
Kingdom and those living in Japan handle stressful situations or approach conversations
because these cultures have developed according to different dimensions. This issue implies
that cross-cultural management should aim at teaching employees how to minimize
challenges posed by differences in their perspectives and benefit from diversity.
The second approach to cross-cultural management is an intercultural one, which is different
from the comparative one. This approach is focused on how individuals coming from various
cultural backgrounds handle management and leadership practices in general. It uses theories
from the fields of cross-cultural psychology, intercultural communication, and social
psychology (Bird & Mendenhall, 2016). The intercultural aspect of cross-cultural
management is also vital for leaders because it can help them to analyze the potential benefits
and disadvantages of different employees’ approaches to work. From the perspective of
organizational behavior, it means that a company should analyze how its staff members prefer
to interact with others, what communication style they tend to choose, and what leadership
style they respond to positively.
One may think that globalization has led to challenges in the workplace due to the increased
lack of communication and understanding between employees; however, it is not true. It is
vital to note that ensuring diversity in the workplace is crucial because it can improve
decision-making processes, enhance the talent pool, and contribute to a wider customer base
(Guillaume et al., 2017). At the same time, the positive impact of diversity can only be
present as a result of effective cross-cultural management because companies should work on
fostering positive interactions between individuals coming from different backgrounds.
Otherwise, differences in cultural backgrounds among staff members can lead to decreased
job performance, increased number of conflicts, and lower employee morale (Guillaume et
al., 2017). As a result, organizational behavior should be designed to mitigate possible
challenges associated with culture and ensure that diversity in the workplace is beneficial for
its operations.
In summary, it is possible to say that organizational behavior should be designed according to
the needs of cross-cultural teams and the traits of particular individuals. Companies can
implement the strategies of so-called servant leadership, which implies the establishment of
an environment in which all employees can feel accepted regardless of their failures and be
confident in their actions (Seto & Sarros, 2016). This type of leadership is focused on
employees’ interests while also encouraging them to show concern about the company’s
operations. Seto and Sarros report that servant leaders should have a desire and an ability to
motivate the members of cross-cultural teams, enhance their self-esteem, and put the
organization’s needs above their own. Moreover, they should offer hope and guidance to the
employees, which is particularly significant as many of them may experience challenges
while working in a diverse environment. Such an approach to leadership can enhance
organizational behavior as well, establishing quality working relationships between the teams
and their superiors.
Significance of Cross-Cultural Management
Both cross-cultural and international management are vital for ensuring excellent
organizational performance. One of the primary causes of it is the fact that globalization has
led to significant changes in the way companies should handle their operations. As many
firms start to work with foreign partners, they should be aware of the possible differences in
other enterprises’ approaches to business. It means that it is vital for businesses to have a high
level of cultural awareness. In some countries, such as the USA, employers may need to have
even greater cross-cultural sensitivity due to a high level of diversity in the nation’s
population (United States Census Bureau, 2017). Thus, cross-cultural management measures
within an organization are a necessity.
Existing literature in the field shows that paying attention to cultural values employees have
and managing diversity in the workplace can improve organizational culture and behavior
significantly, which, in turn, can lead to increased employee commitment and loyalty (Hock,
Clauss & Schulz, 2016). Cross-cultural management should promote open communication,
ensure strong and trust-based relationships between staff members, and minimize the adverse
effects of diversity. For example, Ghodrati, Joorabchi, and Muati report that increased
diversity in the workplace has led to the expansion of discrimination. Effective cross-cultural
management measures should be designed to eliminate the impact of this issue because
employees’ well-being is crucial for the development of organizations (Zheng et al., 2015).
Thus, it is vital to implement effective cross-cultural management principles to minimize
possible problematic issues.
It is crucial to add that cross-cultural management can enhance employees’ affective
commitment, too. Ashikali and Groeneveld report that this type of commitment not only
motivates an employee to work harder and be loyal to an organization but also to have an
emotional bond with the company. As a result, members of cross-cultural teams may feel
more involved in the firm’s operations and be more willing to work towards its goals
(Ashikali & Groeneveld, 2015). Affective commitment can be considered a result of effective
diversity management because it can help employers to attract and retain individuals coming
from various cultural backgrounds. Thus, it is possible to say that effective cross-cultural
management measures are beneficial to both companies and employees.
Culture and Management
Addressing culture and its aspects can be considered one of the most significant tasks of
organizational management. Managers’ leadership style can affect the way employees
perceive their working environment and conditions, as well as their performance in general
(Ashikali & Groeneveld 2015). One of the most appropriate and effective leadership styles
for working with cross-cultural teams is the transformational one. Such an approach is
designed to foster social exchange between team members and align their goals with
organizational culture. This style of management focuses on employee motivation and
considers each employee individually (Ashikali & Groeneveld 2015). From the perspective of
encouraging diversity in the workplace and paying attention to culture, the principles of
transformational leadership reveal the relations between culture and the field of management,
as well as organizational behavior. The last point will be discussed in detail in the following
section of the paper.
It is crucial to add that the issues of management are also related to culture because
addressing diversity in the workplace can be one of the most significant tasks of leadership
staff in the globalized world. The reason for it is that companies need to improve their
performance continuously, which can be achieved through effective diversity management
and the increase in employees’ commitment (Ashikali & Groeneveld 2015). Moreover,
management personnel should address the social and psychological aspects of employees’
behaviors and attitudes, which can also be affected by culture.
International Management: Discussion
In the era of globalization, international management is also a significant contributor to
companies’ success, although it is different from a cross-cultural one. As mentioned above,
international management focuses on external challenges for the company’s operations that
globalization causes, including the need to communicate with partners of various cultural
backgrounds. Leadership staff must understand not only how to handle diverse staff groups
within their workplace but also how to interact with global partners from the perspectives of
business operations and finances. Leaders should be aware of existing regulations and non-
spoken rules to avoid possible mistakes and misunderstandings. In addition, they should
understand public policies and provisions, tax systems, economic structures, and social
structures of other countries (Ollier-Malaterre & Foucreault, 2017).
It is possible to say that companies cannot perform effective international management if they
are not able to implement appropriate cross-cultural approaches within their structures. The
reason for it is that working with foreign partners requires an understanding of the
significance and role of culture, as well as its effects on individuals’ values, beliefs, and
attitudes. Companies’ cross-cultural management should address the same issues to be
effective.
Cross-Cultural Management: Link Between Culture and Organisational Behaviour
Cross-cultural management can be referred to as the leaders’ ability to establish trust-based
and respectful relationships among team members. It may be a challenging task due to the
reasons presented above, such as differences in views regarding work-related issues, gender
roles, and communication. Cross-cultural management within an organisation can be
performed with reference to comparative and international perspectives. The first approach is
often considered synonymous to cross-cultural management itself, as it addresses sociological
and psychological differences between employees coming from diverse backgrounds (Bird &
Mendenhall, 2016). There is a direct link between culture and organisational behaviour
because the former affects both staff members’ actions and the company’s leadership style.
For example, there may be significant differences in how employees coming from the United
Kingdom and those living in Japan handle stressful situations or approach conversations
because these cultures have developed according to different dimensions. This issue implies
that cross-cultural management should aim at teaching employees how to minimize
challenges posed by differences in their perspectives and benefit from diversity.
The second approach to cross-cultural management is an intercultural one, which is different
from the comparative one. This approach is focused on how individuals coming from various
cultural backgrounds handle management and leadership practices in general. It uses theories
from the fields of cross-cultural psychology, intercultural communication, and social
psychology (Bird & Mendenhall, 2016). The intercultural aspect of cross-cultural
management is also vital for leaders because it can help them to analyze the potential benefits
and disadvantages of different employees’ approaches to work. From the perspective of
organizational behavior, it means that a company should analyze how its staff members prefer
to interact with others, what communication style they tend to choose, and what leadership
style they respond to positively.
One may think that globalization has led to challenges in the workplace due to the increased
lack of communication and understanding between employees; however, it is not true. It is
vital to note that ensuring diversity in the workplace is crucial because it can improve
decision-making processes, enhance the talent pool, and contribute to a wider customer base
(Guillaume et al., 2017). At the same time, the positive impact of diversity can only be
present as a result of effective cross-cultural management because companies should work on
fostering positive interactions between individuals coming from different backgrounds.
Otherwise, differences in cultural backgrounds among staff members can lead to decreased
job performance, increased number of conflicts, and lower employee morale (Guillaume et
al., 2017). As a result, organizational behavior should be designed to mitigate possible
challenges associated with culture and ensure that diversity in the workplace is beneficial for
its operations.
In summary, it is possible to say that organizational behavior should be designed according to
the needs of cross-cultural teams and the traits of particular individuals. Companies can
implement the strategies of so-called servant leadership, which implies the establishment of
an environment in which all employees can feel accepted regardless of their failures and be
confident in their actions (Seto & Sarros, 2016). This type of leadership is focused on
employees’ interests while also encouraging them to show concern about the company’s
operations. Seto and Sarros report that servant leaders should have a desire and an ability to
motivate the members of cross-cultural teams, enhance their self-esteem, and put the
organization’s needs above their own. Moreover, they should offer hope and guidance to the
employees, which is particularly significant as many of them may experience challenges
while working in a diverse environment. Such an approach to leadership can enhance
organizational behavior as well, establishing quality working relationships between the teams
and their superiors.
Significance of Cross-Cultural Management
Both cross-cultural and international management are vital for ensuring excellent
organizational performance. One of the primary causes of it is the fact that globalization has
led to significant changes in the way companies should handle their operations. As many
firms start to work with foreign partners, they should be aware of the possible differences in
other enterprises’ approaches to business. It means that it is vital for businesses to have a high
level of cultural awareness. In some countries, such as the USA, employers may need to have
even greater cross-cultural sensitivity due to a high level of diversity in the nation’s
population (United States Census Bureau, 2017). Thus, cross-cultural management measures
within an organization are a necessity.
Existing literature in the field shows that paying attention to cultural values employees have
and managing diversity in the workplace can improve organizational culture and behavior
significantly, which, in turn, can lead to increased employee commitment and loyalty (Hock,
Clauss & Schulz, 2016). Cross-cultural management should promote open communication,
ensure strong and trust-based relationships between staff members, and minimize the adverse
effects of diversity. For example, Ghodrati, Joorabchi, and Muati report that increased
diversity in the workplace has led to the expansion of discrimination. Effective cross-cultural
management measures should be designed to eliminate the impact of this issue because
employees’ well-being is crucial for the development of organizations (Zheng et al., 2015).
Thus, it is vital to implement effective cross-cultural management principles to minimize
possible problematic issues.
It is crucial to add that cross-cultural management can enhance employees’ affective
commitment, too. Ashikali and Groeneveld report that this type of commitment not only
motivates an employee to work harder and be loyal to an organization but also to have an
emotional bond with the company. As a result, members of cross-cultural teams may feel
more involved in the firm’s operations and be more willing to work towards its goals
(Ashikali & Groeneveld, 2015). Affective commitment can be considered a result of effective
diversity management because it can help employers to attract and retain individuals coming
from various cultural backgrounds. Thus, it is possible to say that effective cross-cultural
management measures are beneficial to both companies and employees.
Culture and Management
Addressing culture and its aspects can be considered one of the most significant tasks of
organizational management. Managers’ leadership style can affect the way employees
perceive their working environment and conditions, as well as their performance in general
(Ashikali & Groeneveld 2015). One of the most appropriate and effective leadership styles
for working with cross-cultural teams is the transformational one. Such an approach is
designed to foster social exchange between team members and align their goals with
organizational culture. This style of management focuses on employee motivation and
considers each employee individually (Ashikali & Groeneveld 2015). From the perspective of
encouraging diversity in the workplace and paying attention to culture, the principles of
transformational leadership reveal the relations between culture and the field of management,
as well as organizational behavior. The last point will be discussed in detail in the following
section of the paper.
It is crucial to add that the issues of management are also related to culture because
addressing diversity in the workplace can be one of the most significant tasks of leadership
staff in the globalized world. The reason for it is that companies need to improve their
performance continuously, which can be achieved through effective diversity management
and the increase in employees’ commitment (Ashikali & Groeneveld 2015). Moreover,
management personnel should address the social and psychological aspects of employees’
behaviors and attitudes, which can also be affected by culture.
International Management: Discussion
In the era of globalization, international management is also a significant contributor to
companies’ success, although it is different from a cross-cultural one. As mentioned above,
international management focuses on external challenges for the company’s operations that
globalization causes, including the need to communicate with partners of various cultural
backgrounds. Leadership staff must understand not only how to handle diverse staff groups
within their workplace but also how to interact with global partners from the perspectives of
business operations and finances. Leaders should be aware of existing regulations and non-
spoken rules to avoid possible mistakes and misunderstandings. In addition, they should
understand public policies and provisions, tax systems, economic structures, and social
structures of other countries (Ollier-Malaterre & Foucreault, 2017).
It is possible to say that companies cannot perform effective international management if they
are not able to implement appropriate cross-cultural approaches within their structures. The
reason for it is that working with foreign partners requires an understanding of the
significance and role of culture, as well as its effects on individuals’ values, beliefs, and
attitudes. Companies’ cross-cultural management should address the same issues to be
effective.
Cross-Cultural Management: Link Between Culture and Organisational Behaviour
Cross-cultural management can be referred to as the leaders’ ability to establish trust-based
and respectful relationships among team members. It may be a challenging task due to the
reasons presented above, such as differences in views regarding work-related issues, gender
roles, and communication. Cross-cultural management within an organisation can be
performed with reference to comparative and international perspectives. The first approach is
often considered synonymous to cross-cultural management itself, as it addresses sociological
and psychological differences between employees coming from diverse backgrounds (Bird &
Mendenhall, 2016). There is a direct link between culture and organisational behaviour
because the former affects both staff members’ actions and the company’s leadership style.
For example, there may be significant differences in how employees coming from the United
Kingdom and those living in Japan handle stressful situations or approach conversations
because these cultures have developed according to different dimensions. This issue implies
that cross-cultural management should aim at teaching employees how to minimize
challenges posed by differences in their perspectives and benefit from diversity.
The second approach to cross-cultural management is an intercultural one, which is different
from the comparative one. This approach is focused on how individuals coming from various
cultural backgrounds handle management and leadership practices in general. It uses theories
from the fields of cross-cultural psychology, intercultural communication, and social
psychology (Bird & Mendenhall, 2016). The intercultural aspect of cross-cultural
management is also vital for leaders because it can help them to analyze the potential benefits
and disadvantages of different employees’ approaches to work. From the perspective of
organizational behavior, it means that a company should analyze how its staff members prefer
to interact with others, what communication style they tend to choose, and what leadership
style they respond to positively.
One may think that globalization has led to challenges in the workplace due to the increased
lack of communication and understanding between employees; however, it is not true. It is
vital to note that ensuring diversity in the workplace is crucial because it can improve
decision-making processes, enhance the talent pool, and contribute to a wider customer base
(Guillaume et al., 2017). At the same time, the positive impact of diversity can only be
present as a result of effective cross-cultural management because companies should work on
fostering positive interactions between individuals coming from different backgrounds.
Otherwise, differences in cultural backgrounds among staff members can lead to decreased
job performance, increased number of conflicts, and lower employee morale (Guillaume et
al., 2017). As a result, organizational behavior should be designed to mitigate possible
challenges associated with culture and ensure that diversity in the workplace is beneficial for
its operations.
In summary, it is possible to say that organizational behavior should be designed according to
the needs of cross-cultural teams and the traits of particular individuals. Companies can
implement the strategies of so-called servant leadership, which implies the establishment of
an environment in which all employees can feel accepted regardless of their failures and be
confident in their actions (Seto & Sarros, 2016). This type of leadership is focused on
employees’ interests while also encouraging them to show concern about the company’s
operations. Seto and Sarros report that servant leaders should have a desire and an ability to
motivate the members of cross-cultural teams, enhance their self-esteem, and put the
organization’s needs above their own. Moreover, they should offer hope and guidance to the
employees, which is particularly significant as many of them may experience challenges
while working in a diverse environment. Such an approach to leadership can enhance
organizational behavior as well, establishing quality working relationships between the teams
and their superiors.
Significance of Cross-Cultural Management
Both cross-cultural and international management are vital for ensuring excellent
organizational performance. One of the primary causes of it is the fact that globalization has
led to significant changes in the way companies should handle their operations. As many
firms start to work with foreign partners, they should be aware of the possible differences in
other enterprises’ approaches to business. It means that it is vital for businesses to have a high
level of cultural awareness. In some countries, such as the USA, employers may need to have
even greater cross-cultural sensitivity due to a high level of diversity in the nation’s
population (United States Census Bureau, 2017). Thus, cross-cultural management measures
within an organization are a necessity.
Existing literature in the field shows that paying attention to cultural values employees have
and managing diversity in the workplace can improve organizational culture and behavior
significantly, which, in turn, can lead to increased employee commitment and loyalty (Hock,
Clauss & Schulz, 2016). Cross-cultural management should promote open communication,
ensure strong and trust-based relationships between staff members, and minimize the adverse
effects of diversity. For example, Ghodrati, Joorabchi, and Muati report that increased
diversity in the workplace has led to the expansion of discrimination. Effective cross-cultural
management measures should be designed to eliminate the impact of this issue because
employees’ well-being is crucial for the development of organizations (Zheng et al., 2015).
Thus, it is vital to implement effective cross-cultural management principles to minimize
possible problematic issues.
It is crucial to add that cross-cultural management can enhance employees’ affective
commitment, too. Ashikali and Groeneveld report that this type of commitment not only
motivates an employee to work harder and be loyal to an organization but also to have an
emotional bond with the company. As a result, members of cross-cultural teams may feel
more involved in the firm’s operations and be more willing to work towards its goals
(Ashikali & Groeneveld, 2015). Affective commitment can be considered a result of effective
diversity management because it can help employers to attract and retain individuals coming
from various cultural backgrounds. Thus, it is possible to say that effective cross-cultural
management measures are beneficial to both companies and employees.
Culture and Management
Addressing culture and its aspects can be considered one of the most significant tasks of
organizational management. Managers’ leadership style can affect the way employees
perceive their working environment and conditions, as well as their performance in general
(Ashikali & Groeneveld 2015). One of the most appropriate and effective leadership styles
for working with cross-cultural teams is the transformational one. Such an approach is
designed to foster social exchange between team members and align their goals with
organizational culture. This style of management focuses on employee motivation and
considers each employee individually (Ashikali & Groeneveld 2015). From the perspective of
encouraging diversity in the workplace and paying attention to culture, the principles of
transformational leadership reveal the relations between culture and the field of management,
as well as organizational behavior. The last point will be discussed in detail in the following
section of the paper.
It is crucial to add that the issues of management are also related to culture because
addressing diversity in the workplace can be one of the most significant tasks of leadership
staff in the globalized world. The reason for it is that companies need to improve their
performance continuously, which can be achieved through effective diversity management
and the increase in employees’ commitment (Ashikali & Groeneveld 2015). Moreover,
management personnel should address the social and psychological aspects of employees’
behaviors and attitudes, which can also be affected by culture.
International Management: Discussion
In the era of globalization, international management is also a significant contributor to
companies’ success, although it is different from a cross-cultural one. As mentioned above,
international management focuses on external challenges for the company’s operations that
globalization causes, including the need to communicate with partners of various cultural
backgrounds. Leadership staff must understand not only how to handle diverse staff groups
within their workplace but also how to interact with global partners from the perspectives of
business operations and finances. Leaders should be aware of existing regulations and non-
spoken rules to avoid possible mistakes and misunderstandings. In addition, they should
understand public policies and provisions, tax systems, economic structures, and social
structures of other countries (Ollier-Malaterre & Foucreault, 2017).
It is possible to say that companies cannot perform effective international management if they
are not able to implement appropriate cross-cultural approaches within their structures. The
reason for it is that working with foreign partners requires an understanding of the
significance and role of culture, as well as its effects on individuals’ values, beliefs, and
attitudes. Companies’ cross-cultural management should address the same issues to be
effective.
Cross-Cultural Management: Link Between Culture and Organisational Behaviour
Cross-cultural management can be referred to as the leaders’ ability to establish trust-based
and respectful relationships among team members. It may be a challenging task due to the
reasons presented above, such as differences in views regarding work-related issues, gender
roles, and communication. Cross-cultural management within an organisation can be
performed with reference to comparative and international perspectives. The first approach is
often considered synonymous to cross-cultural management itself, as it addresses sociological
and psychological differences between employees coming from diverse backgrounds (Bird &
Mendenhall, 2016). There is a direct link between culture and organisational behaviour
because the former affects both staff members’ actions and the company’s leadership style.
For example, there may be significant differences in how employees coming from the United
Kingdom and those living in Japan handle stressful situations or approach conversations
because these cultures have developed according to different dimensions. This issue implies
that cross-cultural management should aim at teaching employees how to minimize
challenges posed by differences in their perspectives and benefit from diversity.
The second approach to cross-cultural management is an intercultural one, which is different
from the comparative one. This approach is focused on how individuals coming from various
cultural backgrounds handle management and leadership practices in general. It uses theories
from the fields of cross-cultural psychology, intercultural communication, and social
psychology (Bird & Mendenhall, 2016). The intercultural aspect of cross-cultural
management is also vital for leaders because it can help them to analyze the potential benefits
and disadvantages of different employees’ approaches to work. From the perspective of
organizational behavior, it means that a company should analyze how its staff members prefer
to interact with others, what communication style they tend to choose, and what leadership
style they respond to positively.
One may think that globalization has led to challenges in the workplace due to the increased
lack of communication and understanding between employees; however, it is not true. It is
vital to note that ensuring diversity in the workplace is crucial because it can improve
decision-making processes, enhance the talent pool, and contribute to a wider customer base
(Guillaume et al., 2017). At the same time, the positive impact of diversity can only be
present as a result of effective cross-cultural management because companies should work on
fostering positive interactions between individuals coming from different backgrounds.
Otherwise, differences in cultural backgrounds among staff members can lead to decreased
job performance, increased number of conflicts, and lower employee morale (Guillaume et
al., 2017). As a result, organizational behavior should be designed to mitigate possible
challenges associated with culture and ensure that diversity in the workplace is beneficial for
its operations.
In summary, it is possible to say that organizational behavior should be designed according to
the needs of cross-cultural teams and the traits of particular individuals. Companies can
implement the strategies of so-called servant leadership, which implies the establishment of
an environment in which all employees can feel accepted regardless of their failures and be
confident in their actions (Seto & Sarros, 2016). This type of leadership is focused on
employees’ interests while also encouraging them to show concern about the company’s
operations. Seto and Sarros report that servant leaders should have a desire and an ability to
motivate the members of cross-cultural teams, enhance their self-esteem, and put the
organization’s needs above their own. Moreover, they should offer hope and guidance to the
employees, which is particularly significant as many of them may experience challenges
while working in a diverse environment. Such an approach to leadership can enhance
organizational behavior as well, establishing quality working relationships between the teams
and their superiors.
Significance of Cross-Cultural Management
Both cross-cultural and international management are vital for ensuring excellent
organizational performance. One of the primary causes of it is the fact that globalization has
led to significant changes in the way companies should handle their operations. As many
firms start to work with foreign partners, they should be aware of the possible differences in
other enterprises’ approaches to business. It means that it is vital for businesses to have a high
level of cultural awareness. In some countries, such as the USA, employers may need to have
even greater cross-cultural sensitivity due to a high level of diversity in the nation’s
population (United States Census Bureau, 2017). Thus, cross-cultural management measures
within an organization are a necessity.
Existing literature in the field shows that paying attention to cultural values employees have
and managing diversity in the workplace can improve organizational culture and behavior
significantly, which, in turn, can lead to increased employee commitment and loyalty (Hock,
Clauss & Schulz, 2016). Cross-cultural management should promote open communication,
ensure strong and trust-based relationships between staff members, and minimize the adverse
effects of diversity. For example, Ghodrati, Joorabchi, and Muati report that increased
diversity in the workplace has led to the expansion of discrimination. Effective cross-cultural
management measures should be designed to eliminate the impact of this issue because
employees’ well-being is crucial for the development of organizations (Zheng et al., 2015).
Thus, it is vital to implement effective cross-cultural management principles to minimize
possible problematic issues.
It is crucial to add that cross-cultural management can enhance employees’ affective
commitment, too. Ashikali and Groeneveld report that this type of commitment not only
motivates an employee to work harder and be loyal to an organization but also to have an
emotional bond with the company. As a result, members of cross-cultural teams may feel
more involved in the firm’s operations and be more willing to work towards its goals
(Ashikali & Groeneveld, 2015). Affective commitment can be considered a result of effective
diversity management because it can help employers to attract and retain individuals coming
from various cultural backgrounds. Thus, it is possible to say that effective cross-cultural
management measures are beneficial to both companies and employees.
Culture and Management
Addressing culture and its aspects can be considered one of the most significant tasks of
organizational management. Managers’ leadership style can affect the way employees
perceive their working environment and conditions, as well as their performance in general
(Ashikali & Groeneveld 2015). One of the most appropriate and effective leadership styles
for working with cross-cultural teams is the transformational one. Such an approach is
designed to foster social exchange between team members and align their goals with
organizational culture. This style of management focuses on employee motivation and
considers each employee individually (Ashikali & Groeneveld 2015). From the perspective of
encouraging diversity in the workplace and paying attention to culture, the principles of
transformational leadership reveal the relations between culture and the field of management,
as well as organizational behavior. The last point will be discussed in detail in the following
section of the paper.
It is crucial to add that the issues of management are also related to culture because
addressing diversity in the workplace can be one of the most significant tasks of leadership
staff in the globalized world. The reason for it is that companies need to improve their
performance continuously, which can be achieved through effective diversity management
and the increase in employees’ commitment (Ashikali & Groeneveld 2015). Moreover,
management personnel should address the social and psychological aspects of employees’
behaviors and attitudes, which can also be affected by culture.
International Management: Discussion
In the era of globalization, international management is also a significant contributor to
companies’ success, although it is different from a cross-cultural one. As mentioned above,
international management focuses on external challenges for the company’s operations that
globalization causes, including the need to communicate with partners of various cultural
backgrounds. Leadership staff must understand not only how to handle diverse staff groups
within their workplace but also how to interact with global partners from the perspectives of
business operations and finances. Leaders should be aware of existing regulations and non-
spoken rules to avoid possible mistakes and misunderstandings. In addition, they should
understand public policies and provisions, tax systems, economic structures, and social
structures of other countries (Ollier-Malaterre & Foucreault, 2017).
It is possible to say that companies cannot perform effective international management if they
are not able to implement appropriate cross-cultural approaches within their structures. The
reason for it is that working with foreign partners requires an understanding of the
significance and role of culture, as well as its effects on individuals’ values, beliefs, and
attitudes. Companies’ cross-cultural management should address the same issues to be
effective.
Cross-Cultural Management: Link Between Culture and Organisational Behaviour
Cross-cultural management can be referred to as the leaders’ ability to establish trust-based
and respectful relationships among team members. It may be a challenging task due to the
reasons presented above, such as differences in views regarding work-related issues, gender
roles, and communication. Cross-cultural management within an organisation can be
performed with reference to comparative and international perspectives. The first approach is
often considered synonymous to cross-cultural management itself, as it addresses sociological
and psychological differences between employees coming from diverse backgrounds (Bird &
Mendenhall, 2016). There is a direct link between culture and organisational behaviour
because the former affects both staff members’ actions and the company’s leadership style.
For example, there may be significant differences in how employees coming from the United
Kingdom and those living in Japan handle stressful situations or approach conversations
because these cultures have developed according to different dimensions. This issue implies
that cross-cultural management should aim at teaching employees how to minimize
challenges posed by differences in their perspectives and benefit from diversity.
The second approach to cross-cultural management is an intercultural one, which is different
from the comparative one. This approach is focused on how individuals coming from various
cultural backgrounds handle management and leadership practices in general. It uses theories
from the fields of cross-cultural psychology, intercultural communication, and social
psychology (Bird & Mendenhall, 2016). The intercultural aspect of cross-cultural
management is also vital for leaders because it can help them to analyze the potential benefits
and disadvantages of different employees’ approaches to work. From the perspective of
organizational behavior, it means that a company should analyze how its staff members prefer
to interact with others, what communication style they tend to choose, and what leadership
style they respond to positively.
One may think that globalization has led to challenges in the workplace due to the increased
lack of communication and understanding between employees; however, it is not true. It is
vital to note that ensuring diversity in the workplace is crucial because it can improve
decision-making processes, enhance the talent pool, and contribute to a wider customer base
(Guillaume et al., 2017). At the same time, the positive impact of diversity can only be
present as a result of effective cross-cultural management because companies should work on
fostering positive interactions between individuals coming from different backgrounds.
Otherwise, differences in cultural backgrounds among staff members can lead to decreased
job performance, increased number of conflicts, and lower employee morale (Guillaume et
al., 2017). As a result, organizational behavior should be designed to mitigate possible
challenges associated with culture and ensure that diversity in the workplace is beneficial for
its operations.
In summary, it is possible to say that organizational behavior should be designed according to
the needs of cross-cultural teams and the traits of particular individuals. Companies can
implement the strategies of so-called servant leadership, which implies the establishment of
an environment in which all employees can feel accepted regardless of their failures and be
confident in their actions (Seto & Sarros, 2016). This type of leadership is focused on
employees’ interests while also encouraging them to show concern about the company’s
operations. Seto and Sarros report that servant leaders should have a desire and an ability to
motivate the members of cross-cultural teams, enhance their self-esteem, and put the
organization’s needs above their own. Moreover, they should offer hope and guidance to the
employees, which is particularly significant as many of them may experience challenges
while working in a diverse environment. Such an approach to leadership can enhance
organizational behavior as well, establishing quality working relationships between the teams
and their superiors.
Significance of Cross-Cultural Management
Both cross-cultural and international management are vital for ensuring excellent
organizational performance. One of the primary causes of it is the fact that globalization has
led to significant changes in the way companies should handle their operations. As many
firms start to work with foreign partners, they should be aware of the possible differences in
other enterprises’ approaches to business. It means that it is vital for businesses to have a high
level of cultural awareness. In some countries, such as the USA, employers may need to have
even greater cross-cultural sensitivity due to a high level of diversity in the nation’s
population (United States Census Bureau, 2017). Thus, cross-cultural management measures
within an organization are a necessity.
Existing literature in the field shows that paying attention to cultural values employees have
and managing diversity in the workplace can improve organizational culture and behavior
significantly, which, in turn, can lead to increased employee commitment and loyalty (Hock,
Clauss & Schulz, 2016). Cross-cultural management should promote open communication,
ensure strong and trust-based relationships between staff members, and minimize the adverse
effects of diversity. For example, Ghodrati, Joorabchi, and Muati report that increased
diversity in the workplace has led to the expansion of discrimination. Effective cross-cultural
management measures should be designed to eliminate the impact of this issue because
employees’ well-being is crucial for the development of organizations (Zheng et al., 2015).
Thus, it is vital to implement effective cross-cultural management principles to minimize
possible problematic issues.
It is crucial to add that cross-cultural management can enhance employees’ affective
commitment, too. Ashikali and Groeneveld report that this type of commitment not only
motivates an employee to work harder and be loyal to an organization but also to have an
emotional bond with the company. As a result, members of cross-cultural teams may feel
more involved in the firm’s operations and be more willing to work towards its goals
(Ashikali & Groeneveld, 2015). Affective commitment can be considered a result of effective
diversity management because it can help employers to attract and retain individuals coming
from various cultural backgrounds. Thus, it is possible to say that effective cross-cultural
management measures are beneficial to both companies and employees.
Culture and Management
Addressing culture and its aspects can be considered one of the most significant tasks of
organizational management. Managers’ leadership style can affect the way employees
perceive their working environment and conditions, as well as their performance in general
(Ashikali & Groeneveld 2015). One of the most appropriate and effective leadership styles
for working with cross-cultural teams is the transformational one. Such an approach is
designed to foster social exchange between team members and align their goals with
organizational culture. This style of management focuses on employee motivation and
considers each employee individually (Ashikali & Groeneveld 2015). From the perspective of
encouraging diversity in the workplace and paying attention to culture, the principles of
transformational leadership reveal the relations between culture and the field of management,
as well as organizational behavior. The last point will be discussed in detail in the following
section of the paper.
It is crucial to add that the issues of management are also related to culture because
addressing diversity in the workplace can be one of the most significant tasks of leadership
staff in the globalized world. The reason for it is that companies need to improve their
performance continuously, which can be achieved through effective diversity management
and the increase in employees’ commitment (Ashikali & Groeneveld 2015). Moreover,
management personnel should address the social and psychological aspects of employees’
behaviors and attitudes, which can also be affected by culture.
International Management: Discussion
In the era of globalization, international management is also a significant contributor to
companies’ success, although it is different from a cross-cultural one. As mentioned above,
international management focuses on external challenges for the company’s operations that
globalization causes, including the need to communicate with partners of various cultural
backgrounds. Leadership staff must understand not only how to handle diverse staff groups
within their workplace but also how to interact with global partners from the perspectives of
business operations and finances. Leaders should be aware of existing regulations and non-
spoken rules to avoid possible mistakes and misunderstandings. In addition, they should
understand public policies and provisions, tax systems, economic structures, and social
structures of other countries (Ollier-Malaterre & Foucreault, 2017).
It is possible to say that companies cannot perform effective international management if they
are not able to implement appropriate cross-cultural approaches within their structures. The
reason for it is that working with foreign partners requires an understanding of the
significance and role of culture, as well as its effects on individuals’ values, beliefs, and
attitudes. Companies’ cross-cultural management should address the same issues to be
effective.
Cross-Cultural Management: Link Between Culture and Organisational Behaviour
Cross-cultural management can be referred to as the leaders’ ability to establish trust-based
and respectful relationships among team members. It may be a challenging task due to the
reasons presented above, such as differences in views regarding work-related issues, gender
roles, and communication. Cross-cultural management within an organisation can be
performed with reference to comparative and international perspectives. The first approach is
often considered synonymous to cross-cultural management itself, as it addresses sociological
and psychological differences between employees coming from diverse backgrounds (Bird &
Mendenhall, 2016). There is a direct link between culture and organisational behaviour
because the former affects both staff members’ actions and the company’s leadership style.
For example, there may be significant differences in how employees coming from the United
Kingdom and those living in Japan handle stressful situations or approach conversations
because these cultures have developed according to different dimensions. This issue implies
that cross-cultural management should aim at teaching employees how to minimize
challenges posed by differences in their perspectives and benefit from diversity.
The second approach to cross-cultural management is an intercultural one, which is different
from the comparative one. This approach is focused on how individuals coming from various
cultural backgrounds handle management and leadership practices in general. It uses theories
from the fields of cross-cultural psychology, intercultural communication, and social
psychology (Bird & Mendenhall, 2016). The intercultural aspect of cross-cultural
management is also vital for leaders because it can help them to analyze the potential benefits
and disadvantages of different employees’ approaches to work. From the perspective of
organizational behavior, it means that a company should analyze how its staff members prefer
to interact with others, what communication style they tend to choose, and what leadership
style they respond to positively.
One may think that globalization has led to challenges in the workplace due to the increased
lack of communication and understanding between employees; however, it is not true. It is
vital to note that ensuring diversity in the workplace is crucial because it can improve
decision-making processes, enhance the talent pool, and contribute to a wider customer base
(Guillaume et al., 2017). At the same time, the positive impact of diversity can only be
present as a result of effective cross-cultural management because companies should work on
fostering positive interactions between individuals coming from different backgrounds.
Otherwise, differences in cultural backgrounds among staff members can lead to decreased
job performance, increased number of conflicts, and lower employee morale (Guillaume et
al., 2017). As a result, organizational behavior should be designed to mitigate possible
challenges associated with culture and ensure that diversity in the workplace is beneficial for
its operations.
In summary, it is possible to say that organizational behavior should be designed according to
the needs of cross-cultural teams and the traits of particular individuals. Companies can
implement the strategies of so-called servant leadership, which implies the establishment of
an environment in which all employees can feel accepted regardless of their failures and be
confident in their actions (Seto & Sarros, 2016). This type of leadership is focused on
employees’ interests while also encouraging them to show concern about the company’s
operations. Seto and Sarros report that servant leaders should have a desire and an ability to
motivate the members of cross-cultural teams, enhance their self-esteem, and put the
organization’s needs above their own. Moreover, they should offer hope and guidance to the
employees, which is particularly significant as many of them may experience challenges
while working in a diverse environment. Such an approach to leadership can enhance
organizational behavior as well, establishing quality working relationships between the teams
and their superiors.
Significance of Cross-Cultural Management
Both cross-cultural and international management are vital for ensuring excellent
organizational performance. One of the primary causes of it is the fact that globalization has
led to significant changes in the way companies should handle their operations. As many
firms start to work with foreign partners, they should be aware of the possible differences in
other enterprises’ approaches to business. It means that it is vital for businesses to have a high
level of cultural awareness. In some countries, such as the USA, employers may need to have
even greater cross-cultural sensitivity due to a high level of diversity in the nation’s
population (United States Census Bureau, 2017). Thus, cross-cultural management measures
within an organization are a necessity.
Existing literature in the field shows that paying attention to cultural values employees have
and managing diversity in the workplace can improve organizational culture and behavior
significantly, which, in turn, can lead to increased employee commitment and loyalty (Hock,
Clauss & Schulz, 2016). Cross-cultural management should promote open communication,
ensure strong and trust-based relationships between staff members, and minimize the adverse
effects of diversity. For example, Ghodrati, Joorabchi, and Muati report that increased
diversity in the workplace has led to the expansion of discrimination. Effective cross-cultural
management measures should be designed to eliminate the impact of this issue because
employees’ well-being is crucial for the development of organizations (Zheng et al., 2015).
Thus, it is vital to implement effective cross-cultural management principles to minimize
possible problematic issues.
It is crucial to add that cross-cultural management can enhance employees’ affective
commitment, too. Ashikali and Groeneveld report that this type of commitment not only
motivates an employee to work harder and be loyal to an organization but also to have an
emotional bond with the company. As a result, members of cross-cultural teams may feel
more involved in the firm’s operations and be more willing to work towards its goals
(Ashikali & Groeneveld, 2015). Affective commitment can be considered a result of effective
diversity management because it can help employers to attract and retain individuals coming
from various cultural backgrounds. Thus, it is possible to say that effective cross-cultural
management measures are beneficial to both companies and employees.
Culture and Management
Addressing culture and its aspects can be considered one of the most significant tasks of
organizational management. Managers’ leadership style can affect the way employees
perceive their working environment and conditions, as well as their performance in general
(Ashikali & Groeneveld 2015). One of the most appropriate and effective leadership styles
for working with cross-cultural teams is the transformational one. Such an approach is
designed to foster social exchange between team members and align their goals with
organizational culture. This style of management focuses on employee motivation and
considers each employee individually (Ashikali & Groeneveld 2015). From the perspective of
encouraging diversity in the workplace and paying attention to culture, the principles of
transformational leadership reveal the relations between culture and the field of management,
as well as organizational behavior. The last point will be discussed in detail in the following
section of the paper.
It is crucial to add that the issues of management are also related to culture because
addressing diversity in the workplace can be one of the most significant tasks of leadership
staff in the globalized world. The reason for it is that companies need to improve their
performance continuously, which can be achieved through effective diversity management
and the increase in employees’ commitment (Ashikali & Groeneveld 2015). Moreover,
management personnel should address the social and psychological aspects of employees’
behaviors and attitudes, which can also be affected by culture.
International Management: Discussion
In the era of globalization, international management is also a significant contributor to
companies’ success, although it is different from a cross-cultural one. As mentioned above,
international management focuses on external challenges for the company’s operations that
globalization causes, including the need to communicate with partners of various cultural
backgrounds. Leadership staff must understand not only how to handle diverse staff groups
within their workplace but also how to interact with global partners from the perspectives of
business operations and finances. Leaders should be aware of existing regulations and non-
spoken rules to avoid possible mistakes and misunderstandings. In addition, they should
understand public policies and provisions, tax systems, economic structures, and social
structures of other countries (Ollier-Malaterre & Foucreault, 2017).
It is possible to say that companies cannot perform effective international management if they
are not able to implement appropriate cross-cultural approaches within their structures. The
reason for it is that working with foreign partners requires an understanding of the
significance and role of culture, as well as its effects on individuals’ values, beliefs, and
attitudes. Companies’ cross-cultural management should address the same issues to be
effective.
Cross-Cultural Management: Link Between Culture and Organisational Behaviour
Cross-cultural management can be referred to as the leaders’ ability to establish trust-based
and respectful relationships among team members. It may be a challenging task due to the
reasons presented above, such as differences in views regarding work-related issues, gender
roles, and communication. Cross-cultural management within an organisation can be
performed with reference to comparative and international perspectives. The first approach is
often considered synonymous to cross-cultural management itself, as it addresses sociological
and psychological differences between employees coming from diverse backgrounds (Bird &
Mendenhall, 2016). There is a direct link between culture and organisational behaviour
because the former affects both staff members’ actions and the company’s leadership style.
For example, there may be significant differences in how employees coming from the United
Kingdom and those living in Japan handle stressful situations or approach conversations
because these cultures have developed according to different dimensions. This issue implies
that cross-cultural management should aim at teaching employees how to minimize
challenges posed by differences in their perspectives and benefit from diversity.
The second approach to cross-cultural management is an intercultural one, which is different
from the comparative one. This approach is focused on how individuals coming from various
cultural backgrounds handle management and leadership practices in general. It uses theories
from the fields of cross-cultural psychology, intercultural communication, and social
psychology (Bird & Mendenhall, 2016). The intercultural aspect of cross-cultural
management is also vital for leaders because it can help them to analyze the potential benefits
and disadvantages of different employees’ approaches to work. From the perspective of
organizational behavior, it means that a company should analyze how its staff members prefer
to interact with others, what communication style they tend to choose, and what leadership
style they respond to positively.
One may think that globalization has led to challenges in the workplace due to the increased
lack of communication and understanding between employees; however, it is not true. It is
vital to note that ensuring diversity in the workplace is crucial because it can improve
decision-making processes, enhance the talent pool, and contribute to a wider customer base
(Guillaume et al., 2017). At the same time, the positive impact of diversity can only be
present as a result of effective cross-cultural management because companies should work on
fostering positive interactions between individuals coming from different backgrounds.
Otherwise, differences in cultural backgrounds among staff members can lead to decreased
job performance, increased number of conflicts, and lower employee morale (Guillaume et
al., 2017). As a result, organizational behavior should be designed to mitigate possible
challenges associated with culture and ensure that diversity in the workplace is beneficial for
its operations.
In summary, it is possible to say that organizational behavior should be designed according to
the needs of cross-cultural teams and the traits of particular individuals. Companies can
implement the strategies of so-called servant leadership, which implies the establishment of
an environment in which all employees can feel accepted regardless of their failures and be
confident in their actions (Seto & Sarros, 2016). This type of leadership is focused on
employees’ interests while also encouraging them to show concern about the company’s
operations. Seto and Sarros report that servant leaders should have a desire and an ability to
motivate the members of cross-cultural teams, enhance their self-esteem, and put the
organization’s needs above their own. Moreover, they should offer hope and guidance to the
employees, which is particularly significant as many of them may experience challenges
while working in a diverse environment. Such an approach to leadership can enhance
organizational behavior as well, establishing quality working relationships between the teams
and their superiors.
Significance of Cross-Cultural Management
Both cross-cultural and international management are vital for ensuring excellent
organizational performance. One of the primary causes of it is the fact that globalization has
led to significant changes in the way companies should handle their operations. As many
firms start to work with foreign partners, they should be aware of the possible differences in
other enterprises’ approaches to business. It means that it is vital for businesses to have a high
level of cultural awareness. In some countries, such as the USA, employers may need to have
even greater cross-cultural sensitivity due to a high level of diversity in the nation’s
population (United States Census Bureau, 2017). Thus, cross-cultural management measures
within an organization are a necessity.
Existing literature in the field shows that paying attention to cultural values employees have
and managing diversity in the workplace can improve organizational culture and behavior
significantly, which, in turn, can lead to increased employee commitment and loyalty (Hock,
Clauss & Schulz, 2016). Cross-cultural management should promote open communication,
ensure strong and trust-based relationships between staff members, and minimize the adverse
effects of diversity. For example, Ghodrati, Joorabchi, and Muati report that increased
diversity in the workplace has led to the expansion of discrimination. Effective cross-cultural
management measures should be designed to eliminate the impact of this issue because
employees’ well-being is crucial for the development of organizations (Zheng et al., 2015).
Thus, it is vital to implement effective cross-cultural management principles to minimize
possible problematic issues.
It is crucial to add that cross-cultural management can enhance employees’ affective
commitment, too. Ashikali and Groeneveld report that this type of commitment not only
motivates an employee to work harder and be loyal to an organization but also to have an
emotional bond with the company. As a result, members of cross-cultural teams may feel
more involved in the firm’s operations and be more willing to work towards its goals
(Ashikali & Groeneveld, 2015). Affective commitment can be considered a result of effective
diversity management because it can help employers to attract and retain individuals coming
from various cultural backgrounds. Thus, it is possible to say that effective cross-cultural
management measures are beneficial to both companies and employees.
Culture and Management
Addressing culture and its aspects can be considered one of the most significant tasks of
organizational management. Managers’ leadership style can affect the way employees
perceive their working environment and conditions, as well as their performance in general
(Ashikali & Groeneveld 2015). One of the most appropriate and effective leadership styles
for working with cross-cultural teams is the transformational one. Such an approach is
designed to foster social exchange between team members and align their goals with
organizational culture. This style of management focuses on employee motivation and
considers each employee individually (Ashikali & Groeneveld 2015). From the perspective of
encouraging diversity in the workplace and paying attention to culture, the principles of
transformational leadership reveal the relations between culture and the field of management,
as well as organizational behavior. The last point will be discussed in detail in the following
section of the paper.
It is crucial to add that the issues of management are also related to culture because
addressing diversity in the workplace can be one of the most significant tasks of leadership
staff in the globalized world. The reason for it is that companies need to improve their
performance continuously, which can be achieved through effective diversity management
and the increase in employees’ commitment (Ashikali & Groeneveld 2015). Moreover,
management personnel should address the social and psychological aspects of employees’
behaviors and attitudes, which can also be affected by culture.
International Management: Discussion
In the era of globalization, international management is also a significant contributor to
companies’ success, although it is different from a cross-cultural one. As mentioned above,
international management focuses on external challenges for the company’s operations that
globalization causes, including the need to communicate with partners of various cultural
backgrounds. Leadership staff must understand not only how to handle diverse staff groups
within their workplace but also how to interact with global partners from the perspectives of
business operations and finances. Leaders should be aware of existing regulations and non-
spoken rules to avoid possible mistakes and misunderstandings. In addition, they should
understand public policies and provisions, tax systems, economic structures, and social
structures of other countries (Ollier-Malaterre & Foucreault, 2017).
It is possible to say that companies cannot perform effective international management if they
are not able to implement appropriate cross-cultural approaches within their structures. The
reason for it is that working with foreign partners requires an understanding of the
significance and role of culture, as well as its effects on individuals’ values, beliefs, and
attitudes. Companies’ cross-cultural management should address the same issues to be
effective.
Cross-Cultural Management: Link Between Culture and Organisational Behaviour
Cross-cultural management can be referred to as the leaders’ ability to establish trust-based
and respectful relationships among team members. It may be a challenging task due to the
reasons presented above, such as differences in views regarding work-related issues, gender
roles, and communication. Cross-cultural management within an organisation can be
performed with reference to comparative and international perspectives. The first approach is
often considered synonymous to cross-cultural management itself, as it addresses sociological
and psychological differences between employees coming from diverse backgrounds (Bird &
Mendenhall, 2016). There is a direct link between culture and organisational behaviour
because the former affects both staff members’ actions and the company’s leadership style.
For example, there may be significant differences in how employees coming from the United
Kingdom and those living in Japan handle stressful situations or approach conversations
because these cultures have developed according to different dimensions. This issue implies
that cross-cultural management should aim at teaching employees how to minimize
challenges posed by differences in their perspectives and benefit from diversity.
The second approach to cross-cultural management is an intercultural one, which is different
from the comparative one. This approach is focused on how individuals coming from various
cultural backgrounds handle management and leadership practices in general. It uses theories
from the fields of cross-cultural psychology, intercultural communication, and social
psychology (Bird & Mendenhall, 2016). The intercultural aspect of cross-cultural
management is also vital for leaders because it can help them to analyze the potential benefits
and disadvantages of different employees’ approaches to work. From the perspective of
organizational behavior, it means that a company should analyze how its staff members prefer
to interact with others, what communication style they tend to choose, and what leadership
style they respond to positively.
One may think that globalization has led to challenges in the workplace due to the increased
lack of communication and understanding between employees; however, it is not true. It is
vital to note that ensuring diversity in the workplace is crucial because it can improve
decision-making processes, enhance the talent pool, and contribute to a wider customer base
(Guillaume et al., 2017). At the same time, the positive impact of diversity can only be
present as a result of effective cross-cultural management because companies should work on
fostering positive interactions between individuals coming from different backgrounds.
Otherwise, differences in cultural backgrounds among staff members can lead to decreased
job performance, increased number of conflicts, and lower employee morale (Guillaume et
al., 2017). As a result, organizational behavior should be designed to mitigate possible
challenges associated with culture and ensure that diversity in the workplace is beneficial for
its operations.
In summary, it is possible to say that organizational behavior should be designed according to
the needs of cross-cultural teams and the traits of particular individuals. Companies can
implement the strategies of so-called servant leadership, which implies the establishment of
an environment in which all employees can feel accepted regardless of their failures and be
confident in their actions (Seto & Sarros, 2016). This type of leadership is focused on
employees’ interests while also encouraging them to show concern about the company’s
operations. Seto and Sarros report that servant leaders should have a desire and an ability to
motivate the members of cross-cultural teams, enhance their self-esteem, and put the
organization’s needs above their own. Moreover, they should offer hope and guidance to the
employees, which is particularly significant as many of them may experience challenges
while working in a diverse environment. Such an approach to leadership can enhance
organizational behavior as well, establishing quality working relationships between the teams
and their superiors.
Significance of Cross-Cultural Management
Both cross-cultural and international management are vital for ensuring excellent
organizational performance. One of the primary causes of it is the fact that globalization has
led to significant changes in the way companies should handle their operations. As many
firms start to work with foreign partners, they should be aware of the possible differences in
other enterprises’ approaches to business. It means that it is vital for businesses to have a high
level of cultural awareness. In some countries, such as the USA, employers may need to have
even greater cross-cultural sensitivity due to a high level of diversity in the nation’s
population (United States Census Bureau, 2017). Thus, cross-cultural management measures
within an organization are a necessity.
Existing literature in the field shows that paying attention to cultural values employees have
and managing diversity in the workplace can improve organizational culture and behavior
significantly, which, in turn, can lead to increased employee commitment and loyalty (Hock,
Clauss & Schulz, 2016). Cross-cultural management should promote open communication,
ensure strong and trust-based relationships between staff members, and minimize the adverse
effects of diversity. For example, Ghodrati, Joorabchi, and Muati report that increased
diversity in the workplace has led to the expansion of discrimination. Effective cross-cultural
management measures should be designed to eliminate the impact of this issue because
employees’ well-being is crucial for the development of organizations (Zheng et al., 2015).
Thus, it is vital to implement effective cross-cultural management principles to minimize
possible problematic issues.
It is crucial to add that cross-cultural management can enhance employees’ affective
commitment, too. Ashikali and Groeneveld report that this type of commitment not only
motivates an employee to work harder and be loyal to an organization but also to have an
emotional bond with the company. As a result, members of cross-cultural teams may feel
more involved in the firm’s operations and be more willing to work towards its goals
(Ashikali & Groeneveld, 2015). Affective commitment can be considered a result of effective
diversity management because it can help employers to attract and retain individuals coming
from various cultural backgrounds. Thus, it is possible to say that effective cross-cultural
management measures are beneficial to both companies and employees.
Culture and Management
Addressing culture and its aspects can be considered one of the most significant tasks of
organizational management. Managers’ leadership style can affect the way employees
perceive their working environment and conditions, as well as their performance in general
(Ashikali & Groeneveld 2015). One of the most appropriate and effective leadership styles
for working with cross-cultural teams is the transformational one. Such an approach is
designed to foster social exchange between team members and align their goals with
organizational culture. This style of management focuses on employee motivation and
considers each employee individually (Ashikali & Groeneveld 2015). From the perspective of
encouraging diversity in the workplace and paying attention to culture, the principles of
transformational leadership reveal the relations between culture and the field of management,
as well as organizational behavior. The last point will be discussed in detail in the following
section of the paper.
It is crucial to add that the issues of management are also related to culture because
addressing diversity in the workplace can be one of the most significant tasks of leadership
staff in the globalized world. The reason for it is that companies need to improve their
performance continuously, which can be achieved through effective diversity management
and the increase in employees’ commitment (Ashikali & Groeneveld 2015). Moreover,
management personnel should address the social and psychological aspects of employees’
behaviors and attitudes, which can also be affected by culture.
International Management: Discussion
In the era of globalization, international management is also a significant contributor to
companies’ success, although it is different from a cross-cultural one. As mentioned above,
international management focuses on external challenges for the company’s operations that
globalization causes, including the need to communicate with partners of various cultural
backgrounds. Leadership staff must understand not only how to handle diverse staff groups
within their workplace but also how to interact with global partners from the perspectives of
business operations and finances. Leaders should be aware of existing regulations and non-
spoken rules to avoid possible mistakes and misunderstandings. In addition, they should
understand public policies and provisions, tax systems, economic structures, and social
structures of other countries (Ollier-Malaterre & Foucreault, 2017).
It is possible to say that companies cannot perform effective international management if they
are not able to implement appropriate cross-cultural approaches within their structures. The
reason for it is that working with foreign partners requires an understanding of the
significance and role of culture, as well as its effects on individuals’ values, beliefs, and
attitudes. Companies’ cross-cultural management should address the same issues to be
effective.
Cross-Cultural Management: Link Between Culture and Organisational Behaviour
Cross-cultural management can be referred to as the leaders’ ability to establish trust-based
and respectful relationships among team members. It may be a challenging task due to the
reasons presented above, such as differences in views regarding work-related issues, gender
roles, and communication. Cross-cultural management within an organisation can be
performed with reference to comparative and international perspectives. The first approach is
often considered synonymous to cross-cultural management itself, as it addresses sociological
and psychological differences between employees coming from diverse backgrounds (Bird &
Mendenhall, 2016). There is a direct link between culture and organisational behaviour
because the former affects both staff members’ actions and the company’s leadership style.
For example, there may be significant differences in how employees coming from the United
Kingdom and those living in Japan handle stressful situations or approach conversations
because these cultures have developed according to different dimensions. This issue implies
that cross-cultural management should aim at teaching employees how to minimize
challenges posed by differences in their perspectives and benefit from diversity.
The second approach to cross-cultural management is an intercultural one, which is different
from the comparative one. This approach is focused on how individuals coming from various
cultural backgrounds handle management and leadership practices in general. It uses theories
from the fields of cross-cultural psychology, intercultural communication, and social
psychology (Bird & Mendenhall, 2016). The intercultural aspect of cross-cultural
management is also vital for leaders because it can help them to analyze the potential benefits
and disadvantages of different employees’ approaches to work. From the perspective of
organizational behavior, it means that a company should analyze how its staff members prefer
to interact with others, what communication style they tend to choose, and what leadership
style they respond to positively.
One may think that globalization has led to challenges in the workplace due to the increased
lack of communication and understanding between employees; however, it is not true. It is
vital to note that ensuring diversity in the workplace is crucial because it can improve
decision-making processes, enhance the talent pool, and contribute to a wider customer base
(Guillaume et al., 2017). At the same time, the positive impact of diversity can only be
present as a result of effective cross-cultural management because companies should work on
fostering positive interactions between individuals coming from different backgrounds.
Otherwise, differences in cultural backgrounds among staff members can lead to decreased
job performance, increased number of conflicts, and lower employee morale (Guillaume et
al., 2017). As a result, organizational behavior should be designed to mitigate possible
challenges associated with culture and ensure that diversity in the workplace is beneficial for
its operations.
In summary, it is possible to say that organizational behavior should be designed according to
the needs of cross-cultural teams and the traits of particular individuals. Companies can
implement the strategies of so-called servant leadership, which implies the establishment of
an environment in which all employees can feel accepted regardless of their failures and be
confident in their actions (Seto & Sarros, 2016). This type of leadership is focused on
employees’ interests while also encouraging them to show concern about the company’s
operations. Seto and Sarros report that servant leaders should have a desire and an ability to
motivate the members of cross-cultural teams, enhance their self-esteem, and put the
organization’s needs above their own. Moreover, they should offer hope and guidance to the
employees, which is particularly significant as many of them may experience challenges
while working in a diverse environment. Such an approach to leadership can enhance
organizational behavior as well, establishing quality working relationships between the teams
and their superiors.
Significance of Cross-Cultural Management
Both cross-cultural and international management are vital for ensuring excellent
organizational performance. One of the primary causes of it is the fact that globalization has
led to significant changes in the way companies should handle their operations. As many
firms start to work with foreign partners, they should be aware of the possible differences in
other enterprises’ approaches to business. It means that it is vital for businesses to have a high
level of cultural awareness. In some countries, such as the USA, employers may need to have
even greater cross-cultural sensitivity due to a high level of diversity in the nation’s
population (United States Census Bureau, 2017). Thus, cross-cultural management measures
within an organization are a necessity.
Existing literature in the field shows that paying attention to cultural values employees have
and managing diversity in the workplace can improve organizational culture and behavior
significantly, which, in turn, can lead to increased employee commitment and loyalty (Hock,
Clauss & Schulz, 2016). Cross-cultural management should promote open communication,
ensure strong and trust-based relationships between staff members, and minimize the adverse
effects of diversity. For example, Ghodrati, Joorabchi, and Muati report that increased
diversity in the workplace has led to the expansion of discrimination. Effective cross-cultural
management measures should be designed to eliminate the impact of this issue because
employees’ well-being is crucial for the development of organizations (Zheng et al., 2015).
Thus, it is vital to implement effective cross-cultural management principles to minimize
possible problematic issues.
It is crucial to add that cross-cultural management can enhance employees’ affective
commitment, too. Ashikali and Groeneveld report that this type of commitment not only
motivates an employee to work harder and be loyal to an organization but also to have an
emotional bond with the company. As a result, members of cross-cultural teams may feel
more involved in the firm’s operations and be more willing to work towards its goals
(Ashikali & Groeneveld, 2015). Affective commitment can be considered a result of effective
diversity management because it can help employers to attract and retain individuals coming
from various cultural backgrounds. Thus, it is possible to say that effective cross-cultural
management measures are beneficial to both companies and employees.
Culture and Management
Addressing culture and its aspects can be considered one of the most significant tasks of
organizational management. Managers’ leadership style can affect the way employees
perceive their working environment and conditions, as well as their performance in general
(Ashikali & Groeneveld 2015). One of the most appropriate and effective leadership styles
for working with cross-cultural teams is the transformational one. Such an approach is
designed to foster social exchange between team members and align their goals with
organizational culture. This style of management focuses on employee motivation and
considers each employee individually (Ashikali & Groeneveld 2015). From the perspective of
encouraging diversity in the workplace and paying attention to culture, the principles of
transformational leadership reveal the relations between culture and the field of management,
as well as organizational behavior. The last point will be discussed in detail in the following
section of the paper.
It is crucial to add that the issues of management are also related to culture because
addressing diversity in the workplace can be one of the most significant tasks of leadership
staff in the globalized world. The reason for it is that companies need to improve their
performance continuously, which can be achieved through effective diversity management
and the increase in employees’ commitment (Ashikali & Groeneveld 2015). Moreover,
management personnel should address the social and psychological aspects of employees’
behaviors and attitudes, which can also be affected by culture.
International Management: Discussion
In the era of globalization, international management is also a significant contributor to
companies’ success, although it is different from a cross-cultural one. As mentioned above,
international management focuses on external challenges for the company’s operations that
globalization causes, including the need to communicate with partners of various cultural
backgrounds. Leadership staff must understand not only how to handle diverse staff groups
within their workplace but also how to interact with global partners from the perspectives of
business operations and finances. Leaders should be aware of existing regulations and non-
spoken rules to avoid possible mistakes and misunderstandings. In addition, they should
understand public policies and provisions, tax systems, economic structures, and social
structures of other countries (Ollier-Malaterre & Foucreault, 2017).
It is possible to say that companies cannot perform effective international management if they
are not able to implement appropriate cross-cultural approaches within their structures. The
reason for it is that working with foreign partners requires an understanding of the
significance and role of culture, as well as its effects on individuals’ values, beliefs, and
attitudes. Companies’ cross-cultural management should address the same issues to be
effective.
Cross-Cultural Management: Link Between Culture and Organisational Behaviour
Cross-cultural management can be referred to as the leaders’ ability to establish trust-based
and respectful relationships among team members. It may be a challenging task due to the
reasons presented above, such as differences in views regarding work-related issues, gender
roles, and communication. Cross-cultural management within an organisation can be
performed with reference to comparative and international perspectives. The first approach is
often considered synonymous to cross-cultural management itself, as it addresses sociological
and psychological differences between employees coming from diverse backgrounds (Bird &
Mendenhall, 2016). There is a direct link between culture and organisational behaviour
because the former affects both staff members’ actions and the company’s leadership style.
For example, there may be significant differences in how employees coming from the United
Kingdom and those living in Japan handle stressful situations or approach conversations
because these cultures have developed according to different dimensions. This issue implies
that cross-cultural management should aim at teaching employees how to minimize
challenges posed by differences in their perspectives and benefit from diversity.
The second approach to cross-cultural management is an intercultural one, which is different
from the comparative one. This approach is focused on how individuals coming from various
cultural backgrounds handle management and leadership practices in general. It uses theories
from the fields of cross-cultural psychology, intercultural communication, and social
psychology (Bird & Mendenhall, 2016). The intercultural aspect of cross-cultural
management is also vital for leaders because it can help them to analyze the potential benefits
and disadvantages of different employees’ approaches to work. From the perspective of
organizational behavior, it means that a company should analyze how its staff members prefer
to interact with others, what communication style they tend to choose, and what leadership
style they respond to positively.
One may think that globalization has led to challenges in the workplace due to the increased
lack of communication and understanding between employees; however, it is not true. It is
vital to note that ensuring diversity in the workplace is crucial because it can improve
decision-making processes, enhance the talent pool, and contribute to a wider customer base
(Guillaume et al., 2017). At the same time, the positive impact of diversity can only be
present as a result of effective cross-cultural management because companies should work on
fostering positive interactions between individuals coming from different backgrounds.
Otherwise, differences in cultural backgrounds among staff members can lead to decreased
job performance, increased number of conflicts, and lower employee morale (Guillaume et
al., 2017). As a result, organizational behavior should be designed to mitigate possible
challenges associated with culture and ensure that diversity in the workplace is beneficial for
its operations.
In summary, it is possible to say that organizational behavior should be designed according to
the needs of cross-cultural teams and the traits of particular individuals. Companies can
implement the strategies of so-called servant leadership, which implies the establishment of
an environment in which all employees can feel accepted regardless of their failures and be
confident in their actions (Seto & Sarros, 2016). This type of leadership is focused on
employees’ interests while also encouraging them to show concern about the company’s
operations. Seto and Sarros report that servant leaders should have a desire and an ability to
motivate the members of cross-cultural teams, enhance their self-esteem, and put the
organization’s needs above their own. Moreover, they should offer hope and guidance to the
employees, which is particularly significant as many of them may experience challenges
while working in a diverse environment. Such an approach to leadership can enhance
organizational behavior as well, establishing quality working relationships between the teams
and their superiors.
Significance of Cross-Cultural Management
Both cross-cultural and international management are vital for ensuring excellent
organizational performance. One of the primary causes of it is the fact that globalization has
led to significant changes in the way companies should handle their operations. As many
firms start to work with foreign partners, they should be aware of the possible differences in
other enterprises’ approaches to business. It means that it is vital for businesses to have a high
level of cultural awareness. In some countries, such as the USA, employers may need to have
even greater cross-cultural sensitivity due to a high level of diversity in the nation’s
population (United States Census Bureau, 2017). Thus, cross-cultural management measures
within an organization are a necessity.
Existing literature in the field shows that paying attention to cultural values employees have
and managing diversity in the workplace can improve organizational culture and behavior
significantly, which, in turn, can lead to increased employee commitment and loyalty (Hock,
Clauss & Schulz, 2016). Cross-cultural management should promote open communication,
ensure strong and trust-based relationships between staff members, and minimize the adverse
effects of diversity. For example, Ghodrati, Joorabchi, and Muati report that increased
diversity in the workplace has led to the expansion of discrimination. Effective cross-cultural
management measures should be designed to eliminate the impact of this issue because
employees’ well-being is crucial for the development of organizations (Zheng et al., 2015).
Thus, it is vital to implement effective cross-cultural management principles to minimize
possible problematic issues.
It is crucial to add that cross-cultural management can enhance employees’ affective
commitment, too. Ashikali and Groeneveld report that this type of commitment not only
motivates an employee to work harder and be loyal to an organization but also to have an
emotional bond with the company. As a result, members of cross-cultural teams may feel
more involved in the firm’s operations and be more willing to work towards its goals
(Ashikali & Groeneveld, 2015). Affective commitment can be considered a result of effective
diversity management because it can help employers to attract and retain individuals coming
from various cultural backgrounds. Thus, it is possible to say that effective cross-cultural
management measures are beneficial to both companies and employees.
Culture and Management
Addressing culture and its aspects can be considered one of the most significant tasks of
organizational management. Managers’ leadership style can affect the way employees
perceive their working environment and conditions, as well as their performance in general
(Ashikali & Groeneveld 2015). One of the most appropriate and effective leadership styles
for working with cross-cultural teams is the transformational one. Such an approach is
designed to foster social exchange between team members and align their goals with
organizational culture. This style of management focuses on employee motivation and
considers each employee individually (Ashikali & Groeneveld 2015). From the perspective of
encouraging diversity in the workplace and paying attention to culture, the principles of
transformational leadership reveal the relations between culture and the field of management,
as well as organizational behavior. The last point will be discussed in detail in the following
section of the paper.
It is crucial to add that the issues of management are also related to culture because
addressing diversity in the workplace can be one of the most significant tasks of leadership
staff in the globalized world. The reason for it is that companies need to improve their
performance continuously, which can be achieved through effective diversity management
and the increase in employees’ commitment (Ashikali & Groeneveld 2015). Moreover,
management personnel should address the social and psychological aspects of employees’
behaviors and attitudes, which can also be affected by culture.
International Management: Discussion
In the era of globalization, international management is also a significant contributor to
companies’ success, although it is different from a cross-cultural one. As mentioned above,
international management focuses on external challenges for the company’s operations that
globalization causes, including the need to communicate with partners of various cultural
backgrounds. Leadership staff must understand not only how to handle diverse staff groups
within their workplace but also how to interact with global partners from the perspectives of
business operations and finances. Leaders should be aware of existing regulations and non-
spoken rules to avoid possible mistakes and misunderstandings. In addition, they should
understand public policies and provisions, tax systems, economic structures, and social
structures of other countries (Ollier-Malaterre & Foucreault, 2017).
It is possible to say that companies cannot perform effective international management if they
are not able to implement appropriate cross-cultural approaches within their structures. The
reason for it is that working with foreign partners requires an understanding of the
significance and role of culture, as well as its effects on individuals’ values, beliefs, and
attitudes. Companies’ cross-cultural management should address the same issues to be
effective.
Cross-Cultural Management: Link Between Culture and Organisational Behaviour
Cross-cultural management can be referred to as the leaders’ ability to establish trust-based
and respectful relationships among team members. It may be a challenging task due to the
reasons presented above, such as differences in views regarding work-related issues, gender
roles, and communication. Cross-cultural management within an organisation can be
performed with reference to comparative and international perspectives. The first approach is
often considered synonymous to cross-cultural management itself, as it addresses sociological
and psychological differences between employees coming from diverse backgrounds (Bird &
Mendenhall, 2016). There is a direct link between culture and organisational behaviour
because the former affects both staff members’ actions and the company’s leadership style.
For example, there may be significant differences in how employees coming from the United
Kingdom and those living in Japan handle stressful situations or approach conversations
because these cultures have developed according to different dimensions. This issue implies
that cross-cultural management should aim at teaching employees how to minimize
challenges posed by differences in their perspectives and benefit from diversity.
The second approach to cross-cultural management is an intercultural one, which is different
from the comparative one. This approach is focused on how individuals coming from various
cultural backgrounds handle management and leadership practices in general. It uses theories
from the fields of cross-cultural psychology, intercultural communication, and social
psychology (Bird & Mendenhall, 2016). The intercultural aspect of cross-cultural
management is also vital for leaders because it can help them to analyze the potential benefits
and disadvantages of different employees’ approaches to work. From the perspective of
organizational behavior, it means that a company should analyze how its staff members prefer
to interact with others, what communication style they tend to choose, and what leadership
style they respond to positively.
One may think that globalization has led to challenges in the workplace due to the increased
lack of communication and understanding between employees; however, it is not true. It is
vital to note that ensuring diversity in the workplace is crucial because it can improve
decision-making processes, enhance the talent pool, and contribute to a wider customer base
(Guillaume et al., 2017). At the same time, the positive impact of diversity can only be
present as a result of effective cross-cultural management because companies should work on
fostering positive interactions between individuals coming from different backgrounds.
Otherwise, differences in cultural backgrounds among staff members can lead to decreased
job performance, increased number of conflicts, and lower employee morale (Guillaume et
al., 2017). As a result, organizational behavior should be designed to mitigate possible
challenges associated with culture and ensure that diversity in the workplace is beneficial for
its operations.
In summary, it is possible to say that organizational behavior should be designed according to
the needs of cross-cultural teams and the traits of particular individuals. Companies can
implement the strategies of so-called servant leadership, which implies the establishment of
an environment in which all employees can feel accepted regardless of their failures and be
confident in their actions (Seto & Sarros, 2016). This type of leadership is focused on
employees’ interests while also encouraging them to show concern about the company’s
operations. Seto and Sarros report that servant leaders should have a desire and an ability to
motivate the members of cross-cultural teams, enhance their self-esteem, and put the
organization’s needs above their own. Moreover, they should offer hope and guidance to the
employees, which is particularly significant as many of them may experience challenges
while working in a diverse environment. Such an approach to leadership can enhance
organizational behavior as well, establishing quality working relationships between the teams
and their superiors.
Significance of Cross-Cultural Management
Both cross-cultural and international management are vital for ensuring excellent
organizational performance. One of the primary causes of it is the fact that globalization has
led to significant changes in the way companies should handle their operations. As many
firms start to work with foreign partners, they should be aware of the possible differences in
other enterprises’ approaches to business. It means that it is vital for businesses to have a high
level of cultural awareness. In some countries, such as the USA, employers may need to have
even greater cross-cultural sensitivity due to a high level of diversity in the nation’s
population (United States Census Bureau, 2017). Thus, cross-cultural management measures
within an organization are a necessity.
Existing literature in the field shows that paying attention to cultural values employees have
and managing diversity in the workplace can improve organizational culture and behavior
significantly, which, in turn, can lead to increased employee commitment and loyalty (Hock,
Clauss & Schulz, 2016). Cross-cultural management should promote open communication,
ensure strong and trust-based relationships between staff members, and minimize the adverse
effects of diversity. For example, Ghodrati, Joorabchi, and Muati report that increased
diversity in the workplace has led to the expansion of discrimination. Effective cross-cultural
management measures should be designed to eliminate the impact of this issue because
employees’ well-being is crucial for the development of organizations (Zheng et al., 2015).
Thus, it is vital to implement effective cross-cultural management principles to minimize
possible problematic issues.
It is crucial to add that cross-cultural management can enhance employees’ affective
commitment, too. Ashikali and Groeneveld report that this type of commitment not only
motivates an employee to work harder and be loyal to an organization but also to have an
emotional bond with the company. As a result, members of cross-cultural teams may feel
more involved in the firm’s operations and be more willing to work towards its goals
(Ashikali & Groeneveld, 2015). Affective commitment can be considered a result of effective
diversity management because it can help employers to attract and retain individuals coming
from various cultural backgrounds. Thus, it is possible to say that effective cross-cultural
management measures are beneficial to both companies and employees.
Culture and Management
Addressing culture and its aspects can be considered one of the most significant tasks of
organizational management. Managers’ leadership style can affect the way employees
perceive their working environment and conditions, as well as their performance in general
(Ashikali & Groeneveld 2015). One of the most appropriate and effective leadership styles
for working with cross-cultural teams is the transformational one. Such an approach is
designed to foster social exchange between team members and align their goals with
organizational culture. This style of management focuses on employee motivation and
considers each employee individually (Ashikali & Groeneveld 2015). From the perspective of
encouraging diversity in the workplace and paying attention to culture, the principles of
transformational leadership reveal the relations between culture and the field of management,
as well as organizational behavior. The last point will be discussed in detail in the following
section of the paper.
It is crucial to add that the issues of management are also related to culture because
addressing diversity in the workplace can be one of the most significant tasks of leadership
staff in the globalized world. The reason for it is that companies need to improve their
performance continuously, which can be achieved through effective diversity management
and the increase in employees’ commitment (Ashikali & Groeneveld 2015). Moreover,
management personnel should address the social and psychological aspects of employees’
behaviors and attitudes, which can also be affected by culture.
International Management: Discussion
In the era of globalization, international management is also a significant contributor to
companies’ success, although it is different from a cross-cultural one. As mentioned above,
international management focuses on external challenges for the company’s operations that
globalization causes, including the need to communicate with partners of various cultural
backgrounds. Leadership staff must understand not only how to handle diverse staff groups
within their workplace but also how to interact with global partners from the perspectives of
business operations and finances. Leaders should be aware of existing regulations and non-
spoken rules to avoid possible mistakes and misunderstandings. In addition, they should
understand public policies and provisions, tax systems, economic structures, and social
structures of other countries (Ollier-Malaterre & Foucreault, 2017).
It is possible to say that companies cannot perform effective international management if they
are not able to implement appropriate cross-cultural approaches within their structures. The
reason for it is that working with foreign partners requires an understanding of the
significance and role of culture, as well as its effects on individuals’ values, beliefs, and
attitudes. Companies’ cross-cultural management should address the same issues to be
effective.
Cross-Cultural Management: Link Between Culture and Organisational Behaviour
Cross-cultural management can be referred to as the leaders’ ability to establish trust-based
and respectful relationships among team members. It may be a challenging task due to the
reasons presented above, such as differences in views regarding work-related issues, gender
roles, and communication. Cross-cultural management within an organisation can be
performed with reference to comparative and international perspectives. The first approach is
often considered synonymous to cross-cultural management itself, as it addresses sociological
and psychological differences between employees coming from diverse backgrounds (Bird &
Mendenhall, 2016). There is a direct link between culture and organisational behaviour
because the former affects both staff members’ actions and the company’s leadership style.
For example, there may be significant differences in how employees coming from the United
Kingdom and those living in Japan handle stressful situations or approach conversations
because these cultures have developed according to different dimensions. This issue implies
that cross-cultural management should aim at teaching employees how to minimize
challenges posed by differences in their perspectives and benefit from diversity.
The second approach to cross-cultural management is an intercultural one, which is different
from the comparative one. This approach is focused on how individuals coming from various
cultural backgrounds handle management and leadership practices in general. It uses theories
from the fields of cross-cultural psychology, intercultural communication, and social
psychology (Bird & Mendenhall, 2016). The intercultural aspect of cross-cultural
management is also vital for leaders because it can help them to analyze the potential benefits
and disadvantages of different employees’ approaches to work. From the perspective of
organizational behavior, it means that a company should analyze how its staff members prefer
to interact with others, what communication style they tend to choose, and what leadership
style they respond to positively.
One may think that globalization has led to challenges in the workplace due to the increased
lack of communication and understanding between employees; however, it is not true. It is
vital to note that ensuring diversity in the workplace is crucial because it can improve
decision-making processes, enhance the talent pool, and contribute to a wider customer base
(Guillaume et al., 2017). At the same time, the positive impact of diversity can only be
present as a result of effective cross-cultural management because companies should work on
fostering positive interactions between individuals coming from different backgrounds.
Otherwise, differences in cultural backgrounds among staff members can lead to decreased
job performance, increased number of conflicts, and lower employee morale (Guillaume et
al., 2017). As a result, organizational behavior should be designed to mitigate possible
challenges associated with culture and ensure that diversity in the workplace is beneficial for
its operations.
In summary, it is possible to say that organizational behavior should be designed according to
the needs of cross-cultural teams and the traits of particular individuals. Companies can
implement the strategies of so-called servant leadership, which implies the establishment of
an environment in which all employees can feel accepted regardless of their failures and be
confident in their actions (Seto & Sarros, 2016). This type of leadership is focused on
employees’ interests while also encouraging them to show concern about the company’s
operations. Seto and Sarros report that servant leaders should have a desire and an ability to
motivate the members of cross-cultural teams, enhance their self-esteem, and put the
organization’s needs above their own. Moreover, they should offer hope and guidance to the
employees, which is particularly significant as many of them may experience challenges
while working in a diverse environment. Such an approach to leadership can enhance
organizational behavior as well, establishing quality working relationships between the teams
and their superiors.
Significance of Cross-Cultural Management
Both cross-cultural and international management are vital for ensuring excellent
organizational performance. One of the primary causes of it is the fact that globalization has
led to significant changes in the way companies should handle their operations. As many
firms start to work with foreign partners, they should be aware of the possible differences in
other enterprises’ approaches to business. It means that it is vital for businesses to have a high
level of cultural awareness. In some countries, such as the USA, employers may need to have
even greater cross-cultural sensitivity due to a high level of diversity in the nation’s
population (United States Census Bureau, 2017). Thus, cross-cultural management measures
within an organization are a necessity.
Existing literature in the field shows that paying attention to cultural values employees have
and managing diversity in the workplace can improve organizational culture and behavior
significantly, which, in turn, can lead to increased employee commitment and loyalty (Hock,
Clauss & Schulz, 2016). Cross-cultural management should promote open communication,
ensure strong and trust-based relationships between staff members, and minimize the adverse
effects of diversity. For example, Ghodrati, Joorabchi, and Muati report that increased
diversity in the workplace has led to the expansion of discrimination. Effective cross-cultural
management measures should be designed to eliminate the impact of this issue because
employees’ well-being is crucial for the development of organizations (Zheng et al., 2015).
Thus, it is vital to implement effective cross-cultural management principles to minimize
possible problematic issues.
It is crucial to add that cross-cultural management can enhance employees’ affective
commitment, too. Ashikali and Groeneveld report that this type of commitment not only
motivates an employee to work harder and be loyal to an organization but also to have an
emotional bond with the company. As a result, members of cross-cultural teams may feel
more involved in the firm’s operations and be more willing to work towards its goals
(Ashikali & Groeneveld, 2015). Affective commitment can be considered a result of effective
diversity management because it can help employers to attract and retain individuals coming
from various cultural backgrounds. Thus, it is possible to say that effective cross-cultural
management measures are beneficial to both companies and employees.
Culture and Management
Addressing culture and its aspects can be considered one of the most significant tasks of
organizational management. Managers’ leadership style can affect the way employees
perceive their working environment and conditions, as well as their performance in general
(Ashikali & Groeneveld 2015). One of the most appropriate and effective leadership styles
for working with cross-cultural teams is the transformational one. Such an approach is
designed to foster social exchange between team members and align their goals with
organizational culture. This style of management focuses on employee motivation and
considers each employee individually (Ashikali & Groeneveld 2015). From the perspective of
encouraging diversity in the workplace and paying attention to culture, the principles of
transformational leadership reveal the relations between culture and the field of management,
as well as organizational behavior. The last point will be discussed in detail in the following
section of the paper.
It is crucial to add that the issues of management are also related to culture because
addressing diversity in the workplace can be one of the most significant tasks of leadership
staff in the globalized world. The reason for it is that companies need to improve their
performance continuously, which can be achieved through effective diversity management
and the increase in employees’ commitment (Ashikali & Groeneveld 2015). Moreover,
management personnel should address the social and psychological aspects of employees’
behaviors and attitudes, which can also be affected by culture.
International Management: Discussion
In the era of globalization, international management is also a significant contributor to
companies’ success, although it is different from a cross-cultural one. As mentioned above,
international management focuses on external challenges for the company’s operations that
globalization causes, including the need to communicate with partners of various cultural
backgrounds. Leadership staff must understand not only how to handle diverse staff groups
within their workplace but also how to interact with global partners from the perspectives of
business operations and finances. Leaders should be aware of existing regulations and non-
spoken rules to avoid possible mistakes and misunderstandings. In addition, they should
understand public policies and provisions, tax systems, economic structures, and social
structures of other countries (Ollier-Malaterre & Foucreault, 2017).
It is possible to say that companies cannot perform effective international management if they
are not able to implement appropriate cross-cultural approaches within their structures. The
reason for it is that working with foreign partners requires an understanding of the
significance and role of culture, as well as its effects on individuals’ values, beliefs, and
attitudes. Companies’ cross-cultural management should address the same issues to be
effective.
Cross-Cultural Management: Link Between Culture and Organisational Behaviour
Cross-cultural management can be referred to as the leaders’ ability to establish trust-based
and respectful relationships among team members. It may be a challenging task due to the
reasons presented above, such as differences in views regarding work-related issues, gender
roles, and communication. Cross-cultural management within an organisation can be
performed with reference to comparative and international perspectives. The first approach is
often considered synonymous to cross-cultural management itself, as it addresses sociological
and psychological differences between employees coming from diverse backgrounds (Bird &
Mendenhall, 2016). There is a direct link between culture and organisational behaviour
because the former affects both staff members’ actions and the company’s leadership style.
For example, there may be significant differences in how employees coming from the United
Kingdom and those living in Japan handle stressful situations or approach conversations
because these cultures have developed according to different dimensions. This issue implies
that cross-cultural management should aim at teaching employees how to minimize
challenges posed by differences in their perspectives and benefit from diversity.
The second approach to cross-cultural management is an intercultural one, which is different
from the comparative one. This approach is focused on how individuals coming from various
cultural backgrounds handle management and leadership practices in general. It uses theories
from the fields of cross-cultural psychology, intercultural communication, and social
psychology (Bird & Mendenhall, 2016). The intercultural aspect of cross-cultural
management is also vital for leaders because it can help them to analyze the potential benefits
and disadvantages of different employees’ approaches to work. From the perspective of
organizational behavior, it means that a company should analyze how its staff members prefer
to interact with others, what communication style they tend to choose, and what leadership
style they respond to positively.
One may think that globalization has led to challenges in the workplace due to the increased
lack of communication and understanding between employees; however, it is not true. It is
vital to note that ensuring diversity in the workplace is crucial because it can improve
decision-making processes, enhance the talent pool, and contribute to a wider customer base
(Guillaume et al., 2017). At the same time, the positive impact of diversity can only be
present as a result of effective cross-cultural management because companies should work on
fostering positive interactions between individuals coming from different backgrounds.
Otherwise, differences in cultural backgrounds among staff members can lead to decreased
job performance, increased number of conflicts, and lower employee morale (Guillaume et
al., 2017). As a result, organizational behavior should be designed to mitigate possible
challenges associated with culture and ensure that diversity in the workplace is beneficial for
its operations.
In summary, it is possible to say that organizational behavior should be designed according to
the needs of cross-cultural teams and the traits of particular individuals. Companies can
implement the strategies of so-called servant leadership, which implies the establishment of
an environment in which all employees can feel accepted regardless of their failures and be
confident in their actions (Seto & Sarros, 2016). This type of leadership is focused on
employees’ interests while also encouraging them to show concern about the company’s
operations. Seto and Sarros report that servant leaders should have a desire and an ability to
motivate the members of cross-cultural teams, enhance their self-esteem, and put the
organization’s needs above their own. Moreover, they should offer hope and guidance to the
employees, which is particularly significant as many of them may experience challenges
while working in a diverse environment. Such an approach to leadership can enhance
organizational behavior as well, establishing quality working relationships between the teams
and their superiors.
Significance of Cross-Cultural Management
Both cross-cultural and international management are vital for ensuring excellent
organizational performance. One of the primary causes of it is the fact that globalization has
led to significant changes in the way companies should handle their operations. As many
firms start to work with foreign partners, they should be aware of the possible differences in
other enterprises’ approaches to business. It means that it is vital for businesses to have a high
level of cultural awareness. In some countries, such as the USA, employers may need to have
even greater cross-cultural sensitivity due to a high level of diversity in the nation’s
population (United States Census Bureau, 2017). Thus, cross-cultural management measures
within an organization are a necessity.
Existing literature in the field shows that paying attention to cultural values employees have
and managing diversity in the workplace can improve organizational culture and behavior
significantly, which, in turn, can lead to increased employee commitment and loyalty (Hock,
Clauss & Schulz, 2016). Cross-cultural management should promote open communication,
ensure strong and trust-based relationships between staff members, and minimize the adverse
effects of diversity. For example, Ghodrati, Joorabchi, and Muati report that increased
diversity in the workplace has led to the expansion of discrimination. Effective cross-cultural
management measures should be designed to eliminate the impact of this issue because
employees’ well-being is crucial for the development of organizations (Zheng et al., 2015).
Thus, it is vital to implement effective cross-cultural management principles to minimize
possible problematic issues.
It is crucial to add that cross-cultural management can enhance employees’ affective
commitment, too. Ashikali and Groeneveld report that this type of commitment not only
motivates an employee to work harder and be loyal to an organization but also to have an
emotional bond with the company. As a result, members of cross-cultural teams may feel
more involved in the firm’s operations and be more willing to work towards its goals
(Ashikali & Groeneveld, 2015). Affective commitment can be considered a result of effective
diversity management because it can help employers to attract and retain individuals coming
from various cultural backgrounds. Thus, it is possible to say that effective cross-cultural
management measures are beneficial to both companies and employees.
Culture and Management
Addressing culture and its aspects can be considered one of the most significant tasks of
organizational management. Managers’ leadership style can affect the way employees
perceive their working environment and conditions, as well as their performance in general
(Ashikali & Groeneveld 2015). One of the most appropriate and effective leadership styles
for working with cross-cultural teams is the transformational one. Such an approach is
designed to foster social exchange between team members and align their goals with
organizational culture. This style of management focuses on employee motivation and
considers each employee individually (Ashikali & Groeneveld 2015). From the perspective of
encouraging diversity in the workplace and paying attention to culture, the principles of
transformational leadership reveal the relations between culture and the field of management,
as well as organizational behavior. The last point will be discussed in detail in the following
section of the paper.
It is crucial to add that the issues of management are also related to culture because
addressing diversity in the workplace can be one of the most significant tasks of leadership
staff in the globalized world. The reason for it is that companies need to improve their
performance continuously, which can be achieved through effective diversity management
and the increase in employees’ commitment (Ashikali & Groeneveld 2015). Moreover,
management personnel should address the social and psychological aspects of employees’
behaviors and attitudes, which can also be affected by culture.
International Management: Discussion
In the era of globalization, international management is also a significant contributor to
companies’ success, although it is different from a cross-cultural one. As mentioned above,
international management focuses on external challenges for the company’s operations that
globalization causes, including the need to communicate with partners of various cultural
backgrounds. Leadership staff must understand not only how to handle diverse staff groups
within their workplace but also how to interact with global partners from the perspectives of
business operations and finances. Leaders should be aware of existing regulations and non-
spoken rules to avoid possible mistakes and misunderstandings. In addition, they should
understand public policies and provisions, tax systems, economic structures, and social
structures of other countries (Ollier-Malaterre & Foucreault, 2017).
It is possible to say that companies cannot perform effective international management if they
are not able to implement appropriate cross-cultural approaches within their structures. The
reason for it is that working with foreign partners requires an understanding of the
significance and role of culture, as well as its effects on individuals’ values, beliefs, and
attitudes. Companies’ cross-cultural management should address the same issues to be
effective.
Cross-Cultural Management: Link Between Culture and Organisational Behaviour
Cross-cultural management can be referred to as the leaders’ ability to establish trust-based
and respectful relationships among team members. It may be a challenging task due to the
reasons presented above, such as differences in views regarding work-related issues, gender
roles, and communication. Cross-cultural management within an organisation can be
performed with reference to comparative and international perspectives. The first approach is
often considered synonymous to cross-cultural management itself, as it addresses sociological
and psychological differences between employees coming from diverse backgrounds (Bird &
Mendenhall, 2016). There is a direct link between culture and organisational behaviour
because the former affects both staff members’ actions and the company’s leadership style.
For example, there may be significant differences in how employees coming from the United
Kingdom and those living in Japan handle stressful situations or approach conversations
because these cultures have developed according to different dimensions. This issue implies
that cross-cultural management should aim at teaching employees how to minimize
challenges posed by differences in their perspectives and benefit from diversity.
The second approach to cross-cultural management is an intercultural one, which is different
from the comparative one. This approach is focused on how individuals coming from various
cultural backgrounds handle management and leadership practices in general. It uses theories
from the fields of cross-cultural psychology, intercultural communication, and social
psychology (Bird & Mendenhall, 2016). The intercultural aspect of cross-cultural
management is also vital for leaders because it can help them to analyze the potential benefits
and disadvantages of different employees’ approaches to work. From the perspective of
organizational behavior, it means that a company should analyze how its staff members prefer
to interact with others, what communication style they tend to choose, and what leadership
style they respond to positively.
One may think that globalization has led to challenges in the workplace due to the increased
lack of communication and understanding between employees; however, it is not true. It is
vital to note that ensuring diversity in the workplace is crucial because it can improve
decision-making processes, enhance the talent pool, and contribute to a wider customer base
(Guillaume et al., 2017). At the same time, the positive impact of diversity can only be
present as a result of effective cross-cultural management because companies should work on
fostering positive interactions between individuals coming from different backgrounds.
Otherwise, differences in cultural backgrounds among staff members can lead to decreased
job performance, increased number of conflicts, and lower employee morale (Guillaume et
al., 2017). As a result, organizational behavior should be designed to mitigate possible
challenges associated with culture and ensure that diversity in the workplace is beneficial for
its operations.
In summary, it is possible to say that organizational behavior should be designed according to
the needs of cross-cultural teams and the traits of particular individuals. Companies can
implement the strategies of so-called servant leadership, which implies the establishment of
an environment in which all employees can feel accepted regardless of their failures and be
confident in their actions (Seto & Sarros, 2016). This type of leadership is focused on
employees’ interests while also encouraging them to show concern about the company’s
operations. Seto and Sarros report that servant leaders should have a desire and an ability to
motivate the members of cross-cultural teams, enhance their self-esteem, and put the
organization’s needs above their own. Moreover, they should offer hope and guidance to the
employees, which is particularly significant as many of them may experience challenges
while working in a diverse environment. Such an approach to leadership can enhance
organizational behavior as well, establishing quality working relationships between the teams
and their superiors.
Significance of Cross-Cultural Management
Both cross-cultural and international management are vital for ensuring excellent
organizational performance. One of the primary causes of it is the fact that globalization has
led to significant changes in the way companies should handle their operations. As many
firms start to work with foreign partners, they should be aware of the possible differences in
other enterprises’ approaches to business. It means that it is vital for businesses to have a high
level of cultural awareness. In some countries, such as the USA, employers may need to have
even greater cross-cultural sensitivity due to a high level of diversity in the nation’s
population (United States Census Bureau, 2017). Thus, cross-cultural management measures
within an organization are a necessity.
Existing literature in the field shows that paying attention to cultural values employees have
and managing diversity in the workplace can improve organizational culture and behavior
significantly, which, in turn, can lead to increased employee commitment and loyalty (Hock,
Clauss & Schulz, 2016). Cross-cultural management should promote open communication,
ensure strong and trust-based relationships between staff members, and minimize the adverse
effects of diversity. For example, Ghodrati, Joorabchi, and Muati report that increased
diversity in the workplace has led to the expansion of discrimination. Effective cross-cultural
management measures should be designed to eliminate the impact of this issue because
employees’ well-being is crucial for the development of organizations (Zheng et al., 2015).
Thus, it is vital to implement effective cross-cultural management principles to minimize
possible problematic issues.
It is crucial to add that cross-cultural management can enhance employees’ affective
commitment, too. Ashikali and Groeneveld report that this type of commitment not only
motivates an employee to work harder and be loyal to an organization but also to have an
emotional bond with the company. As a result, members of cross-cultural teams may feel
more involved in the firm’s operations and be more willing to work towards its goals
(Ashikali & Groeneveld, 2015). Affective commitment can be considered a result of effective
diversity management because it can help employers to attract and retain individuals coming
from various cultural backgrounds. Thus, it is possible to say that effective cross-cultural
management measures are beneficial to both companies and employees.
Culture and Management
Addressing culture and its aspects can be considered one of the most significant tasks of
organizational management. Managers’ leadership style can affect the way employees
perceive their working environment and conditions, as well as their performance in general
(Ashikali & Groeneveld 2015). One of the most appropriate and effective leadership styles
for working with cross-cultural teams is the transformational one. Such an approach is
designed to foster social exchange between team members and align their goals with
organizational culture. This style of management focuses on employee motivation and
considers each employee individually (Ashikali & Groeneveld 2015). From the perspective of
encouraging diversity in the workplace and paying attention to culture, the principles of
transformational leadership reveal the relations between culture and the field of management,
as well as organizational behavior. The last point will be discussed in detail in the following
section of the paper.
It is crucial to add that the issues of management are also related to culture because
addressing diversity in the workplace can be one of the most significant tasks of leadership
staff in the globalized world. The reason for it is that companies need to improve their
performance continuously, which can be achieved through effective diversity management
and the increase in employees’ commitment (Ashikali & Groeneveld 2015). Moreover,
management personnel should address the social and psychological aspects of employees’
behaviors and attitudes, which can also be affected by culture.
International Management: Discussion
In the era of globalization, international management is also a significant contributor to
companies’ success, although it is different from a cross-cultural one. As mentioned above,
international management focuses on external challenges for the company’s operations that
globalization causes, including the need to communicate with partners of various cultural
backgrounds. Leadership staff must understand not only how to handle diverse staff groups
within their workplace but also how to interact with global partners from the perspectives of
business operations and finances. Leaders should be aware of existing regulations and non-
spoken rules to avoid possible mistakes and misunderstandings. In addition, they should
understand public policies and provisions, tax systems, economic structures, and social
structures of other countries (Ollier-Malaterre & Foucreault, 2017).
It is possible to say that companies cannot perform effective international management if they
are not able to implement appropriate cross-cultural approaches within their structures. The
reason for it is that working with foreign partners requires an understanding of the
significance and role of culture, as well as its effects on individuals’ values, beliefs, and
attitudes. Companies’ cross-cultural management should address the same issues to be
effective.
Cross-Cultural Management: Link Between Culture and Organisational Behaviour
Cross-cultural management can be referred to as the leaders’ ability to establish trust-based
and respectful relationships among team members. It may be a challenging task due to the
reasons presented above, such as differences in views regarding work-related issues, gender
roles, and communication. Cross-cultural management within an organisation can be
performed with reference to comparative and international perspectives. The first approach is
often considered synonymous to cross-cultural management itself, as it addresses sociological
and psychological differences between employees coming from diverse backgrounds (Bird &
Mendenhall, 2016). There is a direct link between culture and organisational behaviour
because the former affects both staff members’ actions and the company’s leadership style.
For example, there may be significant differences in how employees coming from the United
Kingdom and those living in Japan handle stressful situations or approach conversations
because these cultures have developed according to different dimensions. This issue implies
that cross-cultural management should aim at teaching employees how to minimize
challenges posed by differences in their perspectives and benefit from diversity.
The second approach to cross-cultural management is an intercultural one, which is different
from the comparative one. This approach is focused on how individuals coming from various
cultural backgrounds handle management and leadership practices in general. It uses theories
from the fields of cross-cultural psychology, intercultural communication, and social
psychology (Bird & Mendenhall, 2016). The intercultural aspect of cross-cultural
management is also vital for leaders because it can help them to analyze the potential benefits
and disadvantages of different employees’ approaches to work. From the perspective of
organizational behavior, it means that a company should analyze how its staff members prefer
to interact with others, what communication style they tend to choose, and what leadership
style they respond to positively.
One may think that globalization has led to challenges in the workplace due to the increased
lack of communication and understanding between employees; however, it is not true. It is
vital to note that ensuring diversity in the workplace is crucial because it can improve
decision-making processes, enhance the talent pool, and contribute to a wider customer base
(Guillaume et al., 2017). At the same time, the positive impact of diversity can only be
present as a result of effective cross-cultural management because companies should work on
fostering positive interactions between individuals coming from different backgrounds.
Otherwise, differences in cultural backgrounds among staff members can lead to decreased
job performance, increased number of conflicts, and lower employee morale (Guillaume et
al., 2017). As a result, organizational behavior should be designed to mitigate possible
challenges associated with culture and ensure that diversity in the workplace is beneficial for
its operations.
In summary, it is possible to say that organizational behavior should be designed according to
the needs of cross-cultural teams and the traits of particular individuals. Companies can
implement the strategies of so-called servant leadership, which implies the establishment of
an environment in which all employees can feel accepted regardless of their failures and be
confident in their actions (Seto & Sarros, 2016). This type of leadership is focused on
employees’ interests while also encouraging them to show concern about the company’s
operations. Seto and Sarros report that servant leaders should have a desire and an ability to
motivate the members of cross-cultural teams, enhance their self-esteem, and put the
organization’s needs above their own. Moreover, they should offer hope and guidance to the
employees, which is particularly significant as many of them may experience challenges
while working in a diverse environment. Such an approach to leadership can enhance
organizational behavior as well, establishing quality working relationships between the teams
and their superiors.
Significance of Cross-Cultural Management
Both cross-cultural and international management are vital for ensuring excellent
organizational performance. One of the primary causes of it is the fact that globalization has
led to significant changes in the way companies should handle their operations. As many
firms start to work with foreign partners, they should be aware of the possible differences in
other enterprises’ approaches to business. It means that it is vital for businesses to have a high
level of cultural awareness. In some countries, such as the USA, employers may need to have
even greater cross-cultural sensitivity due to a high level of diversity in the nation’s
population (United States Census Bureau, 2017). Thus, cross-cultural management measures
within an organization are a necessity.
Existing literature in the field shows that paying attention to cultural values employees have
and managing diversity in the workplace can improve organizational culture and behavior
significantly, which, in turn, can lead to increased employee commitment and loyalty (Hock,
Clauss & Schulz, 2016). Cross-cultural management should promote open communication,
ensure strong and trust-based relationships between staff members, and minimize the adverse
effects of diversity. For example, Ghodrati, Joorabchi, and Muati report that increased
diversity in the workplace has led to the expansion of discrimination. Effective cross-cultural
management measures should be designed to eliminate the impact of this issue because
employees’ well-being is crucial for the development of organizations (Zheng et al., 2015).
Thus, it is vital to implement effective cross-cultural management principles to minimize
possible problematic issues.
It is crucial to add that cross-cultural management can enhance employees’ affective
commitment, too. Ashikali and Groeneveld report that this type of commitment not only
motivates an employee to work harder and be loyal to an organization but also to have an
emotional bond with the company. As a result, members of cross-cultural teams may feel
more involved in the firm’s operations and be more willing to work towards its goals
(Ashikali & Groeneveld, 2015). Affective commitment can be considered a result of effective
diversity management because it can help employers to attract and retain individuals coming
from various cultural backgrounds. Thus, it is possible to say that effective cross-cultural
management measures are beneficial to both companies and employees.
Culture and Management
Addressing culture and its aspects can be considered one of the most significant tasks of
organizational management. Managers’ leadership style can affect the way employees
perceive their working environment and conditions, as well as their performance in general
(Ashikali & Groeneveld 2015). One of the most appropriate and effective leadership styles
for working with cross-cultural teams is the transformational one. Such an approach is
designed to foster social exchange between team members and align their goals with
organizational culture. This style of management focuses on employee motivation and
considers each employee individually (Ashikali & Groeneveld 2015). From the perspective of
encouraging diversity in the workplace and paying attention to culture, the principles of
transformational leadership reveal the relations between culture and the field of management,
as well as organizational behavior. The last point will be discussed in detail in the following
section of the paper.
It is crucial to add that the issues of management are also related to culture because
addressing diversity in the workplace can be one of the most significant tasks of leadership
staff in the globalized world. The reason for it is that companies need to improve their
performance continuously, which can be achieved through effective diversity management
and the increase in employees’ commitment (Ashikali & Groeneveld 2015). Moreover,
management personnel should address the social and psychological aspects of employees’
behaviors and attitudes, which can also be affected by culture.
International Management: Discussion
In the era of globalization, international management is also a significant contributor to
companies’ success, although it is different from a cross-cultural one. As mentioned above,
international management focuses on external challenges for the company’s operations that
globalization causes, including the need to communicate with partners of various cultural
backgrounds. Leadership staff must understand not only how to handle diverse staff groups
within their workplace but also how to interact with global partners from the perspectives of
business operations and finances. Leaders should be aware of existing regulations and non-
spoken rules to avoid possible mistakes and misunderstandings. In addition, they should
understand public policies and provisions, tax systems, economic structures, and social
structures of other countries (Ollier-Malaterre & Foucreault, 2017).
It is possible to say that companies cannot perform effective international management if they
are not able to implement appropriate cross-cultural approaches within their structures. The
reason for it is that working with foreign partners requires an understanding of the
significance and role of culture, as well as its effects on individuals’ values, beliefs, and
attitudes. Companies’ cross-cultural management should address the same issues to be
effective.
Cross-Cultural Management: Link Between Culture and Organisational Behaviour
Cross-cultural management can be referred to as the leaders’ ability to establish trust-based
and respectful relationships among team members. It may be a challenging task due to the
reasons presented above, such as differences in views regarding work-related issues, gender
roles, and communication. Cross-cultural management within an organisation can be
performed with reference to comparative and international perspectives. The first approach is
often considered synonymous to cross-cultural management itself, as it addresses sociological
and psychological differences between employees coming from diverse backgrounds (Bird &
Mendenhall, 2016). There is a direct link between culture and organisational behaviour
because the former affects both staff members’ actions and the company’s leadership style.
For example, there may be significant differences in how employees coming from the United
Kingdom and those living in Japan handle stressful situations or approach conversations
because these cultures have developed according to different dimensions. This issue implies
that cross-cultural management should aim at teaching employees how to minimize
challenges posed by differences in their perspectives and benefit from diversity.
The second approach to cross-cultural management is an intercultural one, which is different
from the comparative one. This approach is focused on how individuals coming from various
cultural backgrounds handle management and leadership practices in general. It uses theories
from the fields of cross-cultural psychology, intercultural communication, and social
psychology (Bird & Mendenhall, 2016). The intercultural aspect of cross-cultural
management is also vital for leaders because it can help them to analyze the potential benefits
and disadvantages of different employees’ approaches to work. From the perspective of
organizational behavior, it means that a company should analyze how its staff members prefer
to interact with others, what communication style they tend to choose, and what leadership
style they respond to positively.
One may think that globalization has led to challenges in the workplace due to the increased
lack of communication and understanding between employees; however, it is not true. It is
vital to note that ensuring diversity in the workplace is crucial because it can improve
decision-making processes, enhance the talent pool, and contribute to a wider customer base
(Guillaume et al., 2017). At the same time, the positive impact of diversity can only be
present as a result of effective cross-cultural management because companies should work on
fostering positive interactions between individuals coming from different backgrounds.
Otherwise, differences in cultural backgrounds among staff members can lead to decreased
job performance, increased number of conflicts, and lower employee morale (Guillaume et
al., 2017). As a result, organizational behavior should be designed to mitigate possible
challenges associated with culture and ensure that diversity in the workplace is beneficial for
its operations.
In summary, it is possible to say that organizational behavior should be designed according to
the needs of cross-cultural teams and the traits of particular individuals. Companies can
implement the strategies of so-called servant leadership, which implies the establishment of
an environment in which all employees can feel accepted regardless of their failures and be
confident in their actions (Seto & Sarros, 2016). This type of leadership is focused on
employees’ interests while also encouraging them to show concern about the company’s
operations. Seto and Sarros report that servant leaders should have a desire and an ability to
motivate the members of cross-cultural teams, enhance their self-esteem, and put the
organization’s needs above their own. Moreover, they should offer hope and guidance to the
employees, which is particularly significant as many of them may experience challenges
while working in a diverse environment. Such an approach to leadership can enhance
organizational behavior as well, establishing quality working relationships between the teams
and their superiors.
Significance of Cross-Cultural Management
Both cross-cultural and international management are vital for ensuring excellent
organizational performance. One of the primary causes of it is the fact that globalization has
led to significant changes in the way companies should handle their operations. As many
firms start to work with foreign partners, they should be aware of the possible differences in
other enterprises’ approaches to business. It means that it is vital for businesses to have a high
level of cultural awareness. In some countries, such as the USA, employers may need to have
even greater cross-cultural sensitivity due to a high level of diversity in the nation’s
population (United States Census Bureau, 2017). Thus, cross-cultural management measures
within an organization are a necessity.
Existing literature in the field shows that paying attention to cultural values employees have
and managing diversity in the workplace can improve organizational culture and behavior
significantly, which, in turn, can lead to increased employee commitment and loyalty (Hock,
Clauss & Schulz, 2016). Cross-cultural management should promote open communication,
ensure strong and trust-based relationships between staff members, and minimize the adverse
effects of diversity. For example, Ghodrati, Joorabchi, and Muati report that increased
diversity in the workplace has led to the expansion of discrimination. Effective cross-cultural
management measures should be designed to eliminate the impact of this issue because
employees’ well-being is crucial for the development of organizations (Zheng et al., 2015).
Thus, it is vital to implement effective cross-cultural management principles to minimize
possible problematic issues.
It is crucial to add that cross-cultural management can enhance employees’ affective
commitment, too. Ashikali and Groeneveld report that this type of commitment not only
motivates an employee to work harder and be loyal to an organization but also to have an
emotional bond with the company. As a result, members of cross-cultural teams may feel
more involved in the firm’s operations and be more willing to work towards its goals
(Ashikali & Groeneveld, 2015). Affective commitment can be considered a result of effective
diversity management because it can help employers to attract and retain individuals coming
from various cultural backgrounds. Thus, it is possible to say that effective cross-cultural
management measures are beneficial to both companies and employees.
Culture and Management
Addressing culture and its aspects can be considered one of the most significant tasks of
organizational management. Managers’ leadership style can affect the way employees
perceive their working environment and conditions, as well as their performance in general
(Ashikali & Groeneveld 2015). One of the most appropriate and effective leadership styles
for working with cross-cultural teams is the transformational one. Such an approach is
designed to foster social exchange between team members and align their goals with
organizational culture. This style of management focuses on employee motivation and
considers each employee individually (Ashikali & Groeneveld 2015). From the perspective of
encouraging diversity in the workplace and paying attention to culture, the principles of
transformational leadership reveal the relations between culture and the field of management,
as well as organizational behavior. The last point will be discussed in detail in the following
section of the paper.
It is crucial to add that the issues of management are also related to culture because
addressing diversity in the workplace can be one of the most significant tasks of leadership
staff in the globalized world. The reason for it is that companies need to improve their
performance continuously, which can be achieved through effective diversity management
and the increase in employees’ commitment (Ashikali & Groeneveld 2015). Moreover,
management personnel should address the social and psychological aspects of employees’
behaviors and attitudes, which can also be affected by culture.
International Management: Discussion
In the era of globalization, international management is also a significant contributor to
companies’ success, although it is different from a cross-cultural one. As mentioned above,
international management focuses on external challenges for the company’s operations that
globalization causes, including the need to communicate with partners of various cultural
backgrounds. Leadership staff must understand not only how to handle diverse staff groups
within their workplace but also how to interact with global partners from the perspectives of
business operations and finances. Leaders should be aware of existing regulations and non-
spoken rules to avoid possible mistakes and misunderstandings. In addition, they should
understand public policies and provisions, tax systems, economic structures, and social
structures of other countries (Ollier-Malaterre & Foucreault, 2017).
It is possible to say that companies cannot perform effective international management if they
are not able to implement appropriate cross-cultural approaches within their structures. The
reason for it is that working with foreign partners requires an understanding of the
significance and role of culture, as well as its effects on individuals’ values, beliefs, and
attitudes. Companies’ cross-cultural management should address the same issues to be
effective.
Cross-Cultural Management: Link Between Culture and Organisational Behaviour
Cross-cultural management can be referred to as the leaders’ ability to establish trust-based
and respectful relationships among team members. It may be a challenging task due to the
reasons presented above, such as differences in views regarding work-related issues, gender
roles, and communication. Cross-cultural management within an organisation can be
performed with reference to comparative and international perspectives. The first approach is
often considered synonymous to cross-cultural management itself, as it addresses sociological
and psychological differences between employees coming from diverse backgrounds (Bird &
Mendenhall, 2016). There is a direct link between culture and organisational behaviour
because the former affects both staff members’ actions and the company’s leadership style.
For example, there may be significant differences in how employees coming from the United
Kingdom and those living in Japan handle stressful situations or approach conversations
because these cultures have developed according to different dimensions. This issue implies
that cross-cultural management should aim at teaching employees how to minimize
challenges posed by differences in their perspectives and benefit from diversity.
The second approach to cross-cultural management is an intercultural one, which is different
from the comparative one. This approach is focused on how individuals coming from various
cultural backgrounds handle management and leadership practices in general. It uses theories
from the fields of cross-cultural psychology, intercultural communication, and social
psychology (Bird & Mendenhall, 2016). The intercultural aspect of cross-cultural
management is also vital for leaders because it can help them to analyze the potential benefits
and disadvantages of different employees’ approaches to work. From the perspective of
organizational behavior, it means that a company should analyze how its staff members prefer
to interact with others, what communication style they tend to choose, and what leadership
style they respond to positively.
One may think that globalization has led to challenges in the workplace due to the increased
lack of communication and understanding between employees; however, it is not true. It is
vital to note that ensuring diversity in the workplace is crucial because it can improve
decision-making processes, enhance the talent pool, and contribute to a wider customer base
(Guillaume et al., 2017). At the same time, the positive impact of diversity can only be
present as a result of effective cross-cultural management because companies should work on
fostering positive interactions between individuals coming from different backgrounds.
Otherwise, differences in cultural backgrounds among staff members can lead to decreased
job performance, increased number of conflicts, and lower employee morale (Guillaume et
al., 2017). As a result, organizational behavior should be designed to mitigate possible
challenges associated with culture and ensure that diversity in the workplace is beneficial for
its operations.
In summary, it is possible to say that organizational behavior should be designed according to
the needs of cross-cultural teams and the traits of particular individuals. Companies can
implement the strategies of so-called servant leadership, which implies the establishment of
an environment in which all employees can feel accepted regardless of their failures and be
confident in their actions (Seto & Sarros, 2016). This type of leadership is focused on
employees’ interests while also encouraging them to show concern about the company’s
operations. Seto and Sarros report that servant leaders should have a desire and an ability to
motivate the members of cross-cultural teams, enhance their self-esteem, and put the
organization’s needs above their own. Moreover, they should offer hope and guidance to the
employees, which is particularly significant as many of them may experience challenges
while working in a diverse environment. Such an approach to leadership can enhance
organizational behavior as well, establishing quality working relationships between the teams
and their superiors.
Significance of Cross-Cultural Management
Both cross-cultural and international management are vital for ensuring excellent
organizational performance. One of the primary causes of it is the fact that globalization has
led to significant changes in the way companies should handle their operations. As many
firms start to work with foreign partners, they should be aware of the possible differences in
other enterprises’ approaches to business. It means that it is vital for businesses to have a high
level of cultural awareness. In some countries, such as the USA, employers may need to have
even greater cross-cultural sensitivity due to a high level of diversity in the nation’s
population (United States Census Bureau, 2017). Thus, cross-cultural management measures
within an organization are a necessity.
Existing literature in the field shows that paying attention to cultural values employees have
and managing diversity in the workplace can improve organizational culture and behavior
significantly, which, in turn, can lead to increased employee commitment and loyalty (Hock,
Clauss & Schulz, 2016). Cross-cultural management should promote open communication,
ensure strong and trust-based relationships between staff members, and minimize the adverse
effects of diversity. For example, Ghodrati, Joorabchi, and Muati report that increased
diversity in the workplace has led to the expansion of discrimination. Effective cross-cultural
management measures should be designed to eliminate the impact of this issue because
employees’ well-being is crucial for the development of organizations (Zheng et al., 2015).
Thus, it is vital to implement effective cross-cultural management principles to minimize
possible problematic issues.
It is crucial to add that cross-cultural management can enhance employees’ affective
commitment, too. Ashikali and Groeneveld report that this type of commitment not only
motivates an employee to work harder and be loyal to an organization but also to have an
emotional bond with the company. As a result, members of cross-cultural teams may feel
more involved in the firm’s operations and be more willing to work towards its goals
(Ashikali & Groeneveld, 2015). Affective commitment can be considered a result of effective
diversity management because it can help employers to attract and retain individuals coming
from various cultural backgrounds. Thus, it is possible to say that effective cross-cultural
management measures are beneficial to both companies and employees.
Culture and Management
Addressing culture and its aspects can be considered one of the most significant tasks of
organizational management. Managers’ leadership style can affect the way employees
perceive their working environment and conditions, as well as their performance in general
(Ashikali & Groeneveld 2015). One of the most appropriate and effective leadership styles
for working with cross-cultural teams is the transformational one. Such an approach is
designed to foster social exchange between team members and align their goals with
organizational culture. This style of management focuses on employee motivation and
considers each employee individually (Ashikali & Groeneveld 2015). From the perspective of
encouraging diversity in the workplace and paying attention to culture, the principles of
transformational leadership reveal the relations between culture and the field of management,
as well as organizational behavior. The last point will be discussed in detail in the following
section of the paper.
It is crucial to add that the issues of management are also related to culture because
addressing diversity in the workplace can be one of the most significant tasks of leadership
staff in the globalized world. The reason for it is that companies need to improve their
performance continuously, which can be achieved through effective diversity management
and the increase in employees’ commitment (Ashikali & Groeneveld 2015). Moreover,
management personnel should address the social and psychological aspects of employees’
behaviors and attitudes, which can also be affected by culture.
International Management: Discussion
In the era of globalization, international management is also a significant contributor to
companies’ success, although it is different from a cross-cultural one. As mentioned above,
international management focuses on external challenges for the company’s operations that
globalization causes, including the need to communicate with partners of various cultural
backgrounds. Leadership staff must understand not only how to handle diverse staff groups
within their workplace but also how to interact with global partners from the perspectives of
business operations and finances. Leaders should be aware of existing regulations and non-
spoken rules to avoid possible mistakes and misunderstandings. In addition, they should
understand public policies and provisions, tax systems, economic structures, and social
structures of other countries (Ollier-Malaterre & Foucreault, 2017).
It is possible to say that companies cannot perform effective international management if they
are not able to implement appropriate cross-cultural approaches within their structures. The
reason for it is that working with foreign partners requires an understanding of the
significance and role of culture, as well as its effects on individuals’ values, beliefs, and
attitudes. Companies’ cross-cultural management should address the same issues to be
effective.
Cross-Cultural Management: Link Between Culture and Organisational Behaviour
Cross-cultural management can be referred to as the leaders’ ability to establish trust-based
and respectful relationships among team members. It may be a challenging task due to the
reasons presented above, such as differences in views regarding work-related issues, gender
roles, and communication. Cross-cultural management within an organisation can be
performed with reference to comparative and international perspectives. The first approach is
often considered synonymous to cross-cultural management itself, as it addresses sociological
and psychological differences between employees coming from diverse backgrounds (Bird &
Mendenhall, 2016). There is a direct link between culture and organisational behaviour
because the former affects both staff members’ actions and the company’s leadership style.
For example, there may be significant differences in how employees coming from the United
Kingdom and those living in Japan handle stressful situations or approach conversations
because these cultures have developed according to different dimensions. This issue implies
that cross-cultural management should aim at teaching employees how to minimize
challenges posed by differences in their perspectives and benefit from diversity.
The second approach to cross-cultural management is an intercultural one, which is different
from the comparative one. This approach is focused on how individuals coming from various
cultural backgrounds handle management and leadership practices in general. It uses theories
from the fields of cross-cultural psychology, intercultural communication, and social
psychology (Bird & Mendenhall, 2016). The intercultural aspect of cross-cultural
management is also vital for leaders because it can help them to analyze the potential benefits
and disadvantages of different employees’ approaches to work. From the perspective of
organizational behavior, it means that a company should analyze how its staff members prefer
to interact with others, what communication style they tend to choose, and what leadership
style they respond to positively.
One may think that globalization has led to challenges in the workplace due to the increased
lack of communication and understanding between employees; however, it is not true. It is
vital to note that ensuring diversity in the workplace is crucial because it can improve
decision-making processes, enhance the talent pool, and contribute to a wider customer base
(Guillaume et al., 2017). At the same time, the positive impact of diversity can only be
present as a result of effective cross-cultural management because companies should work on
fostering positive interactions between individuals coming from different backgrounds.
Otherwise, differences in cultural backgrounds among staff members can lead to decreased
job performance, increased number of conflicts, and lower employee morale (Guillaume et
al., 2017). As a result, organizational behavior should be designed to mitigate possible
challenges associated with culture and ensure that diversity in the workplace is beneficial for
its operations.
In summary, it is possible to say that organizational behavior should be designed according to
the needs of cross-cultural teams and the traits of particular individuals. Companies can
implement the strategies of so-called servant leadership, which implies the establishment of
an environment in which all employees can feel accepted regardless of their failures and be
confident in their actions (Seto & Sarros, 2016). This type of leadership is focused on
employees’ interests while also encouraging them to show concern about the company’s
operations. Seto and Sarros report that servant leaders should have a desire and an ability to
motivate the members of cross-cultural teams, enhance their self-esteem, and put the
organization’s needs above their own. Moreover, they should offer hope and guidance to the
employees, which is particularly significant as many of them may experience challenges
while working in a diverse environment. Such an approach to leadership can enhance
organizational behavior as well, establishing quality working relationships between the teams
and their superiors.
Significance of Cross-Cultural Management
Both cross-cultural and international management are vital for ensuring excellent
organizational performance. One of the primary causes of it is the fact that globalization has
led to significant changes in the way companies should handle their operations. As many
firms start to work with foreign partners, they should be aware of the possible differences in
other enterprises’ approaches to business. It means that it is vital for businesses to have a high
level of cultural awareness. In some countries, such as the USA, employers may need to have
even greater cross-cultural sensitivity due to a high level of diversity in the nation’s
population (United States Census Bureau, 2017). Thus, cross-cultural management measures
within an organization are a necessity.
Existing literature in the field shows that paying attention to cultural values employees have
and managing diversity in the workplace can improve organizational culture and behavior
significantly, which, in turn, can lead to increased employee commitment and loyalty (Hock,
Clauss & Schulz, 2016). Cross-cultural management should promote open communication,
ensure strong and trust-based relationships between staff members, and minimize the adverse
effects of diversity. For example, Ghodrati, Joorabchi, and Muati report that increased
diversity in the workplace has led to the expansion of discrimination. Effective cross-cultural
management measures should be designed to eliminate the impact of this issue because
employees’ well-being is crucial for the development of organizations (Zheng et al., 2015).
Thus, it is vital to implement effective cross-cultural management principles to minimize
possible problematic issues.
It is crucial to add that cross-cultural management can enhance employees’ affective
commitment, too. Ashikali and Groeneveld report that this type of commitment not only
motivates an employee to work harder and be loyal to an organization but also to have an
emotional bond with the company. As a result, members of cross-cultural teams may feel
more involved in the firm’s operations and be more willing to work towards its goals
(Ashikali & Groeneveld, 2015). Affective commitment can be considered a result of effective
diversity management because it can help employers to attract and retain individuals coming
from various cultural backgrounds. Thus, it is possible to say that effective cross-cultural
management measures are beneficial to both companies and employees.
Culture and Management
Addressing culture and its aspects can be considered one of the most significant tasks of
organizational management. Managers’ leadership style can affect the way employees
perceive their working environment and conditions, as well as their performance in general
(Ashikali & Groeneveld 2015). One of the most appropriate and effective leadership styles
for working with cross-cultural teams is the transformational one. Such an approach is
designed to foster social exchange between team members and align their goals with
organizational culture. This style of management focuses on employee motivation and
considers each employee individually (Ashikali & Groeneveld 2015). From the perspective of
encouraging diversity in the workplace and paying attention to culture, the principles of
transformational leadership reveal the relations between culture and the field of management,
as well as organizational behavior. The last point will be discussed in detail in the following
section of the paper.
It is crucial to add that the issues of management are also related to culture because
addressing diversity in the workplace can be one of the most significant tasks of leadership
staff in the globalized world. The reason for it is that companies need to improve their
performance continuously, which can be achieved through effective diversity management
and the increase in employees’ commitment (Ashikali & Groeneveld 2015). Moreover,
management personnel should address the social and psychological aspects of employees’
behaviors and attitudes, which can also be affected by culture.
International Management: Discussion
In the era of globalization, international management is also a significant contributor to
companies’ success, although it is different from a cross-cultural one. As mentioned above,
international management focuses on external challenges for the company’s operations that
globalization causes, including the need to communicate with partners of various cultural
backgrounds. Leadership staff must understand not only how to handle diverse staff groups
within their workplace but also how to interact with global partners from the perspectives of
business operations and finances. Leaders should be aware of existing regulations and non-
spoken rules to avoid possible mistakes and misunderstandings. In addition, they should
understand public policies and provisions, tax systems, economic structures, and social
structures of other countries (Ollier-Malaterre & Foucreault, 2017).
It is possible to say that companies cannot perform effective international management if they
are not able to implement appropriate cross-cultural approaches within their structures. The
reason for it is that working with foreign partners requires an understanding of the
significance and role of culture, as well as its effects on individuals’ values, beliefs, and
attitudes. Companies’ cross-cultural management should address the same issues to be
effective.
Cross-Cultural Management: Link Between Culture and Organisational Behaviour
Cross-cultural management can be referred to as the leaders’ ability to establish trust-based
and respectful relationships among team members. It may be a challenging task due to the
reasons presented above, such as differences in views regarding work-related issues, gender
roles, and communication. Cross-cultural management within an organisation can be
performed with reference to comparative and international perspectives. The first approach is
often considered synonymous to cross-cultural management itself, as it addresses sociological
and psychological differences between employees coming from diverse backgrounds (Bird &
Mendenhall, 2016). There is a direct link between culture and organisational behaviour
because the former affects both staff members’ actions and the company’s leadership style.
For example, there may be significant differences in how employees coming from the United
Kingdom and those living in Japan handle stressful situations or approach conversations
because these cultures have developed according to different dimensions. This issue implies
that cross-cultural management should aim at teaching employees how to minimize
challenges posed by differences in their perspectives and benefit from diversity.
The second approach to cross-cultural management is an intercultural one, which is different
from the comparative one. This approach is focused on how individuals coming from various
cultural backgrounds handle management and leadership practices in general. It uses theories
from the fields of cross-cultural psychology, intercultural communication, and social
psychology (Bird & Mendenhall, 2016). The intercultural aspect of cross-cultural
management is also vital for leaders because it can help them to analyze the potential benefits
and disadvantages of different employees’ approaches to work. From the perspective of
organizational behavior, it means that a company should analyze how its staff members prefer
to interact with others, what communication style they tend to choose, and what leadership
style they respond to positively.
One may think that globalization has led to challenges in the workplace due to the increased
lack of communication and understanding between employees; however, it is not true. It is
vital to note that ensuring diversity in the workplace is crucial because it can improve
decision-making processes, enhance the talent pool, and contribute to a wider customer base
(Guillaume et al., 2017). At the same time, the positive impact of diversity can only be
present as a result of effective cross-cultural management because companies should work on
fostering positive interactions between individuals coming from different backgrounds.
Otherwise, differences in cultural backgrounds among staff members can lead to decreased
job performance, increased number of conflicts, and lower employee morale (Guillaume et
al., 2017). As a result, organizational behavior should be designed to mitigate possible
challenges associated with culture and ensure that diversity in the workplace is beneficial for
its operations.
In summary, it is possible to say that organizational behavior should be designed according to
the needs of cross-cultural teams and the traits of particular individuals. Companies can
implement the strategies of so-called servant leadership, which implies the establishment of
an environment in which all employees can feel accepted regardless of their failures and be
confident in their actions (Seto & Sarros, 2016). This type of leadership is focused on
employees’ interests while also encouraging them to show concern about the company’s
operations. Seto and Sarros report that servant leaders should have a desire and an ability to
motivate the members of cross-cultural teams, enhance their self-esteem, and put the
organization’s needs above their own. Moreover, they should offer hope and guidance to the
employees, which is particularly significant as many of them may experience challenges
while working in a diverse environment. Such an approach to leadership can enhance
organizational behavior as well, establishing quality working relationships between the teams
and their superiors.
Significance of Cross-Cultural Management
Both cross-cultural and international management are vital for ensuring excellent
organizational performance. One of the primary causes of it is the fact that globalization has
led to significant changes in the way companies should handle their operations. As many
firms start to work with foreign partners, they should be aware of the possible differences in
other enterprises’ approaches to business. It means that it is vital for businesses to have a high
level of cultural awareness. In some countries, such as the USA, employers may need to have
even greater cross-cultural sensitivity due to a high level of diversity in the nation’s
population (United States Census Bureau, 2017). Thus, cross-cultural management measures
within an organization are a necessity.
Existing literature in the field shows that paying attention to cultural values employees have
and managing diversity in the workplace can improve organizational culture and behavior
significantly, which, in turn, can lead to increased employee commitment and loyalty (Hock,
Clauss & Schulz, 2016). Cross-cultural management should promote open communication,
ensure strong and trust-based relationships between staff members, and minimize the adverse
effects of diversity. For example, Ghodrati, Joorabchi, and Muati report that increased
diversity in the workplace has led to the expansion of discrimination. Effective cross-cultural
management measures should be designed to eliminate the impact of this issue because
employees’ well-being is crucial for the development of organizations (Zheng et al., 2015).
Thus, it is vital to implement effective cross-cultural management principles to minimize
possible problematic issues.
It is crucial to add that cross-cultural management can enhance employees’ affective
commitment, too. Ashikali and Groeneveld report that this type of commitment not only
motivates an employee to work harder and be loyal to an organization but also to have an
emotional bond with the company. As a result, members of cross-cultural teams may feel
more involved in the firm’s operations and be more willing to work towards its goals
(Ashikali & Groeneveld, 2015). Affective commitment can be considered a result of effective
diversity management because it can help employers to attract and retain individuals coming
from various cultural backgrounds. Thus, it is possible to say that effective cross-cultural
management measures are beneficial to both companies and employees.
Culture and Management
Addressing culture and its aspects can be considered one of the most significant tasks of
organizational management. Managers’ leadership style can affect the way employees
perceive their working environment and conditions, as well as their performance in general
(Ashikali & Groeneveld 2015). One of the most appropriate and effective leadership styles
for working with cross-cultural teams is the transformational one. Such an approach is
designed to foster social exchange between team members and align their goals with
organizational culture. This style of management focuses on employee motivation and
considers each employee individually (Ashikali & Groeneveld 2015). From the perspective of
encouraging diversity in the workplace and paying attention to culture, the principles of
transformational leadership reveal the relations between culture and the field of management,
as well as organizational behavior. The last point will be discussed in detail in the following
section of the paper.
It is crucial to add that the issues of management are also related to culture because
addressing diversity in the workplace can be one of the most significant tasks of leadership
staff in the globalized world. The reason for it is that companies need to improve their
performance continuously, which can be achieved through effective diversity management
and the increase in employees’ commitment (Ashikali & Groeneveld 2015). Moreover,
management personnel should address the social and psychological aspects of employees’
behaviors and attitudes, which can also be affected by culture.
International Management: Discussion
In the era of globalization, international management is also a significant contributor to
companies’ success, although it is different from a cross-cultural one. As mentioned above,
international management focuses on external challenges for the company’s operations that
globalization causes, including the need to communicate with partners of various cultural
backgrounds. Leadership staff must understand not only how to handle diverse staff groups
within their workplace but also how to interact with global partners from the perspectives of
business operations and finances. Leaders should be aware of existing regulations and non-
spoken rules to avoid possible mistakes and misunderstandings. In addition, they should
understand public policies and provisions, tax systems, economic structures, and social
structures of other countries (Ollier-Malaterre & Foucreault, 2017).
It is possible to say that companies cannot perform effective international management if they
are not able to implement appropriate cross-cultural approaches within their structures. The
reason for it is that working with foreign partners requires an understanding of the
significance and role of culture, as well as its effects on individuals’ values, beliefs, and
attitudes. Companies’ cross-cultural management should address the same issues to be
effective.
Cross-Cultural Management: Link Between Culture and Organisational Behaviour
Cross-cultural management can be referred to as the leaders’ ability to establish trust-based
and respectful relationships among team members. It may be a challenging task due to the
reasons presented above, such as differences in views regarding work-related issues, gender
roles, and communication. Cross-cultural management within an organisation can be
performed with reference to comparative and international perspectives. The first approach is
often considered synonymous to cross-cultural management itself, as it addresses sociological
and psychological differences between employees coming from diverse backgrounds (Bird &
Mendenhall, 2016). There is a direct link between culture and organisational behaviour
because the former affects both staff members’ actions and the company’s leadership style.
For example, there may be significant differences in how employees coming from the United
Kingdom and those living in Japan handle stressful situations or approach conversations
because these cultures have developed according to different dimensions. This issue implies
that cross-cultural management should aim at teaching employees how to minimize
challenges posed by differences in their perspectives and benefit from diversity.
The second approach to cross-cultural management is an intercultural one, which is different
from the comparative one. This approach is focused on how individuals coming from various
cultural backgrounds handle management and leadership practices in general. It uses theories
from the fields of cross-cultural psychology, intercultural communication, and social
psychology (Bird & Mendenhall, 2016). The intercultural aspect of cross-cultural
management is also vital for leaders because it can help them to analyze the potential benefits
and disadvantages of different employees’ approaches to work. From the perspective of
organizational behavior, it means that a company should analyze how its staff members prefer
to interact with others, what communication style they tend to choose, and what leadership
style they respond to positively.
One may think that globalization has led to challenges in the workplace due to the increased
lack of communication and understanding between employees; however, it is not true. It is
vital to note that ensuring diversity in the workplace is crucial because it can improve
decision-making processes, enhance the talent pool, and contribute to a wider customer base
(Guillaume et al., 2017). At the same time, the positive impact of diversity can only be
present as a result of effective cross-cultural management because companies should work on
fostering positive interactions between individuals coming from different backgrounds.
Otherwise, differences in cultural backgrounds among staff members can lead to decreased
job performance, increased number of conflicts, and lower employee morale (Guillaume et
al., 2017). As a result, organizational behavior should be designed to mitigate possible
challenges associated with culture and ensure that diversity in the workplace is beneficial for
its operations.
In summary, it is possible to say that organizational behavior should be designed according to
the needs of cross-cultural teams and the traits of particular individuals. Companies can
implement the strategies of so-called servant leadership, which implies the establishment of
an environment in which all employees can feel accepted regardless of their failures and be
confident in their actions (Seto & Sarros, 2016). This type of leadership is focused on
employees’ interests while also encouraging them to show concern about the company’s
operations. Seto and Sarros report that servant leaders should have a desire and an ability to
motivate the members of cross-cultural teams, enhance their self-esteem, and put the
organization’s needs above their own. Moreover, they should offer hope and guidance to the
employees, which is particularly significant as many of them may experience challenges
while working in a diverse environment. Such an approach to leadership can enhance
organizational behavior as well, establishing quality working relationships between the teams
and their superiors.
Significance of Cross-Cultural Management
Both cross-cultural and international management are vital for ensuring excellent
organizational performance. One of the primary causes of it is the fact that globalization has
led to significant changes in the way companies should handle their operations. As many
firms start to work with foreign partners, they should be aware of the possible differences in
other enterprises’ approaches to business. It means that it is vital for businesses to have a high
level of cultural awareness. In some countries, such as the USA, employers may need to have
even greater cross-cultural sensitivity due to a high level of diversity in the nation’s
population (United States Census Bureau, 2017). Thus, cross-cultural management measures
within an organization are a necessity.
Existing literature in the field shows that paying attention to cultural values employees have
and managing diversity in the workplace can improve organizational culture and behavior
significantly, which, in turn, can lead to increased employee commitment and loyalty (Hock,
Clauss & Schulz, 2016). Cross-cultural management should promote open communication,
ensure strong and trust-based relationships between staff members, and minimize the adverse
effects of diversity. For example, Ghodrati, Joorabchi, and Muati report that increased
diversity in the workplace has led to the expansion of discrimination. Effective cross-cultural
management measures should be designed to eliminate the impact of this issue because
employees’ well-being is crucial for the development of organizations (Zheng et al., 2015).
Thus, it is vital to implement effective cross-cultural management principles to minimize
possible problematic issues.
It is crucial to add that cross-cultural management can enhance employees’ affective
commitment, too. Ashikali and Groeneveld report that this type of commitment not only
motivates an employee to work harder and be loyal to an organization but also to have an
emotional bond with the company. As a result, members of cross-cultural teams may feel
more involved in the firm’s operations and be more willing to work towards its goals
(Ashikali & Groeneveld, 2015). Affective commitment can be considered a result of effective
diversity management because it can help employers to attract and retain individuals coming
from various cultural backgrounds. Thus, it is possible to say that effective cross-cultural
management measures are beneficial to both companies and employees.
Culture and Management
Addressing culture and its aspects can be considered one of the most significant tasks of
organizational management. Managers’ leadership style can affect the way employees
perceive their working environment and conditions, as well as their performance in general
(Ashikali & Groeneveld 2015). One of the most appropriate and effective leadership styles
for working with cross-cultural teams is the transformational one. Such an approach is
designed to foster social exchange between team members and align their goals with
organizational culture. This style of management focuses on employee motivation and
considers each employee individually (Ashikali & Groeneveld 2015). From the perspective of
encouraging diversity in the workplace and paying attention to culture, the principles of
transformational leadership reveal the relations between culture and the field of management,
as well as organizational behavior. The last point will be discussed in detail in the following
section of the paper.
It is crucial to add that the issues of management are also related to culture because
addressing diversity in the workplace can be one of the most significant tasks of leadership
staff in the globalized world. The reason for it is that companies need to improve their
performance continuously, which can be achieved through effective diversity management
and the increase in employees’ commitment (Ashikali & Groeneveld 2015). Moreover,
management personnel should address the social and psychological aspects of employees’
behaviors and attitudes, which can also be affected by culture.
International Management: Discussion
In the era of globalization, international management is also a significant contributor to
companies’ success, although it is different from a cross-cultural one. As mentioned above,
international management focuses on external challenges for the company’s operations that
globalization causes, including the need to communicate with partners of various cultural
backgrounds. Leadership staff must understand not only how to handle diverse staff groups
within their workplace but also how to interact with global partners from the perspectives of
business operations and finances. Leaders should be aware of existing regulations and non-
spoken rules to avoid possible mistakes and misunderstandings. In addition, they should
understand public policies and provisions, tax systems, economic structures, and social
structures of other countries (Ollier-Malaterre & Foucreault, 2017).
It is possible to say that companies cannot perform effective international management if they
are not able to implement appropriate cross-cultural approaches within their structures. The
reason for it is that working with foreign partners requires an understanding of the
significance and role of culture, as well as its effects on individuals’ values, beliefs, and
attitudes. Companies’ cross-cultural management should address the same issues to be
effective.
Cross-Cultural Management: Link Between Culture and Organisational Behaviour
Cross-cultural management can be referred to as the leaders’ ability to establish trust-based
and respectful relationships among team members. It may be a challenging task due to the
reasons presented above, such as differences in views regarding work-related issues, gender
roles, and communication. Cross-cultural management within an organisation can be
performed with reference to comparative and international perspectives. The first approach is
often considered synonymous to cross-cultural management itself, as it addresses sociological
and psychological differences between employees coming from diverse backgrounds (Bird &
Mendenhall, 2016). There is a direct link between culture and organisational behaviour
because the former affects both staff members’ actions and the company’s leadership style.
For example, there may be significant differences in how employees coming from the United
Kingdom and those living in Japan handle stressful situations or approach conversations
because these cultures have developed according to different dimensions. This issue implies
that cross-cultural management should aim at teaching employees how to minimize
challenges posed by differences in their perspectives and benefit from diversity.
The second approach to cross-cultural management is an intercultural one, which is different
from the comparative one. This approach is focused on how individuals coming from various
cultural backgrounds handle management and leadership practices in general. It uses theories
from the fields of cross-cultural psychology, intercultural communication, and social
psychology (Bird & Mendenhall, 2016). The intercultural aspect of cross-cultural
management is also vital for leaders because it can help them to analyze the potential benefits
and disadvantages of different employees’ approaches to work. From the perspective of
organizational behavior, it means that a company should analyze how its staff members prefer
to interact with others, what communication style they tend to choose, and what leadership
style they respond to positively.
One may think that globalization has led to challenges in the workplace due to the increased
lack of communication and understanding between employees; however, it is not true. It is
vital to note that ensuring diversity in the workplace is crucial because it can improve
decision-making processes, enhance the talent pool, and contribute to a wider customer base
(Guillaume et al., 2017). At the same time, the positive impact of diversity can only be
present as a result of effective cross-cultural management because companies should work on
fostering positive interactions between individuals coming from different backgrounds.
Otherwise, differences in cultural backgrounds among staff members can lead to decreased
job performance, increased number of conflicts, and lower employee morale (Guillaume et
al., 2017). As a result, organizational behavior should be designed to mitigate possible
challenges associated with culture and ensure that diversity in the workplace is beneficial for
its operations.
In summary, it is possible to say that organizational behavior should be designed according to
the needs of cross-cultural teams and the traits of particular individuals. Companies can
implement the strategies of so-called servant leadership, which implies the establishment of
an environment in which all employees can feel accepted regardless of their failures and be
confident in their actions (Seto & Sarros, 2016). This type of leadership is focused on
employees’ interests while also encouraging them to show concern about the company’s
operations. Seto and Sarros report that servant leaders should have a desire and an ability to
motivate the members of cross-cultural teams, enhance their self-esteem, and put the
organization’s needs above their own. Moreover, they should offer hope and guidance to the
employees, which is particularly significant as many of them may experience challenges
while working in a diverse environment. Such an approach to leadership can enhance
organizational behavior as well, establishing quality working relationships between the teams
and their superiors.
Significance of Cross-Cultural Management
Both cross-cultural and international management are vital for ensuring excellent
organizational performance. One of the primary causes of it is the fact that globalization has
led to significant changes in the way companies should handle their operations. As many
firms start to work with foreign partners, they should be aware of the possible differences in
other enterprises’ approaches to business. It means that it is vital for businesses to have a high
level of cultural awareness. In some countries, such as the USA, employers may need to have
even greater cross-cultural sensitivity due to a high level of diversity in the nation’s
population (United States Census Bureau, 2017). Thus, cross-cultural management measures
within an organization are a necessity.
Existing literature in the field shows that paying attention to cultural values employees have
and managing diversity in the workplace can improve organizational culture and behavior
significantly, which, in turn, can lead to increased employee commitment and loyalty (Hock,
Clauss & Schulz, 2016). Cross-cultural management should promote open communication,
ensure strong and trust-based relationships between staff members, and minimize the adverse
effects of diversity. For example, Ghodrati, Joorabchi, and Muati report that increased
diversity in the workplace has led to the expansion of discrimination. Effective cross-cultural
management measures should be designed to eliminate the impact of this issue because
employees’ well-being is crucial for the development of organizations (Zheng et al., 2015).
Thus, it is vital to implement effective cross-cultural management principles to minimize
possible problematic issues.
It is crucial to add that cross-cultural management can enhance employees’ affective
commitment, too. Ashikali and Groeneveld report that this type of commitment not only
motivates an employee to work harder and be loyal to an organization but also to have an
emotional bond with the company. As a result, members of cross-cultural teams may feel
more involved in the firm’s operations and be more willing to work towards its goals
(Ashikali & Groeneveld, 2015). Affective commitment can be considered a result of effective
diversity management because it can help employers to attract and retain individuals coming
from various cultural backgrounds. Thus, it is possible to say that effective cross-cultural
management measures are beneficial to both companies and employees.
Culture and Management
Addressing culture and its aspects can be considered one of the most significant tasks of
organizational management. Managers’ leadership style can affect the way employees
perceive their working environment and conditions, as well as their performance in general
(Ashikali & Groeneveld 2015). One of the most appropriate and effective leadership styles
for working with cross-cultural teams is the transformational one. Such an approach is
designed to foster social exchange between team members and align their goals with
organizational culture. This style of management focuses on employee motivation and
considers each employee individually (Ashikali & Groeneveld 2015). From the perspective of
encouraging diversity in the workplace and paying attention to culture, the principles of
transformational leadership reveal the relations between culture and the field of management,
as well as organizational behavior. The last point will be discussed in detail in the following
section of the paper.
It is crucial to add that the issues of management are also related to culture because
addressing diversity in the workplace can be one of the most significant tasks of leadership
staff in the globalized world. The reason for it is that companies need to improve their
performance continuously, which can be achieved through effective diversity management
and the increase in employees’ commitment (Ashikali & Groeneveld 2015). Moreover,
management personnel should address the social and psychological aspects of employees’
behaviors and attitudes, which can also be affected by culture.
International Management: Discussion
In the era of globalization, international management is also a significant contributor to
companies’ success, although it is different from a cross-cultural one. As mentioned above,
international management focuses on external challenges for the company’s operations that
globalization causes, including the need to communicate with partners of various cultural
backgrounds. Leadership staff must understand not only how to handle diverse staff groups
within their workplace but also how to interact with global partners from the perspectives of
business operations and finances. Leaders should be aware of existing regulations and non-
spoken rules to avoid possible mistakes and misunderstandings. In addition, they should
understand public policies and provisions, tax systems, economic structures, and social
structures of other countries (Ollier-Malaterre & Foucreault, 2017).
It is possible to say that companies cannot perform effective international management if they
are not able to implement appropriate cross-cultural approaches within their structures. The
reason for it is that working with foreign partners requires an understanding of the
significance and role of culture, as well as its effects on individuals’ values, beliefs, and
attitudes. Companies’ cross-cultural management should address the same issues to be
effective.
Cross-Cultural Management: Link Between Culture and Organisational Behaviour
Cross-cultural management can be referred to as the leaders’ ability to establish trust-based
and respectful relationships among team members. It may be a challenging task due to the
reasons presented above, such as differences in views regarding work-related issues, gender
roles, and communication. Cross-cultural management within an organisation can be
performed with reference to comparative and international perspectives. The first approach is
often considered synonymous to cross-cultural management itself, as it addresses sociological
and psychological differences between employees coming from diverse backgrounds (Bird &
Mendenhall, 2016). There is a direct link between culture and organisational behaviour
because the former affects both staff members’ actions and the company’s leadership style.
For example, there may be significant differences in how employees coming from the United
Kingdom and those living in Japan handle stressful situations or approach conversations
because these cultures have developed according to different dimensions. This issue implies
that cross-cultural management should aim at teaching employees how to minimize
challenges posed by differences in their perspectives and benefit from diversity.
The second approach to cross-cultural management is an intercultural one, which is different
from the comparative one. This approach is focused on how individuals coming from various
cultural backgrounds handle management and leadership practices in general. It uses theories
from the fields of cross-cultural psychology, intercultural communication, and social
psychology (Bird & Mendenhall, 2016). The intercultural aspect of cross-cultural
management is also vital for leaders because it can help them to analyze the potential benefits
and disadvantages of different employees’ approaches to work. From the perspective of
organizational behavior, it means that a company should analyze how its staff members prefer
to interact with others, what communication style they tend to choose, and what leadership
style they respond to positively.
One may think that globalization has led to challenges in the workplace due to the increased
lack of communication and understanding between employees; however, it is not true. It is
vital to note that ensuring diversity in the workplace is crucial because it can improve
decision-making processes, enhance the talent pool, and contribute to a wider customer base
(Guillaume et al., 2017). At the same time, the positive impact of diversity can only be
present as a result of effective cross-cultural management because companies should work on
fostering positive interactions between individuals coming from different backgrounds.
Otherwise, differences in cultural backgrounds among staff members can lead to decreased
job performance, increased number of conflicts, and lower employee morale (Guillaume et
al., 2017). As a result, organizational behavior should be designed to mitigate possible
challenges associated with culture and ensure that diversity in the workplace is beneficial for
its operations.
In summary, it is possible to say that organizational behavior should be designed according to
the needs of cross-cultural teams and the traits of particular individuals. Companies can
implement the strategies of so-called servant leadership, which implies the establishment of
an environment in which all employees can feel accepted regardless of their failures and be
confident in their actions (Seto & Sarros, 2016). This type of leadership is focused on
employees’ interests while also encouraging them to show concern about the company’s
operations. Seto and Sarros report that servant leaders should have a desire and an ability to
motivate the members of cross-cultural teams, enhance their self-esteem, and put the
organization’s needs above their own. Moreover, they should offer hope and guidance to the
employees, which is particularly significant as many of them may experience challenges
while working in a diverse environment. Such an approach to leadership can enhance
organizational behavior as well, establishing quality working relationships between the teams
and their superiors.
Significance of Cross-Cultural Management
Both cross-cultural and international management are vital for ensuring excellent
organizational performance. One of the primary causes of it is the fact that globalization has
led to significant changes in the way companies should handle their operations. As many
firms start to work with foreign partners, they should be aware of the possible differences in
other enterprises’ approaches to business. It means that it is vital for businesses to have a high
level of cultural awareness. In some countries, such as the USA, employers may need to have
even greater cross-cultural sensitivity due to a high level of diversity in the nation’s
population (United States Census Bureau, 2017). Thus, cross-cultural management measures
within an organization are a necessity.
Existing literature in the field shows that paying attention to cultural values employees have
and managing diversity in the workplace can improve organizational culture and behavior
significantly, which, in turn, can lead to increased employee commitment and loyalty (Hock,
Clauss & Schulz, 2016). Cross-cultural management should promote open communication,
ensure strong and trust-based relationships between staff members, and minimize the adverse
effects of diversity. For example, Ghodrati, Joorabchi, and Muati report that increased
diversity in the workplace has led to the expansion of discrimination. Effective cross-cultural
management measures should be designed to eliminate the impact of this issue because
employees’ well-being is crucial for the development of organizations (Zheng et al., 2015).
Thus, it is vital to implement effective cross-cultural management principles to minimize
possible problematic issues.
It is crucial to add that cross-cultural management can enhance employees’ affective
commitment, too. Ashikali and Groeneveld report that this type of commitment not only
motivates an employee to work harder and be loyal to an organization but also to have an
emotional bond with the company. As a result, members of cross-cultural teams may feel
more involved in the firm’s operations and be more willing to work towards its goals
(Ashikali & Groeneveld, 2015). Affective commitment can be considered a result of effective
diversity management because it can help employers to attract and retain individuals coming
from various cultural backgrounds. Thus, it is possible to say that effective cross-cultural
management measures are beneficial to both companies and employees.
Culture and Management
Addressing culture and its aspects can be considered one of the most significant tasks of
organizational management. Managers’ leadership style can affect the way employees
perceive their working environment and conditions, as well as their performance in general
(Ashikali & Groeneveld 2015). One of the most appropriate and effective leadership styles
for working with cross-cultural teams is the transformational one. Such an approach is
designed to foster social exchange between team members and align their goals with
organizational culture. This style of management focuses on employee motivation and
considers each employee individually (Ashikali & Groeneveld 2015). From the perspective of
encouraging diversity in the workplace and paying attention to culture, the principles of
transformational leadership reveal the relations between culture and the field of management,
as well as organizational behavior. The last point will be discussed in detail in the following
section of the paper.
It is crucial to add that the issues of management are also related to culture because
addressing diversity in the workplace can be one of the most significant tasks of leadership
staff in the globalized world. The reason for it is that companies need to improve their
performance continuously, which can be achieved through effective diversity management
and the increase in employees’ commitment (Ashikali & Groeneveld 2015). Moreover,
management personnel should address the social and psychological aspects of employees’
behaviors and attitudes, which can also be affected by culture.
International Management: Discussion
In the era of globalization, international management is also a significant contributor to
companies’ success, although it is different from a cross-cultural one. As mentioned above,
international management focuses on external challenges for the company’s operations that
globalization causes, including the need to communicate with partners of various cultural
backgrounds. Leadership staff must understand not only how to handle diverse staff groups
within their workplace but also how to interact with global partners from the perspectives of
business operations and finances. Leaders should be aware of existing regulations and non-
spoken rules to avoid possible mistakes and misunderstandings. In addition, they should
understand public policies and provisions, tax systems, economic structures, and social
structures of other countries (Ollier-Malaterre & Foucreault, 2017).
It is possible to say that companies cannot perform effective international management if they
are not able to implement appropriate cross-cultural approaches within their structures. The
reason for it is that working with foreign partners requires an understanding of the
significance and role of culture, as well as its effects on individuals’ values, beliefs, and
attitudes. Companies’ cross-cultural management should address the same issues to be
effective.
Cross-Cultural Management: Link Between Culture and Organisational Behaviour
Cross-cultural management can be referred to as the leaders’ ability to establish trust-based
and respectful relationships among team members. It may be a challenging task due to the
reasons presented above, such as differences in views regarding work-related issues, gender
roles, and communication. Cross-cultural management within an organisation can be
performed with reference to comparative and international perspectives. The first approach is
often considered synonymous to cross-cultural management itself, as it addresses sociological
and psychological differences between employees coming from diverse backgrounds (Bird &
Mendenhall, 2016). There is a direct link between culture and organisational behaviour
because the former affects both staff members’ actions and the company’s leadership style.
For example, there may be significant differences in how employees coming from the United
Kingdom and those living in Japan handle stressful situations or approach conversations
because these cultures have developed according to different dimensions. This issue implies
that cross-cultural management should aim at teaching employees how to minimize
challenges posed by differences in their perspectives and benefit from diversity.
The second approach to cross-cultural management is an intercultural one, which is different
from the comparative one. This approach is focused on how individuals coming from various
cultural backgrounds handle management and leadership practices in general. It uses theories
from the fields of cross-cultural psychology, intercultural communication, and social
psychology (Bird & Mendenhall, 2016). The intercultural aspect of cross-cultural
management is also vital for leaders because it can help them to analyze the potential benefits
and disadvantages of different employees’ approaches to work. From the perspective of
organizational behavior, it means that a company should analyze how its staff members prefer
to interact with others, what communication style they tend to choose, and what leadership
style they respond to positively.
One may think that globalization has led to challenges in the workplace due to the increased
lack of communication and understanding between employees; however, it is not true. It is
vital to note that ensuring diversity in the workplace is crucial because it can improve
decision-making processes, enhance the talent pool, and contribute to a wider customer base
(Guillaume et al., 2017). At the same time, the positive impact of diversity can only be
present as a result of effective cross-cultural management because companies should work on
fostering positive interactions between individuals coming from different backgrounds.
Otherwise, differences in cultural backgrounds among staff members can lead to decreased
job performance, increased number of conflicts, and lower employee morale (Guillaume et
al., 2017). As a result, organizational behavior should be designed to mitigate possible
challenges associated with culture and ensure that diversity in the workplace is beneficial for
its operations.
In summary, it is possible to say that organizational behavior should be designed according to
the needs of cross-cultural teams and the traits of particular individuals. Companies can
implement the strategies of so-called servant leadership, which implies the establishment of
an environment in which all employees can feel accepted regardless of their failures and be
confident in their actions (Seto & Sarros, 2016). This type of leadership is focused on
employees’ interests while also encouraging them to show concern about the company’s
operations. Seto and Sarros report that servant leaders should have a desire and an ability to
motivate the members of cross-cultural teams, enhance their self-esteem, and put the
organization’s needs above their own. Moreover, they should offer hope and guidance to the
employees, which is particularly significant as many of them may experience challenges
while working in a diverse environment. Such an approach to leadership can enhance
organizational behavior as well, establishing quality working relationships between the teams
and their superiors.
Significance of Cross-Cultural Management
Both cross-cultural and international management are vital for ensuring excellent
organizational performance. One of the primary causes of it is the fact that globalization has
led to significant changes in the way companies should handle their operations. As many
firms start to work with foreign partners, they should be aware of the possible differences in
other enterprises’ approaches to business. It means that it is vital for businesses to have a high
level of cultural awareness. In some countries, such as the USA, employers may need to have
even greater cross-cultural sensitivity due to a high level of diversity in the nation’s
population (United States Census Bureau, 2017). Thus, cross-cultural management measures
within an organization are a necessity.
Existing literature in the field shows that paying attention to cultural values employees have
and managing diversity in the workplace can improve organizational culture and behavior
significantly, which, in turn, can lead to increased employee commitment and loyalty (Hock,
Clauss & Schulz, 2016). Cross-cultural management should promote open communication,
ensure strong and trust-based relationships between staff members, and minimize the adverse
effects of diversity. For example, Ghodrati, Joorabchi, and Muati report that increased
diversity in the workplace has led to the expansion of discrimination. Effective cross-cultural
management measures should be designed to eliminate the impact of this issue because
employees’ well-being is crucial for the development of organizations (Zheng et al., 2015).
Thus, it is vital to implement effective cross-cultural management principles to minimize
possible problematic issues.
It is crucial to add that cross-cultural management can enhance employees’ affective
commitment, too. Ashikali and Groeneveld report that this type of commitment not only
motivates an employee to work harder and be loyal to an organization but also to have an
emotional bond with the company. As a result, members of cross-cultural teams may feel
more involved in the firm’s operations and be more willing to work towards its goals
(Ashikali & Groeneveld, 2015). Affective commitment can be considered a result of effective
diversity management because it can help employers to attract and retain individuals coming
from various cultural backgrounds. Thus, it is possible to say that effective cross-cultural
management measures are beneficial to both companies and employees.
Culture and Management
Addressing culture and its aspects can be considered one of the most significant tasks of
organizational management. Managers’ leadership style can affect the way employees
perceive their working environment and conditions, as well as their performance in general
(Ashikali & Groeneveld 2015). One of the most appropriate and effective leadership styles
for working with cross-cultural teams is the transformational one. Such an approach is
designed to foster social exchange between team members and align their goals with
organizational culture. This style of management focuses on employee motivation and
considers each employee individually (Ashikali & Groeneveld 2015). From the perspective of
encouraging diversity in the workplace and paying attention to culture, the principles of
transformational leadership reveal the relations between culture and the field of management,
as well as organizational behavior. The last point will be discussed in detail in the following
section of the paper.
It is crucial to add that the issues of management are also related to culture because
addressing diversity in the workplace can be one of the most significant tasks of leadership
staff in the globalized world. The reason for it is that companies need to improve their
performance continuously, which can be achieved through effective diversity management
and the increase in employees’ commitment (Ashikali & Groeneveld 2015). Moreover,
management personnel should address the social and psychological aspects of employees’
behaviors and attitudes, which can also be affected by culture.
International Management: Discussion
In the era of globalization, international management is also a significant contributor to
companies’ success, although it is different from a cross-cultural one. As mentioned above,
international management focuses on external challenges for the company’s operations that
globalization causes, including the need to communicate with partners of various cultural
backgrounds. Leadership staff must understand not only how to handle diverse staff groups
within their workplace but also how to interact with global partners from the perspectives of
business operations and finances. Leaders should be aware of existing regulations and non-
spoken rules to avoid possible mistakes and misunderstandings. In addition, they should
understand public policies and provisions, tax systems, economic structures, and social
structures of other countries (Ollier-Malaterre & Foucreault, 2017).
It is possible to say that companies cannot perform effective international management if they
are not able to implement appropriate cross-cultural approaches within their structures. The
reason for it is that working with foreign partners requires an understanding of the
significance and role of culture, as well as its effects on individuals’ values, beliefs, and
attitudes. Companies’ cross-cultural management should address the same issues to be
effective.
Cross-Cultural Management: Link Between Culture and Organisational Behaviour
Cross-cultural management can be referred to as the leaders’ ability to establish trust-based
and respectful relationships among team members. It may be a challenging task due to the
reasons presented above, such as differences in views regarding work-related issues, gender
roles, and communication. Cross-cultural management within an organisation can be
performed with reference to comparative and international perspectives. The first approach is
often considered synonymous to cross-cultural management itself, as it addresses sociological
and psychological differences between employees coming from diverse backgrounds (Bird &
Mendenhall, 2016). There is a direct link between culture and organisational behaviour
because the former affects both staff members’ actions and the company’s leadership style.
For example, there may be significant differences in how employees coming from the United
Kingdom and those living in Japan handle stressful situations or approach conversations
because these cultures have developed according to different dimensions. This issue implies
that cross-cultural management should aim at teaching employees how to minimize
challenges posed by differences in their perspectives and benefit from diversity.
The second approach to cross-cultural management is an intercultural one, which is different
from the comparative one. This approach is focused on how individuals coming from various
cultural backgrounds handle management and leadership practices in general. It uses theories
from the fields of cross-cultural psychology, intercultural communication, and social
psychology (Bird & Mendenhall, 2016). The intercultural aspect of cross-cultural
management is also vital for leaders because it can help them to analyze the potential benefits
and disadvantages of different employees’ approaches to work. From the perspective of
organizational behavior, it means that a company should analyze how its staff members prefer
to interact with others, what communication style they tend to choose, and what leadership
style they respond to positively.
One may think that globalization has led to challenges in the workplace due to the increased
lack of communication and understanding between employees; however, it is not true. It is
vital to note that ensuring diversity in the workplace is crucial because it can improve
decision-making processes, enhance the talent pool, and contribute to a wider customer base
(Guillaume et al., 2017). At the same time, the positive impact of diversity can only be
present as a result of effective cross-cultural management because companies should work on
fostering positive interactions between individuals coming from different backgrounds.
Otherwise, differences in cultural backgrounds among staff members can lead to decreased
job performance, increased number of conflicts, and lower employee morale (Guillaume et
al., 2017). As a result, organizational behavior should be designed to mitigate possible
challenges associated with culture and ensure that diversity in the workplace is beneficial for
its operations.
In summary, it is possible to say that organizational behavior should be designed according to
the needs of cross-cultural teams and the traits of particular individuals. Companies can
implement the strategies of so-called servant leadership, which implies the establishment of
an environment in which all employees can feel accepted regardless of their failures and be
confident in their actions (Seto & Sarros, 2016). This type of leadership is focused on
employees’ interests while also encouraging them to show concern about the company’s
operations. Seto and Sarros report that servant leaders should have a desire and an ability to
motivate the members of cross-cultural teams, enhance their self-esteem, and put the
organization’s needs above their own. Moreover, they should offer hope and guidance to the
employees, which is particularly significant as many of them may experience challenges
while working in a diverse environment. Such an approach to leadership can enhance
organizational behavior as well, establishing quality working relationships between the teams
and their superiors.
Significance of Cross-Cultural Management
Both cross-cultural and international management are vital for ensuring excellent
organizational performance. One of the primary causes of it is the fact that globalization has
led to significant changes in the way companies should handle their operations. As many
firms start to work with foreign partners, they should be aware of the possible differences in
other enterprises’ approaches to business. It means that it is vital for businesses to have a high
level of cultural awareness. In some countries, such as the USA, employers may need to have
even greater cross-cultural sensitivity due to a high level of diversity in the nation’s
population (United States Census Bureau, 2017). Thus, cross-cultural management measures
within an organization are a necessity.
Existing literature in the field shows that paying attention to cultural values employees have
and managing diversity in the workplace can improve organizational culture and behavior
significantly, which, in turn, can lead to increased employee commitment and loyalty (Hock,
Clauss & Schulz, 2016). Cross-cultural management should promote open communication,
ensure strong and trust-based relationships between staff members, and minimize the adverse
effects of diversity. For example, Ghodrati, Joorabchi, and Muati report that increased
diversity in the workplace has led to the expansion of discrimination. Effective cross-cultural
management measures should be designed to eliminate the impact of this issue because
employees’ well-being is crucial for the development of organizations (Zheng et al., 2015).
Thus, it is vital to implement effective cross-cultural management principles to minimize
possible problematic issues.
It is crucial to add that cross-cultural management can enhance employees’ affective
commitment, too. Ashikali and Groeneveld report that this type of commitment not only
motivates an employee to work harder and be loyal to an organization but also to have an
emotional bond with the company. As a result, members of cross-cultural teams may feel
more involved in the firm’s operations and be more willing to work towards its goals
(Ashikali & Groeneveld, 2015). Affective commitment can be considered a result of effective
diversity management because it can help employers to attract and retain individuals coming
from various cultural backgrounds. Thus, it is possible to say that effective cross-cultural
management measures are beneficial to both companies and employees.
Culture and Management
Addressing culture and its aspects can be considered one of the most significant tasks of
organizational management. Managers’ leadership style can affect the way employees
perceive their working environment and conditions, as well as their performance in general
(Ashikali & Groeneveld 2015). One of the most appropriate and effective leadership styles
for working with cross-cultural teams is the transformational one. Such an approach is
designed to foster social exchange between team members and align their goals with
organizational culture. This style of management focuses on employee motivation and
considers each employee individually (Ashikali & Groeneveld 2015). From the perspective of
encouraging diversity in the workplace and paying attention to culture, the principles of
transformational leadership reveal the relations between culture and the field of management,
as well as organizational behavior. The last point will be discussed in detail in the following
section of the paper.
It is crucial to add that the issues of management are also related to culture because
addressing diversity in the workplace can be one of the most significant tasks of leadership
staff in the globalized world. The reason for it is that companies need to improve their
performance continuously, which can be achieved through effective diversity management
and the increase in employees’ commitment (Ashikali & Groeneveld 2015). Moreover,
management personnel should address the social and psychological aspects of employees’
behaviors and attitudes, which can also be affected by culture.
International Management: Discussion
In the era of globalization, international management is also a significant contributor to
companies’ success, although it is different from a cross-cultural one. As mentioned above,
international management focuses on external challenges for the company’s operations that
globalization causes, including the need to communicate with partners of various cultural
backgrounds. Leadership staff must understand not only how to handle diverse staff groups
within their workplace but also how to interact with global partners from the perspectives of
business operations and finances. Leaders should be aware of existing regulations and non-
spoken rules to avoid possible mistakes and misunderstandings. In addition, they should
understand public policies and provisions, tax systems, economic structures, and social
structures of other countries (Ollier-Malaterre & Foucreault, 2017).
It is possible to say that companies cannot perform effective international management if they
are not able to implement appropriate cross-cultural approaches within their structures. The
reason for it is that working with foreign partners requires an understanding of the
significance and role of culture, as well as its effects on individuals’ values, beliefs, and
attitudes. Companies’ cross-cultural management should address the same issues to be
effective.
Cross-Cultural Management: Link Between Culture and Organisational Behaviour
Cross-cultural management can be referred to as the leaders’ ability to establish trust-based
and respectful relationships among team members. It may be a challenging task due to the
reasons presented above, such as differences in views regarding work-related issues, gender
roles, and communication. Cross-cultural management within an organisation can be
performed with reference to comparative and international perspectives. The first approach is
often considered synonymous to cross-cultural management itself, as it addresses sociological
and psychological differences between employees coming from diverse backgrounds (Bird &
Mendenhall, 2016). There is a direct link between culture and organisational behaviour
because the former affects both staff members’ actions and the company’s leadership style.
For example, there may be significant differences in how employees coming from the United
Kingdom and those living in Japan handle stressful situations or approach conversations
because these cultures have developed according to different dimensions. This issue implies
that cross-cultural management should aim at teaching employees how to minimize
challenges posed by differences in their perspectives and benefit from diversity.
The second approach to cross-cultural management is an intercultural one, which is different
from the comparative one. This approach is focused on how individuals coming from various
cultural backgrounds handle management and leadership practices in general. It uses theories
from the fields of cross-cultural psychology, intercultural communication, and social
psychology (Bird & Mendenhall, 2016). The intercultural aspect of cross-cultural
management is also vital for leaders because it can help them to analyze the potential benefits
and disadvantages of different employees’ approaches to work. From the perspective of
organizational behavior, it means that a company should analyze how its staff members prefer
to interact with others, what communication style they tend to choose, and what leadership
style they respond to positively.
One may think that globalization has led to challenges in the workplace due to the increased
lack of communication and understanding between employees; however, it is not true. It is
vital to note that ensuring diversity in the workplace is crucial because it can improve
decision-making processes, enhance the talent pool, and contribute to a wider customer base
(Guillaume et al., 2017). At the same time, the positive impact of diversity can only be
present as a result of effective cross-cultural management because companies should work on
fostering positive interactions between individuals coming from different backgrounds.
Otherwise, differences in cultural backgrounds among staff members can lead to decreased
job performance, increased number of conflicts, and lower employee morale (Guillaume et
al., 2017). As a result, organizational behavior should be designed to mitigate possible
challenges associated with culture and ensure that diversity in the workplace is beneficial for
its operations.
In summary, it is possible to say that organizational behavior should be designed according to
the needs of cross-cultural teams and the traits of particular individuals. Companies can
implement the strategies of so-called servant leadership, which implies the establishment of
an environment in which all employees can feel accepted regardless of their failures and be
confident in their actions (Seto & Sarros, 2016). This type of leadership is focused on
employees’ interests while also encouraging them to show concern about the company’s
operations. Seto and Sarros report that servant leaders should have a desire and an ability to
motivate the members of cross-cultural teams, enhance their self-esteem, and put the
organization’s needs above their own. Moreover, they should offer hope and guidance to the
employees, which is particularly significant as many of them may experience challenges
while working in a diverse environment. Such an approach to leadership can enhance
organizational behavior as well, establishing quality working relationships between the teams
and their superiors.
Significance of Cross-Cultural Management
Both cross-cultural and international management are vital for ensuring excellent
organizational performance. One of the primary causes of it is the fact that globalization has
led to significant changes in the way companies should handle their operations. As many
firms start to work with foreign partners, they should be aware of the possible differences in
other enterprises’ approaches to business. It means that it is vital for businesses to have a high
level of cultural awareness. In some countries, such as the USA, employers may need to have
even greater cross-cultural sensitivity due to a high level of diversity in the nation’s
population (United States Census Bureau, 2017). Thus, cross-cultural management measures
within an organization are a necessity.
Existing literature in the field shows that paying attention to cultural values employees have
and managing diversity in the workplace can improve organizational culture and behavior
significantly, which, in turn, can lead to increased employee commitment and loyalty (Hock,
Clauss & Schulz, 2016). Cross-cultural management should promote open communication,
ensure strong and trust-based relationships between staff members, and minimize the adverse
effects of diversity. For example, Ghodrati, Joorabchi, and Muati report that increased
diversity in the workplace has led to the expansion of discrimination. Effective cross-cultural
management measures should be designed to eliminate the impact of this issue because
employees’ well-being is crucial for the development of organizations (Zheng et al., 2015).
Thus, it is vital to implement effective cross-cultural management principles to minimize
possible problematic issues.
It is crucial to add that cross-cultural management can enhance employees’ affective
commitment, too. Ashikali and Groeneveld report that this type of commitment not only
motivates an employee to work harder and be loyal to an organization but also to have an
emotional bond with the company. As a result, members of cross-cultural teams may feel
more involved in the firm’s operations and be more willing to work towards its goals
(Ashikali & Groeneveld, 2015). Affective commitment can be considered a result of effective
diversity management because it can help employers to attract and retain individuals coming
from various cultural backgrounds. Thus, it is possible to say that effective cross-cultural
management measures are beneficial to both companies and employees.
Culture and Management
Addressing culture and its aspects can be considered one of the most significant tasks of
organizational management. Managers’ leadership style can affect the way employees
perceive their working environment and conditions, as well as their performance in general
(Ashikali & Groeneveld 2015). One of the most appropriate and effective leadership styles
for working with cross-cultural teams is the transformational one. Such an approach is
designed to foster social exchange between team members and align their goals with
organizational culture. This style of management focuses on employee motivation and
considers each employee individually (Ashikali & Groeneveld 2015). From the perspective of
encouraging diversity in the workplace and paying attention to culture, the principles of
transformational leadership reveal the relations between culture and the field of management,
as well as organizational behavior. The last point will be discussed in detail in the following
section of the paper.
It is crucial to add that the issues of management are also related to culture because
addressing diversity in the workplace can be one of the most significant tasks of leadership
staff in the globalized world. The reason for it is that companies need to improve their
performance continuously, which can be achieved through effective diversity management
and the increase in employees’ commitment (Ashikali & Groeneveld 2015). Moreover,
management personnel should address the social and psychological aspects of employees’
behaviors and attitudes, which can also be affected by culture.
International Management: Discussion
In the era of globalization, international management is also a significant contributor to
companies’ success, although it is different from a cross-cultural one. As mentioned above,
international management focuses on external challenges for the company’s operations that
globalization causes, including the need to communicate with partners of various cultural
backgrounds. Leadership staff must understand not only how to handle diverse staff groups
within their workplace but also how to interact with global partners from the perspectives of
business operations and finances. Leaders should be aware of existing regulations and non-
spoken rules to avoid possible mistakes and misunderstandings. In addition, they should
understand public policies and provisions, tax systems, economic structures, and social
structures of other countries (Ollier-Malaterre & Foucreault, 2017).
It is possible to say that companies cannot perform effective international management if they
are not able to implement appropriate cross-cultural approaches within their structures. The
reason for it is that working with foreign partners requires an understanding of the
significance and role of culture, as well as its effects on individuals’ values, beliefs, and
attitudes. Companies’ cross-cultural management should address the same issues to be
effective.
Cross-Cultural Management: Link Between Culture and Organisational Behaviour
Cross-cultural management can be referred to as the leaders’ ability to establish trust-based
and respectful relationships among team members. It may be a challenging task due to the
reasons presented above, such as differences in views regarding work-related issues, gender
roles, and communication. Cross-cultural management within an organisation can be
performed with reference to comparative and international perspectives. The first approach is
often considered synonymous to cross-cultural management itself, as it addresses sociological
and psychological differences between employees coming from diverse backgrounds (Bird &
Mendenhall, 2016). There is a direct link between culture and organisational behaviour
because the former affects both staff members’ actions and the company’s leadership style.
For example, there may be significant differences in how employees coming from the United
Kingdom and those living in Japan handle stressful situations or approach conversations
because these cultures have developed according to different dimensions. This issue implies
that cross-cultural management should aim at teaching employees how to minimize
challenges posed by differences in their perspectives and benefit from diversity.
The second approach to cross-cultural management is an intercultural one, which is different
from the comparative one. This approach is focused on how individuals coming from various
cultural backgrounds handle management and leadership practices in general. It uses theories
from the fields of cross-cultural psychology, intercultural communication, and social
psychology (Bird & Mendenhall, 2016). The intercultural aspect of cross-cultural
management is also vital for leaders because it can help them to analyze the potential benefits
and disadvantages of different employees’ approaches to work. From the perspective of
organizational behavior, it means that a company should analyze how its staff members prefer
to interact with others, what communication style they tend to choose, and what leadership
style they respond to positively.
One may think that globalization has led to challenges in the workplace due to the increased
lack of communication and understanding between employees; however, it is not true. It is
vital to note that ensuring diversity in the workplace is crucial because it can improve
decision-making processes, enhance the talent pool, and contribute to a wider customer base
(Guillaume et al., 2017). At the same time, the positive impact of diversity can only be
present as a result of effective cross-cultural management because companies should work on
fostering positive interactions between individuals coming from different backgrounds.
Otherwise, differences in cultural backgrounds among staff members can lead to decreased
job performance, increased number of conflicts, and lower employee morale (Guillaume et
al., 2017). As a result, organizational behavior should be designed to mitigate possible
challenges associated with culture and ensure that diversity in the workplace is beneficial for
its operations.
In summary, it is possible to say that organizational behavior should be designed according to
the needs of cross-cultural teams and the traits of particular individuals. Companies can
implement the strategies of so-called servant leadership, which implies the establishment of
an environment in which all employees can feel accepted regardless of their failures and be
confident in their actions (Seto & Sarros, 2016). This type of leadership is focused on
employees’ interests while also encouraging them to show concern about the company’s
operations. Seto and Sarros report that servant leaders should have a desire and an ability to
motivate the members of cross-cultural teams, enhance their self-esteem, and put the
organization’s needs above their own. Moreover, they should offer hope and guidance to the
employees, which is particularly significant as many of them may experience challenges
while working in a diverse environment. Such an approach to leadership can enhance
organizational behavior as well, establishing quality working relationships between the teams
and their superiors.
Significance of Cross-Cultural Management
Both cross-cultural and international management are vital for ensuring excellent
organizational performance. One of the primary causes of it is the fact that globalization has
led to significant changes in the way companies should handle their operations. As many
firms start to work with foreign partners, they should be aware of the possible differences in
other enterprises’ approaches to business. It means that it is vital for businesses to have a high
level of cultural awareness. In some countries, such as the USA, employers may need to have
even greater cross-cultural sensitivity due to a high level of diversity in the nation’s
population (United States Census Bureau, 2017). Thus, cross-cultural management measures
within an organization are a necessity.
Existing literature in the field shows that paying attention to cultural values employees have
and managing diversity in the workplace can improve organizational culture and behavior
significantly, which, in turn, can lead to increased employee commitment and loyalty (Hock,
Clauss & Schulz, 2016). Cross-cultural management should promote open communication,
ensure strong and trust-based relationships between staff members, and minimize the adverse
effects of diversity. For example, Ghodrati, Joorabchi, and Muati report that increased
diversity in the workplace has led to the expansion of discrimination. Effective cross-cultural
management measures should be designed to eliminate the impact of this issue because
employees’ well-being is crucial for the development of organizations (Zheng et al., 2015).
Thus, it is vital to implement effective cross-cultural management principles to minimize
possible problematic issues.
It is crucial to add that cross-cultural management can enhance employees’ affective
commitment, too. Ashikali and Groeneveld report that this type of commitment not only
motivates an employee to work harder and be loyal to an organization but also to have an
emotional bond with the company. As a result, members of cross-cultural teams may feel
more involved in the firm’s operations and be more willing to work towards its goals
(Ashikali & Groeneveld, 2015). Affective commitment can be considered a result of effective
diversity management because it can help employers to attract and retain individuals coming
from various cultural backgrounds. Thus, it is possible to say that effective cross-cultural
management measures are beneficial to both companies and employees.
Culture and Management
Addressing culture and its aspects can be considered one of the most significant tasks of
organizational management. Managers’ leadership style can affect the way employees
perceive their working environment and conditions, as well as their performance in general
(Ashikali & Groeneveld 2015). One of the most appropriate and effective leadership styles
for working with cross-cultural teams is the transformational one. Such an approach is
designed to foster social exchange between team members and align their goals with
organizational culture. This style of management focuses on employee motivation and
considers each employee individually (Ashikali & Groeneveld 2015). From the perspective of
encouraging diversity in the workplace and paying attention to culture, the principles of
transformational leadership reveal the relations between culture and the field of management,
as well as organizational behavior. The last point will be discussed in detail in the following
section of the paper.
It is crucial to add that the issues of management are also related to culture because
addressing diversity in the workplace can be one of the most significant tasks of leadership
staff in the globalized world. The reason for it is that companies need to improve their
performance continuously, which can be achieved through effective diversity management
and the increase in employees’ commitment (Ashikali & Groeneveld 2015). Moreover,
management personnel should address the social and psychological aspects of employees’
behaviors and attitudes, which can also be affected by culture.
International Management: Discussion
In the era of globalization, international management is also a significant contributor to
companies’ success, although it is different from a cross-cultural one. As mentioned above,
international management focuses on external challenges for the company’s operations that
globalization causes, including the need to communicate with partners of various cultural
backgrounds. Leadership staff must understand not only how to handle diverse staff groups
within their workplace but also how to interact with global partners from the perspectives of
business operations and finances. Leaders should be aware of existing regulations and non-
spoken rules to avoid possible mistakes and misunderstandings. In addition, they should
understand public policies and provisions, tax systems, economic structures, and social
structures of other countries (Ollier-Malaterre & Foucreault, 2017).
It is possible to say that companies cannot perform effective international management if they
are not able to implement appropriate cross-cultural approaches within their structures. The
reason for it is that working with foreign partners requires an understanding of the
significance and role of culture, as well as its effects on individuals’ values, beliefs, and
attitudes. Companies’ cross-cultural management should address the same issues to be
effective.
Cross-Cultural Management: Link Between Culture and Organisational Behaviour
Cross-cultural management can be referred to as the leaders’ ability to establish trust-based
and respectful relationships among team members. It may be a challenging task due to the
reasons presented above, such as differences in views regarding work-related issues, gender
roles, and communication. Cross-cultural management within an organisation can be
performed with reference to comparative and international perspectives. The first approach is
often considered synonymous to cross-cultural management itself, as it addresses sociological
and psychological differences between employees coming from diverse backgrounds (Bird &
Mendenhall, 2016). There is a direct link between culture and organisational behaviour
because the former affects both staff members’ actions and the company’s leadership style.
For example, there may be significant differences in how employees coming from the United
Kingdom and those living in Japan handle stressful situations or approach conversations
because these cultures have developed according to different dimensions. This issue implies
that cross-cultural management should aim at teaching employees how to minimize
challenges posed by differences in their perspectives and benefit from diversity.
The second approach to cross-cultural management is an intercultural one, which is different
from the comparative one. This approach is focused on how individuals coming from various
cultural backgrounds handle management and leadership practices in general. It uses theories
from the fields of cross-cultural psychology, intercultural communication, and social
psychology (Bird & Mendenhall, 2016). The intercultural aspect of cross-cultural
management is also vital for leaders because it can help them to analyze the potential benefits
and disadvantages of different employees’ approaches to work. From the perspective of
organizational behavior, it means that a company should analyze how its staff members prefer
to interact with others, what communication style they tend to choose, and what leadership
style they respond to positively.
One may think that globalization has led to challenges in the workplace due to the increased
lack of communication and understanding between employees; however, it is not true. It is
vital to note that ensuring diversity in the workplace is crucial because it can improve
decision-making processes, enhance the talent pool, and contribute to a wider customer base
(Guillaume et al., 2017). At the same time, the positive impact of diversity can only be
present as a result of effective cross-cultural management because companies should work on
fostering positive interactions between individuals coming from different backgrounds.
Otherwise, differences in cultural backgrounds among staff members can lead to decreased
job performance, increased number of conflicts, and lower employee morale (Guillaume et
al., 2017). As a result, organizational behavior should be designed to mitigate possible
challenges associated with culture and ensure that diversity in the workplace is beneficial for
its operations.
In summary, it is possible to say that organizational behavior should be designed according to
the needs of cross-cultural teams and the traits of particular individuals. Companies can
implement the strategies of so-called servant leadership, which implies the establishment of
an environment in which all employees can feel accepted regardless of their failures and be
confident in their actions (Seto & Sarros, 2016). This type of leadership is focused on
employees’ interests while also encouraging them to show concern about the company’s
operations. Seto and Sarros report that servant leaders should have a desire and an ability to
motivate the members of cross-cultural teams, enhance their self-esteem, and put the
organization’s needs above their own. Moreover, they should offer hope and guidance to the
employees, which is particularly significant as many of them may experience challenges
while working in a diverse environment. Such an approach to leadership can enhance
organizational behavior as well, establishing quality working relationships between the teams
and their superiors.
Significance of Cross-Cultural Management
Both cross-cultural and international management are vital for ensuring excellent
organizational performance. One of the primary causes of it is the fact that globalization has
led to significant changes in the way companies should handle their operations. As many
firms start to work with foreign partners, they should be aware of the possible differences in
other enterprises’ approaches to business. It means that it is vital for businesses to have a high
level of cultural awareness. In some countries, such as the USA, employers may need to have
even greater cross-cultural sensitivity due to a high level of diversity in the nation’s
population (United States Census Bureau, 2017). Thus, cross-cultural management measures
within an organization are a necessity.
Existing literature in the field shows that paying attention to cultural values employees have
and managing diversity in the workplace can improve organizational culture and behavior
significantly, which, in turn, can lead to increased employee commitment and loyalty (Hock,
Clauss & Schulz, 2016). Cross-cultural management should promote open communication,
ensure strong and trust-based relationships between staff members, and minimize the adverse
effects of diversity. For example, Ghodrati, Joorabchi, and Muati report that increased
diversity in the workplace has led to the expansion of discrimination. Effective cross-cultural
management measures should be designed to eliminate the impact of this issue because
employees’ well-being is crucial for the development of organizations (Zheng et al., 2015).
Thus, it is vital to implement effective cross-cultural management principles to minimize
possible problematic issues.
It is crucial to add that cross-cultural management can enhance employees’ affective
commitment, too. Ashikali and Groeneveld report that this type of commitment not only
motivates an employee to work harder and be loyal to an organization but also to have an
emotional bond with the company. As a result, members of cross-cultural teams may feel
more involved in the firm’s operations and be more willing to work towards its goals
(Ashikali & Groeneveld, 2015). Affective commitment can be considered a result of effective
diversity management because it can help employers to attract and retain individuals coming
from various cultural backgrounds. Thus, it is possible to say that effective cross-cultural
management measures are beneficial to both companies and employees.
Culture and Management
Addressing culture and its aspects can be considered one of the most significant tasks of
organizational management. Managers’ leadership style can affect the way employees
perceive their working environment and conditions, as well as their performance in general
(Ashikali & Groeneveld 2015). One of the most appropriate and effective leadership styles
for working with cross-cultural teams is the transformational one. Such an approach is
designed to foster social exchange between team members and align their goals with
organizational culture. This style of management focuses on employee motivation and
considers each employee individually (Ashikali & Groeneveld 2015). From the perspective of
encouraging diversity in the workplace and paying attention to culture, the principles of
transformational leadership reveal the relations between culture and the field of management,
as well as organizational behavior. The last point will be discussed in detail in the following
section of the paper.
It is crucial to add that the issues of management are also related to culture because
addressing diversity in the workplace can be one of the most significant tasks of leadership
staff in the globalized world. The reason for it is that companies need to improve their
performance continuously, which can be achieved through effective diversity management
and the increase in employees’ commitment (Ashikali & Groeneveld 2015). Moreover,
management personnel should address the social and psychological aspects of employees’
behaviors and attitudes, which can also be affected by culture.
International Management: Discussion
In the era of globalization, international management is also a significant contributor to
companies’ success, although it is different from a cross-cultural one. As mentioned above,
international management focuses on external challenges for the company’s operations that
globalization causes, including the need to communicate with partners of various cultural
backgrounds. Leadership staff must understand not only how to handle diverse staff groups
within their workplace but also how to interact with global partners from the perspectives of
business operations and finances. Leaders should be aware of existing regulations and non-
spoken rules to avoid possible mistakes and misunderstandings. In addition, they should
understand public policies and provisions, tax systems, economic structures, and social
structures of other countries (Ollier-Malaterre & Foucreault, 2017).
It is possible to say that companies cannot perform effective international management if they
are not able to implement appropriate cross-cultural approaches within their structures. The
reason for it is that working with foreign partners requires an understanding of the
significance and role of culture, as well as its effects on individuals’ values, beliefs, and
attitudes. Companies’ cross-cultural management should address the same issues to be
effective.
Cross-Cultural Management: Link Between Culture and Organisational Behaviour
Cross-cultural management can be referred to as the leaders’ ability to establish trust-based
and respectful relationships among team members. It may be a challenging task due to the
reasons presented above, such as differences in views regarding work-related issues, gender
roles, and communication. Cross-cultural management within an organisation can be
performed with reference to comparative and international perspectives. The first approach is
often considered synonymous to cross-cultural management itself, as it addresses sociological
and psychological differences between employees coming from diverse backgrounds (Bird &
Mendenhall, 2016). There is a direct link between culture and organisational behaviour
because the former affects both staff members’ actions and the company’s leadership style.
For example, there may be significant differences in how employees coming from the United
Kingdom and those living in Japan handle stressful situations or approach conversations
because these cultures have developed according to different dimensions. This issue implies
that cross-cultural management should aim at teaching employees how to minimize
challenges posed by differences in their perspectives and benefit from diversity.
The second approach to cross-cultural management is an intercultural one, which is different
from the comparative one. This approach is focused on how individuals coming from various
cultural backgrounds handle management and leadership practices in general. It uses theories
from the fields of cross-cultural psychology, intercultural communication, and social
psychology (Bird & Mendenhall, 2016). The intercultural aspect of cross-cultural
management is also vital for leaders because it can help them to analyze the potential benefits
and disadvantages of different employees’ approaches to work. From the perspective of
organizational behavior, it means that a company should analyze how its staff members prefer
to interact with others, what communication style they tend to choose, and what leadership
style they respond to positively.
One may think that globalization has led to challenges in the workplace due to the increased
lack of communication and understanding between employees; however, it is not true. It is
vital to note that ensuring diversity in the workplace is crucial because it can improve
decision-making processes, enhance the talent pool, and contribute to a wider customer base
(Guillaume et al., 2017). At the same time, the positive impact of diversity can only be
present as a result of effective cross-cultural management because companies should work on
fostering positive interactions between individuals coming from different backgrounds.
Otherwise, differences in cultural backgrounds among staff members can lead to decreased
job performance, increased number of conflicts, and lower employee morale (Guillaume et
al., 2017). As a result, organizational behavior should be designed to mitigate possible
challenges associated with culture and ensure that diversity in the workplace is beneficial for
its operations.
In summary, it is possible to say that organizational behavior should be designed according to
the needs of cross-cultural teams and the traits of particular individuals. Companies can
implement the strategies of so-called servant leadership, which implies the establishment of
an environment in which all employees can feel accepted regardless of their failures and be
confident in their actions (Seto & Sarros, 2016). This type of leadership is focused on
employees’ interests while also encouraging them to show concern about the company’s
operations. Seto and Sarros report that servant leaders should have a desire and an ability to
motivate the members of cross-cultural teams, enhance their self-esteem, and put the
organization’s needs above their own. Moreover, they should offer hope and guidance to the
employees, which is particularly significant as many of them may experience challenges
while working in a diverse environment. Such an approach to leadership can enhance
organizational behavior as well, establishing quality working relationships between the teams
and their superiors.
Significance of Cross-Cultural Management
Both cross-cultural and international management are vital for ensuring excellent
organizational performance. One of the primary causes of it is the fact that globalization has
led to significant changes in the way companies should handle their operations. As many
firms start to work with foreign partners, they should be aware of the possible differences in
other enterprises’ approaches to business. It means that it is vital for businesses to have a high
level of cultural awareness. In some countries, such as the USA, employers may need to have
even greater cross-cultural sensitivity due to a high level of diversity in the nation’s
population (United States Census Bureau, 2017). Thus, cross-cultural management measures
within an organization are a necessity.
Existing literature in the field shows that paying attention to cultural values employees have
and managing diversity in the workplace can improve organizational culture and behavior
significantly, which, in turn, can lead to increased employee commitment and loyalty (Hock,
Clauss & Schulz, 2016). Cross-cultural management should promote open communication,
ensure strong and trust-based relationships between staff members, and minimize the adverse
effects of diversity. For example, Ghodrati, Joorabchi, and Muati report that increased
diversity in the workplace has led to the expansion of discrimination. Effective cross-cultural
management measures should be designed to eliminate the impact of this issue because
employees’ well-being is crucial for the development of organizations (Zheng et al., 2015).
Thus, it is vital to implement effective cross-cultural management principles to minimize
possible problematic issues.
It is crucial to add that cross-cultural management can enhance employees’ affective
commitment, too. Ashikali and Groeneveld report that this type of commitment not only
motivates an employee to work harder and be loyal to an organization but also to have an
emotional bond with the company. As a result, members of cross-cultural teams may feel
more involved in the firm’s operations and be more willing to work towards its goals
(Ashikali & Groeneveld, 2015). Affective commitment can be considered a result of effective
diversity management because it can help employers to attract and retain individuals coming
from various cultural backgrounds. Thus, it is possible to say that effective cross-cultural
management measures are beneficial to both companies and employees.
Culture and Management
Addressing culture and its aspects can be considered one of the most significant tasks of
organizational management. Managers’ leadership style can affect the way employees
perceive their working environment and conditions, as well as their performance in general
(Ashikali & Groeneveld 2015). One of the most appropriate and effective leadership styles
for working with cross-cultural teams is the transformational one. Such an approach is
designed to foster social exchange between team members and align their goals with
organizational culture. This style of management focuses on employee motivation and
considers each employee individually (Ashikali & Groeneveld 2015). From the perspective of
encouraging diversity in the workplace and paying attention to culture, the principles of
transformational leadership reveal the relations between culture and the field of management,
as well as organizational behavior. The last point will be discussed in detail in the following
section of the paper.
It is crucial to add that the issues of management are also related to culture because
addressing diversity in the workplace can be one of the most significant tasks of leadership
staff in the globalized world. The reason for it is that companies need to improve their
performance continuously, which can be achieved through effective diversity management
and the increase in employees’ commitment (Ashikali & Groeneveld 2015). Moreover,
management personnel should address the social and psychological aspects of employees’
behaviors and attitudes, which can also be affected by culture.
International Management: Discussion
In the era of globalization, international management is also a significant contributor to
companies’ success, although it is different from a cross-cultural one. As mentioned above,
international management focuses on external challenges for the company’s operations that
globalization causes, including the need to communicate with partners of various cultural
backgrounds. Leadership staff must understand not only how to handle diverse staff groups
within their workplace but also how to interact with global partners from the perspectives of
business operations and finances. Leaders should be aware of existing regulations and non-
spoken rules to avoid possible mistakes and misunderstandings. In addition, they should
understand public policies and provisions, tax systems, economic structures, and social
structures of other countries (Ollier-Malaterre & Foucreault, 2017).
It is possible to say that companies cannot perform effective international management if they
are not able to implement appropriate cross-cultural approaches within their structures. The
reason for it is that working with foreign partners requires an understanding of the
significance and role of culture, as well as its effects on individuals’ values, beliefs, and
attitudes. Companies’ cross-cultural management should address the same issues to be
effective.
Cross-Cultural Management: Link Between Culture and Organisational Behaviour
Cross-cultural management can be referred to as the leaders’ ability to establish trust-based
and respectful relationships among team members. It may be a challenging task due to the
reasons presented above, such as differences in views regarding work-related issues, gender
roles, and communication. Cross-cultural management within an organisation can be
performed with reference to comparative and international perspectives. The first approach is
often considered synonymous to cross-cultural management itself, as it addresses sociological
and psychological differences between employees coming from diverse backgrounds (Bird &
Mendenhall, 2016). There is a direct link between culture and organisational behaviour
because the former affects both staff members’ actions and the company’s leadership style.
For example, there may be significant differences in how employees coming from the United
Kingdom and those living in Japan handle stressful situations or approach conversations
because these cultures have developed according to different dimensions. This issue implies
that cross-cultural management should aim at teaching employees how to minimize
challenges posed by differences in their perspectives and benefit from diversity.
The second approach to cross-cultural management is an intercultural one, which is different
from the comparative one. This approach is focused on how individuals coming from various
cultural backgrounds handle management and leadership practices in general. It uses theories
from the fields of cross-cultural psychology, intercultural communication, and social
psychology (Bird & Mendenhall, 2016). The intercultural aspect of cross-cultural
management is also vital for leaders because it can help them to analyze the potential benefits
and disadvantages of different employees’ approaches to work. From the perspective of
organizational behavior, it means that a company should analyze how its staff members prefer
to interact with others, what communication style they tend to choose, and what leadership
style they respond to positively.
One may think that globalization has led to challenges in the workplace due to the increased
lack of communication and understanding between employees; however, it is not true. It is
vital to note that ensuring diversity in the workplace is crucial because it can improve
decision-making processes, enhance the talent pool, and contribute to a wider customer base
(Guillaume et al., 2017). At the same time, the positive impact of diversity can only be
present as a result of effective cross-cultural management because companies should work on
fostering positive interactions between individuals coming from different backgrounds.
Otherwise, differences in cultural backgrounds among staff members can lead to decreased
job performance, increased number of conflicts, and lower employee morale (Guillaume et
al., 2017). As a result, organizational behavior should be designed to mitigate possible
challenges associated with culture and ensure that diversity in the workplace is beneficial for
its operations.
In summary, it is possible to say that organizational behavior should be designed according to
the needs of cross-cultural teams and the traits of particular individuals. Companies can
implement the strategies of so-called servant leadership, which implies the establishment of
an environment in which all employees can feel accepted regardless of their failures and be
confident in their actions (Seto & Sarros, 2016). This type of leadership is focused on
employees’ interests while also encouraging them to show concern about the company’s
operations. Seto and Sarros report that servant leaders should have a desire and an ability to
motivate the members of cross-cultural teams, enhance their self-esteem, and put the
organization’s needs above their own. Moreover, they should offer hope and guidance to the
employees, which is particularly significant as many of them may experience challenges
while working in a diverse environment. Such an approach to leadership can enhance
organizational behavior as well, establishing quality working relationships between the teams
and their superiors.
Significance of Cross-Cultural Management
Both cross-cultural and international management are vital for ensuring excellent
organizational performance. One of the primary causes of it is the fact that globalization has
led to significant changes in the way companies should handle their operations. As many
firms start to work with foreign partners, they should be aware of the possible differences in
other enterprises’ approaches to business. It means that it is vital for businesses to have a high
level of cultural awareness. In some countries, such as the USA, employers may need to have
even greater cross-cultural sensitivity due to a high level of diversity in the nation’s
population (United States Census Bureau, 2017). Thus, cross-cultural management measures
within an organization are a necessity.
Existing literature in the field shows that paying attention to cultural values employees have
and managing diversity in the workplace can improve organizational culture and behavior
significantly, which, in turn, can lead to increased employee commitment and loyalty (Hock,
Clauss & Schulz, 2016). Cross-cultural management should promote open communication,
ensure strong and trust-based relationships between staff members, and minimize the adverse
effects of diversity. For example, Ghodrati, Joorabchi, and Muati report that increased
diversity in the workplace has led to the expansion of discrimination. Effective cross-cultural
management measures should be designed to eliminate the impact of this issue because
employees’ well-being is crucial for the development of organizations (Zheng et al., 2015).
Thus, it is vital to implement effective cross-cultural management principles to minimize
possible problematic issues.
It is crucial to add that cross-cultural management can enhance employees’ affective
commitment, too. Ashikali and Groeneveld report that this type of commitment not only
motivates an employee to work harder and be loyal to an organization but also to have an
emotional bond with the company. As a result, members of cross-cultural teams may feel
more involved in the firm’s operations and be more willing to work towards its goals
(Ashikali & Groeneveld, 2015). Affective commitment can be considered a result of effective
diversity management because it can help employers to attract and retain individuals coming
from various cultural backgrounds. Thus, it is possible to say that effective cross-cultural
management measures are beneficial to both companies and employees.
Culture and Management
Addressing culture and its aspects can be considered one of the most significant tasks of
organizational management. Managers’ leadership style can affect the way employees
perceive their working environment and conditions, as well as their performance in general
(Ashikali & Groeneveld 2015). One of the most appropriate and effective leadership styles
for working with cross-cultural teams is the transformational one. Such an approach is
designed to foster social exchange between team members and align their goals with
organizational culture. This style of management focuses on employee motivation and
considers each employee individually (Ashikali & Groeneveld 2015). From the perspective of
encouraging diversity in the workplace and paying attention to culture, the principles of
transformational leadership reveal the relations between culture and the field of management,
as well as organizational behavior. The last point will be discussed in detail in the following
section of the paper.
It is crucial to add that the issues of management are also related to culture because
addressing diversity in the workplace can be one of the most significant tasks of leadership
staff in the globalized world. The reason for it is that companies need to improve their
performance continuously, which can be achieved through effective diversity management
and the increase in employees’ commitment (Ashikali & Groeneveld 2015). Moreover,
management personnel should address the social and psychological aspects of employees’
behaviors and attitudes, which can also be affected by culture.
International Management: Discussion
In the era of globalization, international management is also a significant contributor to
companies’ success, although it is different from a cross-cultural one. As mentioned above,
international management focuses on external challenges for the company’s operations that
globalization causes, including the need to communicate with partners of various cultural
backgrounds. Leadership staff must understand not only how to handle diverse staff groups
within their workplace but also how to interact with global partners from the perspectives of
business operations and finances. Leaders should be aware of existing regulations and non-
spoken rules to avoid possible mistakes and misunderstandings. In addition, they should
understand public policies and provisions, tax systems, economic structures, and social
structures of other countries (Ollier-Malaterre & Foucreault, 2017).
It is possible to say that companies cannot perform effective international management if they
are not able to implement appropriate cross-cultural approaches within their structures. The
reason for it is that working with foreign partners requires an understanding of the
significance and role of culture, as well as its effects on individuals’ values, beliefs, and
attitudes. Companies’ cross-cultural management should address the same issues to be
effective.
Cross-Cultural Management: Link Between Culture and Organisational Behaviour
Cross-cultural management can be referred to as the leaders’ ability to establish trust-based
and respectful relationships among team members. It may be a challenging task due to the
reasons presented above, such as differences in views regarding work-related issues, gender
roles, and communication. Cross-cultural management within an organisation can be
performed with reference to comparative and international perspectives. The first approach is
often considered synonymous to cross-cultural management itself, as it addresses sociological
and psychological differences between employees coming from diverse backgrounds (Bird &
Mendenhall, 2016). There is a direct link between culture and organisational behaviour
because the former affects both staff members’ actions and the company’s leadership style.
For example, there may be significant differences in how employees coming from the United
Kingdom and those living in Japan handle stressful situations or approach conversations
because these cultures have developed according to different dimensions. This issue implies
that cross-cultural management should aim at teaching employees how to minimize
challenges posed by differences in their perspectives and benefit from diversity.
The second approach to cross-cultural management is an intercultural one, which is different
from the comparative one. This approach is focused on how individuals coming from various
cultural backgrounds handle management and leadership practices in general. It uses theories
from the fields of cross-cultural psychology, intercultural communication, and social
psychology (Bird & Mendenhall, 2016). The intercultural aspect of cross-cultural
management is also vital for leaders because it can help them to analyze the potential benefits
and disadvantages of different employees’ approaches to work. From the perspective of
organizational behavior, it means that a company should analyze how its staff members prefer
to interact with others, what communication style they tend to choose, and what leadership
style they respond to positively.
One may think that globalization has led to challenges in the workplace due to the increased
lack of communication and understanding between employees; however, it is not true. It is
vital to note that ensuring diversity in the workplace is crucial because it can improve
decision-making processes, enhance the talent pool, and contribute to a wider customer base
(Guillaume et al., 2017). At the same time, the positive impact of diversity can only be
present as a result of effective cross-cultural management because companies should work on
fostering positive interactions between individuals coming from different backgrounds.
Otherwise, differences in cultural backgrounds among staff members can lead to decreased
job performance, increased number of conflicts, and lower employee morale (Guillaume et
al., 2017). As a result, organizational behavior should be designed to mitigate possible
challenges associated with culture and ensure that diversity in the workplace is beneficial for
its operations.
In summary, it is possible to say that organizational behavior should be designed according to
the needs of cross-cultural teams and the traits of particular individuals. Companies can
implement the strategies of so-called servant leadership, which implies the establishment of
an environment in which all employees can feel accepted regardless of their failures and be
confident in their actions (Seto & Sarros, 2016). This type of leadership is focused on
employees’ interests while also encouraging them to show concern about the company’s
operations. Seto and Sarros report that servant leaders should have a desire and an ability to
motivate the members of cross-cultural teams, enhance their self-esteem, and put the
organization’s needs above their own. Moreover, they should offer hope and guidance to the
employees, which is particularly significant as many of them may experience challenges
while working in a diverse environment. Such an approach to leadership can enhance
organizational behavior as well, establishing quality working relationships between the teams
and their superiors.
Significance of Cross-Cultural Management
Both cross-cultural and international management are vital for ensuring excellent
organizational performance. One of the primary causes of it is the fact that globalization has
led to significant changes in the way companies should handle their operations. As many
firms start to work with foreign partners, they should be aware of the possible differences in
other enterprises’ approaches to business. It means that it is vital for businesses to have a high
level of cultural awareness. In some countries, such as the USA, employers may need to have
even greater cross-cultural sensitivity due to a high level of diversity in the nation’s
population (United States Census Bureau, 2017). Thus, cross-cultural management measures
within an organization are a necessity.
Existing literature in the field shows that paying attention to cultural values employees have
and managing diversity in the workplace can improve organizational culture and behavior
significantly, which, in turn, can lead to increased employee commitment and loyalty (Hock,
Clauss & Schulz, 2016). Cross-cultural management should promote open communication,
ensure strong and trust-based relationships between staff members, and minimize the adverse
effects of diversity. For example, Ghodrati, Joorabchi, and Muati report that increased
diversity in the workplace has led to the expansion of discrimination. Effective cross-cultural
management measures should be designed to eliminate the impact of this issue because
employees’ well-being is crucial for the development of organizations (Zheng et al., 2015).
Thus, it is vital to implement effective cross-cultural management principles to minimize
possible problematic issues.
It is crucial to add that cross-cultural management can enhance employees’ affective
commitment, too. Ashikali and Groeneveld report that this type of commitment not only
motivates an employee to work harder and be loyal to an organization but also to have an
emotional bond with the company. As a result, members of cross-cultural teams may feel
more involved in the firm’s operations and be more willing to work towards its goals
(Ashikali & Groeneveld, 2015). Affective commitment can be considered a result of effective
diversity management because it can help employers to attract and retain individuals coming
from various cultural backgrounds. Thus, it is possible to say that effective cross-cultural
management measures are beneficial to both companies and employees.
Culture and Management
Addressing culture and its aspects can be considered one of the most significant tasks of
organizational management. Managers’ leadership style can affect the way employees
perceive their working environment and conditions, as well as their performance in general
(Ashikali & Groeneveld 2015). One of the most appropriate and effective leadership styles
for working with cross-cultural teams is the transformational one. Such an approach is
designed to foster social exchange between team members and align their goals with
organizational culture. This style of management focuses on employee motivation and
considers each employee individually (Ashikali & Groeneveld 2015). From the perspective of
encouraging diversity in the workplace and paying attention to culture, the principles of
transformational leadership reveal the relations between culture and the field of management,
as well as organizational behavior. The last point will be discussed in detail in the following
section of the paper.
It is crucial to add that the issues of management are also related to culture because
addressing diversity in the workplace can be one of the most significant tasks of leadership
staff in the globalized world. The reason for it is that companies need to improve their
performance continuously, which can be achieved through effective diversity management
and the increase in employees’ commitment (Ashikali & Groeneveld 2015). Moreover,
management personnel should address the social and psychological aspects of employees’
behaviors and attitudes, which can also be affected by culture.
International Management: Discussion
In the era of globalization, international management is also a significant contributor to
companies’ success, although it is different from a cross-cultural one. As mentioned above,
international management focuses on external challenges for the company’s operations that
globalization causes, including the need to communicate with partners of various cultural
backgrounds. Leadership staff must understand not only how to handle diverse staff groups
within their workplace but also how to interact with global partners from the perspectives of
business operations and finances. Leaders should be aware of existing regulations and non-
spoken rules to avoid possible mistakes and misunderstandings. In addition, they should
understand public policies and provisions, tax systems, economic structures, and social
structures of other countries (Ollier-Malaterre & Foucreault, 2017).
It is possible to say that companies cannot perform effective international management if they
are not able to implement appropriate cross-cultural approaches within their structures. The
reason for it is that working with foreign partners requires an understanding of the
significance and role of culture, as well as its effects on individuals’ values, beliefs, and
attitudes. Companies’ cross-cultural management should address the same issues to be
effective.
Cross-Cultural Management: Link Between Culture and Organisational Behaviour
Cross-cultural management can be referred to as the leaders’ ability to establish trust-based
and respectful relationships among team members. It may be a challenging task due to the
reasons presented above, such as differences in views regarding work-related issues, gender
roles, and communication. Cross-cultural management within an organisation can be
performed with reference to comparative and international perspectives. The first approach is
often considered synonymous to cross-cultural management itself, as it addresses sociological
and psychological differences between employees coming from diverse backgrounds (Bird &
Mendenhall, 2016). There is a direct link between culture and organisational behaviour
because the former affects both staff members’ actions and the company’s leadership style.
For example, there may be significant differences in how employees coming from the United
Kingdom and those living in Japan handle stressful situations or approach conversations
because these cultures have developed according to different dimensions. This issue implies
that cross-cultural management should aim at teaching employees how to minimize
challenges posed by differences in their perspectives and benefit from diversity.
The second approach to cross-cultural management is an intercultural one, which is different
from the comparative one. This approach is focused on how individuals coming from various
cultural backgrounds handle management and leadership practices in general. It uses theories
from the fields of cross-cultural psychology, intercultural communication, and social
psychology (Bird & Mendenhall, 2016). The intercultural aspect of cross-cultural
management is also vital for leaders because it can help them to analyze the potential benefits
and disadvantages of different employees’ approaches to work. From the perspective of
organizational behavior, it means that a company should analyze how its staff members prefer
to interact with others, what communication style they tend to choose, and what leadership
style they respond to positively.
One may think that globalization has led to challenges in the workplace due to the increased
lack of communication and understanding between employees; however, it is not true. It is
vital to note that ensuring diversity in the workplace is crucial because it can improve
decision-making processes, enhance the talent pool, and contribute to a wider customer base
(Guillaume et al., 2017). At the same time, the positive impact of diversity can only be
present as a result of effective cross-cultural management because companies should work on
fostering positive interactions between individuals coming from different backgrounds.
Otherwise, differences in cultural backgrounds among staff members can lead to decreased
job performance, increased number of conflicts, and lower employee morale (Guillaume et
al., 2017). As a result, organizational behavior should be designed to mitigate possible
challenges associated with culture and ensure that diversity in the workplace is beneficial for
its operations.
In summary, it is possible to say that organizational behavior should be designed according to
the needs of cross-cultural teams and the traits of particular individuals. Companies can
implement the strategies of so-called servant leadership, which implies the establishment of
an environment in which all employees can feel accepted regardless of their failures and be
confident in their actions (Seto & Sarros, 2016). This type of leadership is focused on
employees’ interests while also encouraging them to show concern about the company’s
operations. Seto and Sarros report that servant leaders should have a desire and an ability to
motivate the members of cross-cultural teams, enhance their self-esteem, and put the
organization’s needs above their own. Moreover, they should offer hope and guidance to the
employees, which is particularly significant as many of them may experience challenges
while working in a diverse environment. Such an approach to leadership can enhance
organizational behavior as well, establishing quality working relationships between the teams
and their superiors.
Significance of Cross-Cultural Management
Both cross-cultural and international management are vital for ensuring excellent
organizational performance. One of the primary causes of it is the fact that globalization has
led to significant changes in the way companies should handle their operations. As many
firms start to work with foreign partners, they should be aware of the possible differences in
other enterprises’ approaches to business. It means that it is vital for businesses to have a high
level of cultural awareness. In some countries, such as the USA, employers may need to have
even greater cross-cultural sensitivity due to a high level of diversity in the nation’s
population (United States Census Bureau, 2017). Thus, cross-cultural management measures
within an organization are a necessity.
Existing literature in the field shows that paying attention to cultural values employees have
and managing diversity in the workplace can improve organizational culture and behavior
significantly, which, in turn, can lead to increased employee commitment and loyalty (Hock,
Clauss & Schulz, 2016). Cross-cultural management should promote open communication,
ensure strong and trust-based relationships between staff members, and minimize the adverse
effects of diversity. For example, Ghodrati, Joorabchi, and Muati report that increased
diversity in the workplace has led to the expansion of discrimination. Effective cross-cultural
management measures should be designed to eliminate the impact of this issue because
employees’ well-being is crucial for the development of organizations (Zheng et al., 2015).
Thus, it is vital to implement effective cross-cultural management principles to minimize
possible problematic issues.
It is crucial to add that cross-cultural management can enhance employees’ affective
commitment, too. Ashikali and Groeneveld report that this type of commitment not only
motivates an employee to work harder and be loyal to an organization but also to have an
emotional bond with the company. As a result, members of cross-cultural teams may feel
more involved in the firm’s operations and be more willing to work towards its goals
(Ashikali & Groeneveld, 2015). Affective commitment can be considered a result of effective
diversity management because it can help employers to attract and retain individuals coming
from various cultural backgrounds. Thus, it is possible to say that effective cross-cultural
management measures are beneficial to both companies and employees.
Culture and Management
Addressing culture and its aspects can be considered one of the most significant tasks of
organizational management. Managers’ leadership style can affect the way employees
perceive their working environment and conditions, as well as their performance in general
(Ashikali & Groeneveld 2015). One of the most appropriate and effective leadership styles
for working with cross-cultural teams is the transformational one. Such an approach is
designed to foster social exchange between team members and align their goals with
organizational culture. This style of management focuses on employee motivation and
considers each employee individually (Ashikali & Groeneveld 2015). From the perspective of
encouraging diversity in the workplace and paying attention to culture, the principles of
transformational leadership reveal the relations between culture and the field of management,
as well as organizational behavior. The last point will be discussed in detail in the following
section of the paper.
It is crucial to add that the issues of management are also related to culture because
addressing diversity in the workplace can be one of the most significant tasks of leadership
staff in the globalized world. The reason for it is that companies need to improve their
performance continuously, which can be achieved through effective diversity management
and the increase in employees’ commitment (Ashikali & Groeneveld 2015). Moreover,
management personnel should address the social and psychological aspects of employees’
behaviors and attitudes, which can also be affected by culture.
International Management: Discussion
In the era of globalization, international management is also a significant contributor to
companies’ success, although it is different from a cross-cultural one. As mentioned above,
international management focuses on external challenges for the company’s operations that
globalization causes, including the need to communicate with partners of various cultural
backgrounds. Leadership staff must understand not only how to handle diverse staff groups
within their workplace but also how to interact with global partners from the perspectives of
business operations and finances. Leaders should be aware of existing regulations and non-
spoken rules to avoid possible mistakes and misunderstandings. In addition, they should
understand public policies and provisions, tax systems, economic structures, and social
structures of other countries (Ollier-Malaterre & Foucreault, 2017).
It is possible to say that companies cannot perform effective international management if they
are not able to implement appropriate cross-cultural approaches within their structures. The
reason for it is that working with foreign partners requires an understanding of the
significance and role of culture, as well as its effects on individuals’ values, beliefs, and
attitudes. Companies’ cross-cultural management should address the same issues to be
effective.
Cross-Cultural Management: Link Between Culture and Organisational Behaviour
Cross-cultural management can be referred to as the leaders’ ability to establish trust-based
and respectful relationships among team members. It may be a challenging task due to the
reasons presented above, such as differences in views regarding work-related issues, gender
roles, and communication. Cross-cultural management within an organisation can be
performed with reference to comparative and international perspectives. The first approach is
often considered synonymous to cross-cultural management itself, as it addresses sociological
and psychological differences between employees coming from diverse backgrounds (Bird &
Mendenhall, 2016). There is a direct link between culture and organisational behaviour
because the former affects both staff members’ actions and the company’s leadership style.
For example, there may be significant differences in how employees coming from the United
Kingdom and those living in Japan handle stressful situations or approach conversations
because these cultures have developed according to different dimensions. This issue implies
that cross-cultural management should aim at teaching employees how to minimize
challenges posed by differences in their perspectives and benefit from diversity.
The second approach to cross-cultural management is an intercultural one, which is different
from the comparative one. This approach is focused on how individuals coming from various
cultural backgrounds handle management and leadership practices in general. It uses theories
from the fields of cross-cultural psychology, intercultural communication, and social
psychology (Bird & Mendenhall, 2016). The intercultural aspect of cross-cultural
management is also vital for leaders because it can help them to analyze the potential benefits
and disadvantages of different employees’ approaches to work. From the perspective of
organizational behavior, it means that a company should analyze how its staff members prefer
to interact with others, what communication style they tend to choose, and what leadership
style they respond to positively.
One may think that globalization has led to challenges in the workplace due to the increased
lack of communication and understanding between employees; however, it is not true. It is
vital to note that ensuring diversity in the workplace is crucial because it can improve
decision-making processes, enhance the talent pool, and contribute to a wider customer base
(Guillaume et al., 2017). At the same time, the positive impact of diversity can only be
present as a result of effective cross-cultural management because companies should work on
fostering positive interactions between individuals coming from different backgrounds.
Otherwise, differences in cultural backgrounds among staff members can lead to decreased
job performance, increased number of conflicts, and lower employee morale (Guillaume et
al., 2017). As a result, organizational behavior should be designed to mitigate possible
challenges associated with culture and ensure that diversity in the workplace is beneficial for
its operations.
In summary, it is possible to say that organizational behavior should be designed according to
the needs of cross-cultural teams and the traits of particular individuals. Companies can
implement the strategies of so-called servant leadership, which implies the establishment of
an environment in which all employees can feel accepted regardless of their failures and be
confident in their actions (Seto & Sarros, 2016). This type of leadership is focused on
employees’ interests while also encouraging them to show concern about the company’s
operations. Seto and Sarros report that servant leaders should have a desire and an ability to
motivate the members of cross-cultural teams, enhance their self-esteem, and put the
organization’s needs above their own. Moreover, they should offer hope and guidance to the
employees, which is particularly significant as many of them may experience challenges
while working in a diverse environment. Such an approach to leadership can enhance
organizational behavior as well, establishing quality working relationships between the teams
and their superiors.
Significance of Cross-Cultural Management
Both cross-cultural and international management are vital for ensuring excellent
organizational performance. One of the primary causes of it is the fact that globalization has
led to significant changes in the way companies should handle their operations. As many
firms start to work with foreign partners, they should be aware of the possible differences in
other enterprises’ approaches to business. It means that it is vital for businesses to have a high
level of cultural awareness. In some countries, such as the USA, employers may need to have
even greater cross-cultural sensitivity due to a high level of diversity in the nation’s
population (United States Census Bureau, 2017). Thus, cross-cultural management measures
within an organization are a necessity.
Existing literature in the field shows that paying attention to cultural values employees have
and managing diversity in the workplace can improve organizational culture and behavior
significantly, which, in turn, can lead to increased employee commitment and loyalty (Hock,
Clauss & Schulz, 2016). Cross-cultural management should promote open communication,
ensure strong and trust-based relationships between staff members, and minimize the adverse
effects of diversity. For example, Ghodrati, Joorabchi, and Muati report that increased
diversity in the workplace has led to the expansion of discrimination. Effective cross-cultural
management measures should be designed to eliminate the impact of this issue because
employees’ well-being is crucial for the development of organizations (Zheng et al., 2015).
Thus, it is vital to implement effective cross-cultural management principles to minimize
possible problematic issues.
It is crucial to add that cross-cultural management can enhance employees’ affective
commitment, too. Ashikali and Groeneveld report that this type of commitment not only
motivates an employee to work harder and be loyal to an organization but also to have an
emotional bond with the company. As a result, members of cross-cultural teams may feel
more involved in the firm’s operations and be more willing to work towards its goals
(Ashikali & Groeneveld, 2015). Affective commitment can be considered a result of effective
diversity management because it can help employers to attract and retain individuals coming
from various cultural backgrounds. Thus, it is possible to say that effective cross-cultural
management measures are beneficial to both companies and employees.
Culture and Management
Addressing culture and its aspects can be considered one of the most significant tasks of
organizational management. Managers’ leadership style can affect the way employees
perceive their working environment and conditions, as well as their performance in general
(Ashikali & Groeneveld 2015). One of the most appropriate and effective leadership styles
for working with cross-cultural teams is the transformational one. Such an approach is
designed to foster social exchange between team members and align their goals with
organizational culture. This style of management focuses on employee motivation and
considers each employee individually (Ashikali & Groeneveld 2015). From the perspective of
encouraging diversity in the workplace and paying attention to culture, the principles of
transformational leadership reveal the relations between culture and the field of management,
as well as organizational behavior. The last point will be discussed in detail in the following
section of the paper.
It is crucial to add that the issues of management are also related to culture because
addressing diversity in the workplace can be one of the most significant tasks of leadership
staff in the globalized world. The reason for it is that companies need to improve their
performance continuously, which can be achieved through effective diversity management
and the increase in employees’ commitment (Ashikali & Groeneveld 2015). Moreover,
management personnel should address the social and psychological aspects of employees’
behaviors and attitudes, which can also be affected by culture.
International Management: Discussion
In the era of globalization, international management is also a significant contributor to
companies’ success, although it is different from a cross-cultural one. As mentioned above,
international management focuses on external challenges for the company’s operations that
globalization causes, including the need to communicate with partners of various cultural
backgrounds. Leadership staff must understand not only how to handle diverse staff groups
within their workplace but also how to interact with global partners from the perspectives of
business operations and finances. Leaders should be aware of existing regulations and non-
spoken rules to avoid possible mistakes and misunderstandings. In addition, they should
understand public policies and provisions, tax systems, economic structures, and social
structures of other countries (Ollier-Malaterre & Foucreault, 2017).
It is possible to say that companies cannot perform effective international management if they
are not able to implement appropriate cross-cultural approaches within their structures. The
reason for it is that working with foreign partners requires an understanding of the
significance and role of culture, as well as its effects on individuals’ values, beliefs, and
attitudes. Companies’ cross-cultural management should address the same issues to be
effective.
Cross-Cultural Management: Link Between Culture and Organisational Behaviour
Cross-cultural management can be referred to as the leaders’ ability to establish trust-based
and respectful relationships among team members. It may be a challenging task due to the
reasons presented above, such as differences in views regarding work-related issues, gender
roles, and communication. Cross-cultural management within an organisation can be
performed with reference to comparative and international perspectives. The first approach is
often considered synonymous to cross-cultural management itself, as it addresses sociological
and psychological differences between employees coming from diverse backgrounds (Bird &
Mendenhall, 2016). There is a direct link between culture and organisational behaviour
because the former affects both staff members’ actions and the company’s leadership style.
For example, there may be significant differences in how employees coming from the United
Kingdom and those living in Japan handle stressful situations or approach conversations
because these cultures have developed according to different dimensions. This issue implies
that cross-cultural management should aim at teaching employees how to minimize
challenges posed by differences in their perspectives and benefit from diversity.
The second approach to cross-cultural management is an intercultural one, which is different
from the comparative one. This approach is focused on how individuals coming from various
cultural backgrounds handle management and leadership practices in general. It uses theories
from the fields of cross-cultural psychology, intercultural communication, and social
psychology (Bird & Mendenhall, 2016). The intercultural aspect of cross-cultural
management is also vital for leaders because it can help them to analyze the potential benefits
and disadvantages of different employees’ approaches to work. From the perspective of
organizational behavior, it means that a company should analyze how its staff members prefer
to interact with others, what communication style they tend to choose, and what leadership
style they respond to positively.
One may think that globalization has led to challenges in the workplace due to the increased
lack of communication and understanding between employees; however, it is not true. It is
vital to note that ensuring diversity in the workplace is crucial because it can improve
decision-making processes, enhance the talent pool, and contribute to a wider customer base
(Guillaume et al., 2017). At the same time, the positive impact of diversity can only be
present as a result of effective cross-cultural management because companies should work on
fostering positive interactions between individuals coming from different backgrounds.
Otherwise, differences in cultural backgrounds among staff members can lead to decreased
job performance, increased number of conflicts, and lower employee morale (Guillaume et
al., 2017). As a result, organizational behavior should be designed to mitigate possible
challenges associated with culture and ensure that diversity in the workplace is beneficial for
its operations.
In summary, it is possible to say that organizational behavior should be designed according to
the needs of cross-cultural teams and the traits of particular individuals. Companies can
implement the strategies of so-called servant leadership, which implies the establishment of
an environment in which all employees can feel accepted regardless of their failures and be
confident in their actions (Seto & Sarros, 2016). This type of leadership is focused on
employees’ interests while also encouraging them to show concern about the company’s
operations. Seto and Sarros report that servant leaders should have a desire and an ability to
motivate the members of cross-cultural teams, enhance their self-esteem, and put the
organization’s needs above their own. Moreover, they should offer hope and guidance to the
employees, which is particularly significant as many of them may experience challenges
while working in a diverse environment. Such an approach to leadership can enhance
organizational behavior as well, establishing quality working relationships between the teams
and their superiors.
Significance of Cross-Cultural Management
Both cross-cultural and international management are vital for ensuring excellent
organizational performance. One of the primary causes of it is the fact that globalization has
led to significant changes in the way companies should handle their operations. As many
firms start to work with foreign partners, they should be aware of the possible differences in
other enterprises’ approaches to business. It means that it is vital for businesses to have a high
level of cultural awareness. In some countries, such as the USA, employers may need to have
even greater cross-cultural sensitivity due to a high level of diversity in the nation’s
population (United States Census Bureau, 2017). Thus, cross-cultural management measures
within an organization are a necessity.
Existing literature in the field shows that paying attention to cultural values employees have
and managing diversity in the workplace can improve organizational culture and behavior
significantly, which, in turn, can lead to increased employee commitment and loyalty (Hock,
Clauss & Schulz, 2016). Cross-cultural management should promote open communication,
ensure strong and trust-based relationships between staff members, and minimize the adverse
effects of diversity. For example, Ghodrati, Joorabchi, and Muati report that increased
diversity in the workplace has led to the expansion of discrimination. Effective cross-cultural
management measures should be designed to eliminate the impact of this issue because
employees’ well-being is crucial for the development of organizations (Zheng et al., 2015).
Thus, it is vital to implement effective cross-cultural management principles to minimize
possible problematic issues.
It is crucial to add that cross-cultural management can enhance employees’ affective
commitment, too. Ashikali and Groeneveld report that this type of commitment not only
motivates an employee to work harder and be loyal to an organization but also to have an
emotional bond with the company. As a result, members of cross-cultural teams may feel
more involved in the firm’s operations and be more willing to work towards its goals
(Ashikali & Groeneveld, 2015). Affective commitment can be considered a result of effective
diversity management because it can help employers to attract and retain individuals coming
from various cultural backgrounds. Thus, it is possible to say that effective cross-cultural
management measures are beneficial to both companies and employees.
Culture and Management
Addressing culture and its aspects can be considered one of the most significant tasks of
organizational management. Managers’ leadership style can affect the way employees
perceive their working environment and conditions, as well as their performance in general
(Ashikali & Groeneveld 2015). One of the most appropriate and effective leadership styles
for working with cross-cultural teams is the transformational one. Such an approach is
designed to foster social exchange between team members and align their goals with
organizational culture. This style of management focuses on employee motivation and
considers each employee individually (Ashikali & Groeneveld 2015). From the perspective of
encouraging diversity in the workplace and paying attention to culture, the principles of
transformational leadership reveal the relations between culture and the field of management,
as well as organizational behavior. The last point will be discussed in detail in the following
section of the paper.
It is crucial to add that the issues of management are also related to culture because
addressing diversity in the workplace can be one of the most significant tasks of leadership
staff in the globalized world. The reason for it is that companies need to improve their
performance continuously, which can be achieved through effective diversity management
and the increase in employees’ commitment (Ashikali & Groeneveld 2015). Moreover,
management personnel should address the social and psychological aspects of employees’
behaviors and attitudes, which can also be affected by culture.
International Management: Discussion
In the era of globalization, international management is also a significant contributor to
companies’ success, although it is different from a cross-cultural one. As mentioned above,
international management focuses on external challenges for the company’s operations that
globalization causes, including the need to communicate with partners of various cultural
backgrounds. Leadership staff must understand not only how to handle diverse staff groups
within their workplace but also how to interact with global partners from the perspectives of
business operations and finances. Leaders should be aware of existing regulations and non-
spoken rules to avoid possible mistakes and misunderstandings. In addition, they should
understand public policies and provisions, tax systems, economic structures, and social
structures of other countries (Ollier-Malaterre & Foucreault, 2017).
It is possible to say that companies cannot perform effective international management if they
are not able to implement appropriate cross-cultural approaches within their structures. The
reason for it is that working with foreign partners requires an understanding of the
significance and role of culture, as well as its effects on individuals’ values, beliefs, and
attitudes. Companies’ cross-cultural management should address the same issues to be
effective.
Cross-Cultural Management: Link Between Culture and Organisational Behaviour
Cross-cultural management can be referred to as the leaders’ ability to establish trust-based
and respectful relationships among team members. It may be a challenging task due to the
reasons presented above, such as differences in views regarding work-related issues, gender
roles, and communication. Cross-cultural management within an organisation can be
performed with reference to comparative and international perspectives. The first approach is
often considered synonymous to cross-cultural management itself, as it addresses sociological
and psychological differences between employees coming from diverse backgrounds (Bird &
Mendenhall, 2016). There is a direct link between culture and organisational behaviour
because the former affects both staff members’ actions and the company’s leadership style.
For example, there may be significant differences in how employees coming from the United
Kingdom and those living in Japan handle stressful situations or approach conversations
because these cultures have developed according to different dimensions. This issue implies
that cross-cultural management should aim at teaching employees how to minimize
challenges posed by differences in their perspectives and benefit from diversity.
The second approach to cross-cultural management is an intercultural one, which is different
from the comparative one. This approach is focused on how individuals coming from various
cultural backgrounds handle management and leadership practices in general. It uses theories
from the fields of cross-cultural psychology, intercultural communication, and social
psychology (Bird & Mendenhall, 2016). The intercultural aspect of cross-cultural
management is also vital for leaders because it can help them to analyze the potential benefits
and disadvantages of different employees’ approaches to work. From the perspective of
organizational behavior, it means that a company should analyze how its staff members prefer
to interact with others, what communication style they tend to choose, and what leadership
style they respond to positively.
One may think that globalization has led to challenges in the workplace due to the increased
lack of communication and understanding between employees; however, it is not true. It is
vital to note that ensuring diversity in the workplace is crucial because it can improve
decision-making processes, enhance the talent pool, and contribute to a wider customer base
(Guillaume et al., 2017). At the same time, the positive impact of diversity can only be
present as a result of effective cross-cultural management because companies should work on
fostering positive interactions between individuals coming from different backgrounds.
Otherwise, differences in cultural backgrounds among staff members can lead to decreased
job performance, increased number of conflicts, and lower employee morale (Guillaume et
al., 2017). As a result, organizational behavior should be designed to mitigate possible
challenges associated with culture and ensure that diversity in the workplace is beneficial for
its operations.
In summary, it is possible to say that organizational behavior should be designed according to
the needs of cross-cultural teams and the traits of particular individuals. Companies can
implement the strategies of so-called servant leadership, which implies the establishment of
an environment in which all employees can feel accepted regardless of their failures and be
confident in their actions (Seto & Sarros, 2016). This type of leadership is focused on
employees’ interests while also encouraging them to show concern about the company’s
operations. Seto and Sarros report that servant leaders should have a desire and an ability to
motivate the members of cross-cultural teams, enhance their self-esteem, and put the
organization’s needs above their own. Moreover, they should offer hope and guidance to the
employees, which is particularly significant as many of them may experience challenges
while working in a diverse environment. Such an approach to leadership can enhance
organizational behavior as well, establishing quality working relationships between the teams
and their superiors.
Significance of Cross-Cultural Management
Both cross-cultural and international management are vital for ensuring excellent
organizational performance. One of the primary causes of it is the fact that globalization has
led to significant changes in the way companies should handle their operations. As many
firms start to work with foreign partners, they should be aware of the possible differences in
other enterprises’ approaches to business. It means that it is vital for businesses to have a high
level of cultural awareness. In some countries, such as the USA, employers may need to have
even greater cross-cultural sensitivity due to a high level of diversity in the nation’s
population (United States Census Bureau, 2017). Thus, cross-cultural management measures
within an organization are a necessity.
Existing literature in the field shows that paying attention to cultural values employees have
and managing diversity in the workplace can improve organizational culture and behavior
significantly, which, in turn, can lead to increased employee commitment and loyalty (Hock,
Clauss & Schulz, 2016). Cross-cultural management should promote open communication,
ensure strong and trust-based relationships between staff members, and minimize the adverse
effects of diversity. For example, Ghodrati, Joorabchi, and Muati report that increased
diversity in the workplace has led to the expansion of discrimination. Effective cross-cultural
management measures should be designed to eliminate the impact of this issue because
employees’ well-being is crucial for the development of organizations (Zheng et al., 2015).
Thus, it is vital to implement effective cross-cultural management principles to minimize
possible problematic issues.
It is crucial to add that cross-cultural management can enhance employees’ affective
commitment, too. Ashikali and Groeneveld report that this type of commitment not only
motivates an employee to work harder and be loyal to an organization but also to have an
emotional bond with the company. As a result, members of cross-cultural teams may feel
more involved in the firm’s operations and be more willing to work towards its goals
(Ashikali & Groeneveld, 2015). Affective commitment can be considered a result of effective
diversity management because it can help employers to attract and retain individuals coming
from various cultural backgrounds. Thus, it is possible to say that effective cross-cultural
management measures are beneficial to both companies and employees.
Culture and Management
Addressing culture and its aspects can be considered one of the most significant tasks of
organizational management. Managers’ leadership style can affect the way employees
perceive their working environment and conditions, as well as their performance in general
(Ashikali & Groeneveld 2015). One of the most appropriate and effective leadership styles
for working with cross-cultural teams is the transformational one. Such an approach is
designed to foster social exchange between team members and align their goals with
organizational culture. This style of management focuses on employee motivation and
considers each employee individually (Ashikali & Groeneveld 2015). From the perspective of
encouraging diversity in the workplace and paying attention to culture, the principles of
transformational leadership reveal the relations between culture and the field of management,
as well as organizational behavior. The last point will be discussed in detail in the following
section of the paper.
It is crucial to add that the issues of management are also related to culture because
addressing diversity in the workplace can be one of the most significant tasks of leadership
staff in the globalized world. The reason for it is that companies need to improve their
performance continuously, which can be achieved through effective diversity management
and the increase in employees’ commitment (Ashikali & Groeneveld 2015). Moreover,
management personnel should address the social and psychological aspects of employees’
behaviors and attitudes, which can also be affected by culture.
International Management: Discussion
In the era of globalization, international management is also a significant contributor to
companies’ success, although it is different from a cross-cultural one. As mentioned above,
international management focuses on external challenges for the company’s operations that
globalization causes, including the need to communicate with partners of various cultural
backgrounds. Leadership staff must understand not only how to handle diverse staff groups
within their workplace but also how to interact with global partners from the perspectives of
business operations and finances. Leaders should be aware of existing regulations and non-
spoken rules to avoid possible mistakes and misunderstandings. In addition, they should
understand public policies and provisions, tax systems, economic structures, and social
structures of other countries (Ollier-Malaterre & Foucreault, 2017).
It is possible to say that companies cannot perform effective international management if they
are not able to implement appropriate cross-cultural approaches within their structures. The
reason for it is that working with foreign partners requires an understanding of the
significance and role of culture, as well as its effects on individuals’ values, beliefs, and
attitudes. Companies’ cross-cultural management should address the same issues to be
effective.
Cross-Cultural Management: Link Between Culture and Organisational Behaviour
Cross-cultural management can be referred to as the leaders’ ability to establish trust-based
and respectful relationships among team members. It may be a challenging task due to the
reasons presented above, such as differences in views regarding work-related issues, gender
roles, and communication. Cross-cultural management within an organisation can be
performed with reference to comparative and international perspectives. The first approach is
often considered synonymous to cross-cultural management itself, as it addresses sociological
and psychological differences between employees coming from diverse backgrounds (Bird &
Mendenhall, 2016). There is a direct link between culture and organisational behaviour
because the former affects both staff members’ actions and the company’s leadership style.
For example, there may be significant differences in how employees coming from the United
Kingdom and those living in Japan handle stressful situations or approach conversations
because these cultures have developed according to different dimensions. This issue implies
that cross-cultural management should aim at teaching employees how to minimize
challenges posed by differences in their perspectives and benefit from diversity.
The second approach to cross-cultural management is an intercultural one, which is different
from the comparative one. This approach is focused on how individuals coming from various
cultural backgrounds handle management and leadership practices in general. It uses theories
from the fields of cross-cultural psychology, intercultural communication, and social
psychology (Bird & Mendenhall, 2016). The intercultural aspect of cross-cultural
management is also vital for leaders because it can help them to analyze the potential benefits
and disadvantages of different employees’ approaches to work. From the perspective of
organizational behavior, it means that a company should analyze how its staff members prefer
to interact with others, what communication style they tend to choose, and what leadership
style they respond to positively.
One may think that globalization has led to challenges in the workplace due to the increased
lack of communication and understanding between employees; however, it is not true. It is
vital to note that ensuring diversity in the workplace is crucial because it can improve
decision-making processes, enhance the talent pool, and contribute to a wider customer base
(Guillaume et al., 2017). At the same time, the positive impact of diversity can only be
present as a result of effective cross-cultural management because companies should work on
fostering positive interactions between individuals coming from different backgrounds.
Otherwise, differences in cultural backgrounds among staff members can lead to decreased
job performance, increased number of conflicts, and lower employee morale (Guillaume et
al., 2017). As a result, organizational behavior should be designed to mitigate possible
challenges associated with culture and ensure that diversity in the workplace is beneficial for
its operations.
In summary, it is possible to say that organizational behavior should be designed according to
the needs of cross-cultural teams and the traits of particular individuals. Companies can
implement the strategies of so-called servant leadership, which implies the establishment of
an environment in which all employees can feel accepted regardless of their failures and be
confident in their actions (Seto & Sarros, 2016). This type of leadership is focused on
employees’ interests while also encouraging them to show concern about the company’s
operations. Seto and Sarros report that servant leaders should have a desire and an ability to
motivate the members of cross-cultural teams, enhance their self-esteem, and put the
organization’s needs above their own. Moreover, they should offer hope and guidance to the
employees, which is particularly significant as many of them may experience challenges
while working in a diverse environment. Such an approach to leadership can enhance
organizational behavior as well, establishing quality working relationships between the teams
and their superiors.
Significance of Cross-Cultural Management
Both cross-cultural and international management are vital for ensuring excellent
organizational performance. One of the primary causes of it is the fact that globalization has
led to significant changes in the way companies should handle their operations. As many
firms start to work with foreign partners, they should be aware of the possible differences in
other enterprises’ approaches to business. It means that it is vital for businesses to have a high
level of cultural awareness. In some countries, such as the USA, employers may need to have
even greater cross-cultural sensitivity due to a high level of diversity in the nation’s
population (United States Census Bureau, 2017). Thus, cross-cultural management measures
within an organization are a necessity.
Existing literature in the field shows that paying attention to cultural values employees have
and managing diversity in the workplace can improve organizational culture and behavior
significantly, which, in turn, can lead to increased employee commitment and loyalty (Hock,
Clauss & Schulz, 2016). Cross-cultural management should promote open communication,
ensure strong and trust-based relationships between staff members, and minimize the adverse
effects of diversity. For example, Ghodrati, Joorabchi, and Muati report that increased
diversity in the workplace has led to the expansion of discrimination. Effective cross-cultural
management measures should be designed to eliminate the impact of this issue because
employees’ well-being is crucial for the development of organizations (Zheng et al., 2015).
Thus, it is vital to implement effective cross-cultural management principles to minimize
possible problematic issues.
It is crucial to add that cross-cultural management can enhance employees’ affective
commitment, too. Ashikali and Groeneveld report that this type of commitment not only
motivates an employee to work harder and be loyal to an organization but also to have an
emotional bond with the company. As a result, members of cross-cultural teams may feel
more involved in the firm’s operations and be more willing to work towards its goals
(Ashikali & Groeneveld, 2015). Affective commitment can be considered a result of effective
diversity management because it can help employers to attract and retain individuals coming
from various cultural backgrounds. Thus, it is possible to say that effective cross-cultural
management measures are beneficial to both companies and employees.
Culture and Management
Addressing culture and its aspects can be considered one of the most significant tasks of
organizational management. Managers’ leadership style can affect the way employees
perceive their working environment and conditions, as well as their performance in general
(Ashikali & Groeneveld 2015). One of the most appropriate and effective leadership styles
for working with cross-cultural teams is the transformational one. Such an approach is
designed to foster social exchange between team members and align their goals with
organizational culture. This style of management focuses on employee motivation and
considers each employee individually (Ashikali & Groeneveld 2015). From the perspective of
encouraging diversity in the workplace and paying attention to culture, the principles of
transformational leadership reveal the relations between culture and the field of management,
as well as organizational behavior. The last point will be discussed in detail in the following
section of the paper.
It is crucial to add that the issues of management are also related to culture because
addressing diversity in the workplace can be one of the most significant tasks of leadership
staff in the globalized world. The reason for it is that companies need to improve their
performance continuously, which can be achieved through effective diversity management
and the increase in employees’ commitment (Ashikali & Groeneveld 2015). Moreover,
management personnel should address the social and psychological aspects of employees’
behaviors and attitudes, which can also be affected by culture.
International Management: Discussion
In the era of globalization, international management is also a significant contributor to
companies’ success, although it is different from a cross-cultural one. As mentioned above,
international management focuses on external challenges for the company’s operations that
globalization causes, including the need to communicate with partners of various cultural
backgrounds. Leadership staff must understand not only how to handle diverse staff groups
within their workplace but also how to interact with global partners from the perspectives of
business operations and finances. Leaders should be aware of existing regulations and non-
spoken rules to avoid possible mistakes and misunderstandings. In addition, they should
understand public policies and provisions, tax systems, economic structures, and social
structures of other countries (Ollier-Malaterre & Foucreault, 2017).
It is possible to say that companies cannot perform effective international management if they
are not able to implement appropriate cross-cultural approaches within their structures. The
reason for it is that working with foreign partners requires an understanding of the
significance and role of culture, as well as its effects on individuals’ values, beliefs, and
attitudes. Companies’ cross-cultural management should address the same issues to be
effective.
Cross-Cultural Management: Link Between Culture and Organisational Behaviour
Cross-cultural management can be referred to as the leaders’ ability to establish trust-based
and respectful relationships among team members. It may be a challenging task due to the
reasons presented above, such as differences in views regarding work-related issues, gender
roles, and communication. Cross-cultural management within an organisation can be
performed with reference to comparative and international perspectives. The first approach is
often considered synonymous to cross-cultural management itself, as it addresses sociological
and psychological differences between employees coming from diverse backgrounds (Bird &
Mendenhall, 2016). There is a direct link between culture and organisational behaviour
because the former affects both staff members’ actions and the company’s leadership style.
For example, there may be significant differences in how employees coming from the United
Kingdom and those living in Japan handle stressful situations or approach conversations
because these cultures have developed according to different dimensions. This issue implies
that cross-cultural management should aim at teaching employees how to minimize
challenges posed by differences in their perspectives and benefit from diversity.
The second approach to cross-cultural management is an intercultural one, which is different
from the comparative one. This approach is focused on how individuals coming from various
cultural backgrounds handle management and leadership practices in general. It uses theories
from the fields of cross-cultural psychology, intercultural communication, and social
psychology (Bird & Mendenhall, 2016). The intercultural aspect of cross-cultural
management is also vital for leaders because it can help them to analyze the potential benefits
and disadvantages of different employees’ approaches to work. From the perspective of
organizational behavior, it means that a company should analyze how its staff members prefer
to interact with others, what communication style they tend to choose, and what leadership
style they respond to positively.
One may think that globalization has led to challenges in the workplace due to the increased
lack of communication and understanding between employees; however, it is not true. It is
vital to note that ensuring diversity in the workplace is crucial because it can improve
decision-making processes, enhance the talent pool, and contribute to a wider customer base
(Guillaume et al., 2017). At the same time, the positive impact of diversity can only be
present as a result of effective cross-cultural management because companies should work on
fostering positive interactions between individuals coming from different backgrounds.
Otherwise, differences in cultural backgrounds among staff members can lead to decreased
job performance, increased number of conflicts, and lower employee morale (Guillaume et
al., 2017). As a result, organizational behavior should be designed to mitigate possible
challenges associated with culture and ensure that diversity in the workplace is beneficial for
its operations.
In summary, it is possible to say that organizational behavior should be designed according to
the needs of cross-cultural teams and the traits of particular individuals. Companies can
implement the strategies of so-called servant leadership, which implies the establishment of
an environment in which all employees can feel accepted regardless of their failures and be
confident in their actions (Seto & Sarros, 2016). This type of leadership is focused on
employees’ interests while also encouraging them to show concern about the company’s
operations. Seto and Sarros report that servant leaders should have a desire and an ability to
motivate the members of cross-cultural teams, enhance their self-esteem, and put the
organization’s needs above their own. Moreover, they should offer hope and guidance to the
employees, which is particularly significant as many of them may experience challenges
while working in a diverse environment. Such an approach to leadership can enhance
organizational behavior as well, establishing quality working relationships between the teams
and their superiors.
Significance of Cross-Cultural Management
Both cross-cultural and international management are vital for ensuring excellent
organizational performance. One of the primary causes of it is the fact that globalization has
led to significant changes in the way companies should handle their operations. As many
firms start to work with foreign partners, they should be aware of the possible differences in
other enterprises’ approaches to business. It means that it is vital for businesses to have a high
level of cultural awareness. In some countries, such as the USA, employers may need to have
even greater cross-cultural sensitivity due to a high level of diversity in the nation’s
population (United States Census Bureau, 2017). Thus, cross-cultural management measures
within an organization are a necessity.
Existing literature in the field shows that paying attention to cultural values employees have
and managing diversity in the workplace can improve organizational culture and behavior
significantly, which, in turn, can lead to increased employee commitment and loyalty (Hock,
Clauss & Schulz, 2016). Cross-cultural management should promote open communication,
ensure strong and trust-based relationships between staff members, and minimize the adverse
effects of diversity. For example, Ghodrati, Joorabchi, and Muati report that increased
diversity in the workplace has led to the expansion of discrimination. Effective cross-cultural
management measures should be designed to eliminate the impact of this issue because
employees’ well-being is crucial for the development of organizations (Zheng et al., 2015).
Thus, it is vital to implement effective cross-cultural management principles to minimize
possible problematic issues.
It is crucial to add that cross-cultural management can enhance employees’ affective
commitment, too. Ashikali and Groeneveld report that this type of commitment not only
motivates an employee to work harder and be loyal to an organization but also to have an
emotional bond with the company. As a result, members of cross-cultural teams may feel
more involved in the firm’s operations and be more willing to work towards its goals
(Ashikali & Groeneveld, 2015). Affective commitment can be considered a result of effective
diversity management because it can help employers to attract and retain individuals coming
from various cultural backgrounds. Thus, it is possible to say that effective cross-cultural
management measures are beneficial to both companies and employees.
Culture and Management
Addressing culture and its aspects can be considered one of the most significant tasks of
organizational management. Managers’ leadership style can affect the way employees
perceive their working environment and conditions, as well as their performance in general
(Ashikali & Groeneveld 2015). One of the most appropriate and effective leadership styles
for working with cross-cultural teams is the transformational one. Such an approach is
designed to foster social exchange between team members and align their goals with
organizational culture. This style of management focuses on employee motivation and
considers each employee individually (Ashikali & Groeneveld 2015). From the perspective of
encouraging diversity in the workplace and paying attention to culture, the principles of
transformational leadership reveal the relations between culture and the field of management,
as well as organizational behavior. The last point will be discussed in detail in the following
section of the paper.
It is crucial to add that the issues of management are also related to culture because
addressing diversity in the workplace can be one of the most significant tasks of leadership
staff in the globalized world. The reason for it is that companies need to improve their
performance continuously, which can be achieved through effective diversity management
and the increase in employees’ commitment (Ashikali & Groeneveld 2015). Moreover,
management personnel should address the social and psychological aspects of employees’
behaviors and attitudes, which can also be affected by culture.
International Management: Discussion
In the era of globalization, international management is also a significant contributor to
companies’ success, although it is different from a cross-cultural one. As mentioned above,
international management focuses on external challenges for the company’s operations that
globalization causes, including the need to communicate with partners of various cultural
backgrounds. Leadership staff must understand not only how to handle diverse staff groups
within their workplace but also how to interact with global partners from the perspectives of
business operations and finances. Leaders should be aware of existing regulations and non-
spoken rules to avoid possible mistakes and misunderstandings. In addition, they should
understand public policies and provisions, tax systems, economic structures, and social
structures of other countries (Ollier-Malaterre & Foucreault, 2017).
It is possible to say that companies cannot perform effective international management if they
are not able to implement appropriate cross-cultural approaches within their structures. The
reason for it is that working with foreign partners requires an understanding of the
significance and role of culture, as well as its effects on individuals’ values, beliefs, and
attitudes. Companies’ cross-cultural management should address the same issues to be
effective.
Cross-Cultural Management: Link Between Culture and Organisational Behaviour
Cross-cultural management can be referred to as the leaders’ ability to establish trust-based
and respectful relationships among team members. It may be a challenging task due to the
reasons presented above, such as differences in views regarding work-related issues, gender
roles, and communication. Cross-cultural management within an organisation can be
performed with reference to comparative and international perspectives. The first approach is
often considered synonymous to cross-cultural management itself, as it addresses sociological
and psychological differences between employees coming from diverse backgrounds (Bird &
Mendenhall, 2016). There is a direct link between culture and organisational behaviour
because the former affects both staff members’ actions and the company’s leadership style.
For example, there may be significant differences in how employees coming from the United
Kingdom and those living in Japan handle stressful situations or approach conversations
because these cultures have developed according to different dimensions. This issue implies
that cross-cultural management should aim at teaching employees how to minimize
challenges posed by differences in their perspectives and benefit from diversity.
The second approach to cross-cultural management is an intercultural one, which is different
from the comparative one. This approach is focused on how individuals coming from various
cultural backgrounds handle management and leadership practices in general. It uses theories
from the fields of cross-cultural psychology, intercultural communication, and social
psychology (Bird & Mendenhall, 2016). The intercultural aspect of cross-cultural
management is also vital for leaders because it can help them to analyze the potential benefits
and disadvantages of different employees’ approaches to work. From the perspective of
organizational behavior, it means that a company should analyze how its staff members prefer
to interact with others, what communication style they tend to choose, and what leadership
style they respond to positively.
One may think that globalization has led to challenges in the workplace due to the increased
lack of communication and understanding between employees; however, it is not true. It is
vital to note that ensuring diversity in the workplace is crucial because it can improve
decision-making processes, enhance the talent pool, and contribute to a wider customer base
(Guillaume et al., 2017). At the same time, the positive impact of diversity can only be
present as a result of effective cross-cultural management because companies should work on
fostering positive interactions between individuals coming from different backgrounds.
Otherwise, differences in cultural backgrounds among staff members can lead to decreased
job performance, increased number of conflicts, and lower employee morale (Guillaume et
al., 2017). As a result, organizational behavior should be designed to mitigate possible
challenges associated with culture and ensure that diversity in the workplace is beneficial for
its operations.
In summary, it is possible to say that organizational behavior should be designed according to
the needs of cross-cultural teams and the traits of particular individuals. Companies can
implement the strategies of so-called servant leadership, which implies the establishment of
an environment in which all employees can feel accepted regardless of their failures and be
confident in their actions (Seto & Sarros, 2016). This type of leadership is focused on
employees’ interests while also encouraging them to show concern about the company’s
operations. Seto and Sarros report that servant leaders should have a desire and an ability to
motivate the members of cross-cultural teams, enhance their self-esteem, and put the
organization’s needs above their own. Moreover, they should offer hope and guidance to the
employees, which is particularly significant as many of them may experience challenges
while working in a diverse environment. Such an approach to leadership can enhance
organizational behavior as well, establishing quality working relationships between the teams
and their superiors.
Significance of Cross-Cultural Management
Both cross-cultural and international management are vital for ensuring excellent
organizational performance. One of the primary causes of it is the fact that globalization has
led to significant changes in the way companies should handle their operations. As many
firms start to work with foreign partners, they should be aware of the possible differences in
other enterprises’ approaches to business. It means that it is vital for businesses to have a high
level of cultural awareness. In some countries, such as the USA, employers may need to have
even greater cross-cultural sensitivity due to a high level of diversity in the nation’s
population (United States Census Bureau, 2017). Thus, cross-cultural management measures
within an organization are a necessity.
Existing literature in the field shows that paying attention to cultural values employees have
and managing diversity in the workplace can improve organizational culture and behavior
significantly, which, in turn, can lead to increased employee commitment and loyalty (Hock,
Clauss & Schulz, 2016). Cross-cultural management should promote open communication,
ensure strong and trust-based relationships between staff members, and minimize the adverse
effects of diversity. For example, Ghodrati, Joorabchi, and Muati report that increased
diversity in the workplace has led to the expansion of discrimination. Effective cross-cultural
management measures should be designed to eliminate the impact of this issue because
employees’ well-being is crucial for the development of organizations (Zheng et al., 2015).
Thus, it is vital to implement effective cross-cultural management principles to minimize
possible problematic issues.
It is crucial to add that cross-cultural management can enhance employees’ affective
commitment, too. Ashikali and Groeneveld report that this type of commitment not only
motivates an employee to work harder and be loyal to an organization but also to have an
emotional bond with the company. As a result, members of cross-cultural teams may feel
more involved in the firm’s operations and be more willing to work towards its goals
(Ashikali & Groeneveld, 2015). Affective commitment can be considered a result of effective
diversity management because it can help employers to attract and retain individuals coming
from various cultural backgrounds. Thus, it is possible to say that effective cross-cultural
management measures are beneficial to both companies and employees.
Culture and Management
Addressing culture and its aspects can be considered one of the most significant tasks of
organizational management. Managers’ leadership style can affect the way employees
perceive their working environment and conditions, as well as their performance in general
(Ashikali & Groeneveld 2015). One of the most appropriate and effective leadership styles
for working with cross-cultural teams is the transformational one. Such an approach is
designed to foster social exchange between team members and align their goals with
organizational culture. This style of management focuses on employee motivation and
considers each employee individually (Ashikali & Groeneveld 2015). From the perspective of
encouraging diversity in the workplace and paying attention to culture, the principles of
transformational leadership reveal the relations between culture and the field of management,
as well as organizational behavior. The last point will be discussed in detail in the following
section of the paper.
It is crucial to add that the issues of management are also related to culture because
addressing diversity in the workplace can be one of the most significant tasks of leadership
staff in the globalized world. The reason for it is that companies need to improve their
performance continuously, which can be achieved through effective diversity management
and the increase in employees’ commitment (Ashikali & Groeneveld 2015). Moreover,
management personnel should address the social and psychological aspects of employees’
behaviors and attitudes, which can also be affected by culture.
International Management: Discussion
In the era of globalization, international management is also a significant contributor to
companies’ success, although it is different from a cross-cultural one. As mentioned above,
international management focuses on external challenges for the company’s operations that
globalization causes, including the need to communicate with partners of various cultural
backgrounds. Leadership staff must understand not only how to handle diverse staff groups
within their workplace but also how to interact with global partners from the perspectives of
business operations and finances. Leaders should be aware of existing regulations and non-
spoken rules to avoid possible mistakes and misunderstandings. In addition, they should
understand public policies and provisions, tax systems, economic structures, and social
structures of other countries (Ollier-Malaterre & Foucreault, 2017).
It is possible to say that companies cannot perform effective international management if they
are not able to implement appropriate cross-cultural approaches within their structures. The
reason for it is that working with foreign partners requires an understanding of the
significance and role of culture, as well as its effects on individuals’ values, beliefs, and
attitudes. Companies’ cross-cultural management should address the same issues to be
effective.
Cross-Cultural Management: Link Between Culture and Organisational Behaviour
Cross-cultural management can be referred to as the leaders’ ability to establish trust-based
and respectful relationships among team members. It may be a challenging task due to the
reasons presented above, such as differences in views regarding work-related issues, gender
roles, and communication. Cross-cultural management within an organisation can be
performed with reference to comparative and international perspectives. The first approach is
often considered synonymous to cross-cultural management itself, as it addresses sociological
and psychological differences between employees coming from diverse backgrounds (Bird &
Mendenhall, 2016). There is a direct link between culture and organisational behaviour
because the former affects both staff members’ actions and the company’s leadership style.
For example, there may be significant differences in how employees coming from the United
Kingdom and those living in Japan handle stressful situations or approach conversations
because these cultures have developed according to different dimensions. This issue implies
that cross-cultural management should aim at teaching employees how to minimize
challenges posed by differences in their perspectives and benefit from diversity.
The second approach to cross-cultural management is an intercultural one, which is different
from the comparative one. This approach is focused on how individuals coming from various
cultural backgrounds handle management and leadership practices in general. It uses theories
from the fields of cross-cultural psychology, intercultural communication, and social
psychology (Bird & Mendenhall, 2016). The intercultural aspect of cross-cultural
management is also vital for leaders because it can help them to analyze the potential benefits
and disadvantages of different employees’ approaches to work. From the perspective of
organizational behavior, it means that a company should analyze how its staff members prefer
to interact with others, what communication style they tend to choose, and what leadership
style they respond to positively.
One may think that globalization has led to challenges in the workplace due to the increased
lack of communication and understanding between employees; however, it is not true. It is
vital to note that ensuring diversity in the workplace is crucial because it can improve
decision-making processes, enhance the talent pool, and contribute to a wider customer base
(Guillaume et al., 2017). At the same time, the positive impact of diversity can only be
present as a result of effective cross-cultural management because companies should work on
fostering positive interactions between individuals coming from different backgrounds.
Otherwise, differences in cultural backgrounds among staff members can lead to decreased
job performance, increased number of conflicts, and lower employee morale (Guillaume et
al., 2017). As a result, organizational behavior should be designed to mitigate possible
challenges associated with culture and ensure that diversity in the workplace is beneficial for
its operations.
In summary, it is possible to say that organizational behavior should be designed according to
the needs of cross-cultural teams and the traits of particular individuals. Companies can
implement the strategies of so-called servant leadership, which implies the establishment of
an environment in which all employees can feel accepted regardless of their failures and be
confident in their actions (Seto & Sarros, 2016). This type of leadership is focused on
employees’ interests while also encouraging them to show concern about the company’s
operations. Seto and Sarros report that servant leaders should have a desire and an ability to
motivate the members of cross-cultural teams, enhance their self-esteem, and put the
organization’s needs above their own. Moreover, they should offer hope and guidance to the
employees, which is particularly significant as many of them may experience challenges
while working in a diverse environment. Such an approach to leadership can enhance
organizational behavior as well, establishing quality working relationships between the teams
and their superiors.
Significance of Cross-Cultural Management
Both cross-cultural and international management are vital for ensuring excellent
organizational performance. One of the primary causes of it is the fact that globalization has
led to significant changes in the way companies should handle their operations. As many
firms start to work with foreign partners, they should be aware of the possible differences in
other enterprises’ approaches to business. It means that it is vital for businesses to have a high
level of cultural awareness. In some countries, such as the USA, employers may need to have
even greater cross-cultural sensitivity due to a high level of diversity in the nation’s
population (United States Census Bureau, 2017). Thus, cross-cultural management measures
within an organization are a necessity.
Existing literature in the field shows that paying attention to cultural values employees have
and managing diversity in the workplace can improve organizational culture and behavior
significantly, which, in turn, can lead to increased employee commitment and loyalty (Hock,
Clauss & Schulz, 2016). Cross-cultural management should promote open communication,
ensure strong and trust-based relationships between staff members, and minimize the adverse
effects of diversity. For example, Ghodrati, Joorabchi, and Muati report that increased
diversity in the workplace has led to the expansion of discrimination. Effective cross-cultural
management measures should be designed to eliminate the impact of this issue because
employees’ well-being is crucial for the development of organizations (Zheng et al., 2015).
Thus, it is vital to implement effective cross-cultural management principles to minimize
possible problematic issues.
It is crucial to add that cross-cultural management can enhance employees’ affective
commitment, too. Ashikali and Groeneveld report that this type of commitment not only
motivates an employee to work harder and be loyal to an organization but also to have an
emotional bond with the company. As a result, members of cross-cultural teams may feel
more involved in the firm’s operations and be more willing to work towards its goals
(Ashikali & Groeneveld, 2015). Affective commitment can be considered a result of effective
diversity management because it can help employers to attract and retain individuals coming
from various cultural backgrounds. Thus, it is possible to say that effective cross-cultural
management measures are beneficial to both companies and employees.
Culture and Management
Addressing culture and its aspects can be considered one of the most significant tasks of
organizational management. Managers’ leadership style can affect the way employees
perceive their working environment and conditions, as well as their performance in general
(Ashikali & Groeneveld 2015). One of the most appropriate and effective leadership styles
for working with cross-cultural teams is the transformational one. Such an approach is
designed to foster social exchange between team members and align their goals with
organizational culture. This style of management focuses on employee motivation and
considers each employee individually (Ashikali & Groeneveld 2015). From the perspective of
encouraging diversity in the workplace and paying attention to culture, the principles of
transformational leadership reveal the relations between culture and the field of management,
as well as organizational behavior. The last point will be discussed in detail in the following
section of the paper.
It is crucial to add that the issues of management are also related to culture because
addressing diversity in the workplace can be one of the most significant tasks of leadership
staff in the globalized world. The reason for it is that companies need to improve their
performance continuously, which can be achieved through effective diversity management
and the increase in employees’ commitment (Ashikali & Groeneveld 2015). Moreover,
management personnel should address the social and psychological aspects of employees’
behaviors and attitudes, which can also be affected by culture.
International Management: Discussion
In the era of globalization, international management is also a significant contributor to
companies’ success, although it is different from a cross-cultural one. As mentioned above,
international management focuses on external challenges for the company’s operations that
globalization causes, including the need to communicate with partners of various cultural
backgrounds. Leadership staff must understand not only how to handle diverse staff groups
within their workplace but also how to interact with global partners from the perspectives of
business operations and finances. Leaders should be aware of existing regulations and non-
spoken rules to avoid possible mistakes and misunderstandings. In addition, they should
understand public policies and provisions, tax systems, economic structures, and social
structures of other countries (Ollier-Malaterre & Foucreault, 2017).
It is possible to say that companies cannot perform effective international management if they
are not able to implement appropriate cross-cultural approaches within their structures. The
reason for it is that working with foreign partners requires an understanding of the
significance and role of culture, as well as its effects on individuals’ values, beliefs, and
attitudes. Companies’ cross-cultural management should address the same issues to be
effective.
Cross-Cultural Management: Link Between Culture and Organisational Behaviour
Cross-cultural management can be referred to as the leaders’ ability to establish trust-based
and respectful relationships among team members. It may be a challenging task due to the
reasons presented above, such as differences in views regarding work-related issues, gender
roles, and communication. Cross-cultural management within an organisation can be
performed with reference to comparative and international perspectives. The first approach is
often considered synonymous to cross-cultural management itself, as it addresses sociological
and psychological differences between employees coming from diverse backgrounds (Bird &
Mendenhall, 2016). There is a direct link between culture and organisational behaviour
because the former affects both staff members’ actions and the company’s leadership style.
For example, there may be significant differences in how employees coming from the United
Kingdom and those living in Japan handle stressful situations or approach conversations
because these cultures have developed according to different dimensions. This issue implies
that cross-cultural management should aim at teaching employees how to minimize
challenges posed by differences in their perspectives and benefit from diversity.
The second approach to cross-cultural management is an intercultural one, which is different
from the comparative one. This approach is focused on how individuals coming from various
cultural backgrounds handle management and leadership practices in general. It uses theories
from the fields of cross-cultural psychology, intercultural communication, and social
psychology (Bird & Mendenhall, 2016). The intercultural aspect of cross-cultural
management is also vital for leaders because it can help them to analyze the potential benefits
and disadvantages of different employees’ approaches to work. From the perspective of
organizational behavior, it means that a company should analyze how its staff members prefer
to interact with others, what communication style they tend to choose, and what leadership
style they respond to positively.
One may think that globalization has led to challenges in the workplace due to the increased
lack of communication and understanding between employees; however, it is not true. It is
vital to note that ensuring diversity in the workplace is crucial because it can improve
decision-making processes, enhance the talent pool, and contribute to a wider customer base
(Guillaume et al., 2017). At the same time, the positive impact of diversity can only be
present as a result of effective cross-cultural management because companies should work on
fostering positive interactions between individuals coming from different backgrounds.
Otherwise, differences in cultural backgrounds among staff members can lead to decreased
job performance, increased number of conflicts, and lower employee morale (Guillaume et
al., 2017). As a result, organizational behavior should be designed to mitigate possible
challenges associated with culture and ensure that diversity in the workplace is beneficial for
its operations.
In summary, it is possible to say that organizational behavior should be designed according to
the needs of cross-cultural teams and the traits of particular individuals. Companies can
implement the strategies of so-called servant leadership, which implies the establishment of
an environment in which all employees can feel accepted regardless of their failures and be
confident in their actions (Seto & Sarros, 2016). This type of leadership is focused on
employees’ interests while also encouraging them to show concern about the company’s
operations. Seto and Sarros report that servant leaders should have a desire and an ability to
motivate the members of cross-cultural teams, enhance their self-esteem, and put the
organization’s needs above their own. Moreover, they should offer hope and guidance to the
employees, which is particularly significant as many of them may experience challenges
while working in a diverse environment. Such an approach to leadership can enhance
organizational behavior as well, establishing quality working relationships between the teams
and their superiors.
Significance of Cross-Cultural Management
Both cross-cultural and international management are vital for ensuring excellent
organizational performance. One of the primary causes of it is the fact that globalization has
led to significant changes in the way companies should handle their operations. As many
firms start to work with foreign partners, they should be aware of the possible differences in
other enterprises’ approaches to business. It means that it is vital for businesses to have a high
level of cultural awareness. In some countries, such as the USA, employers may need to have
even greater cross-cultural sensitivity due to a high level of diversity in the nation’s
population (United States Census Bureau, 2017). Thus, cross-cultural management measures
within an organization are a necessity.
Existing literature in the field shows that paying attention to cultural values employees have
and managing diversity in the workplace can improve organizational culture and behavior
significantly, which, in turn, can lead to increased employee commitment and loyalty (Hock,
Clauss & Schulz, 2016). Cross-cultural management should promote open communication,
ensure strong and trust-based relationships between staff members, and minimize the adverse
effects of diversity. For example, Ghodrati, Joorabchi, and Muati report that increased
diversity in the workplace has led to the expansion of discrimination. Effective cross-cultural
management measures should be designed to eliminate the impact of this issue because
employees’ well-being is crucial for the development of organizations (Zheng et al., 2015).
Thus, it is vital to implement effective cross-cultural management principles to minimize
possible problematic issues.
It is crucial to add that cross-cultural management can enhance employees’ affective
commitment, too. Ashikali and Groeneveld report that this type of commitment not only
motivates an employee to work harder and be loyal to an organization but also to have an
emotional bond with the company. As a result, members of cross-cultural teams may feel
more involved in the firm’s operations and be more willing to work towards its goals
(Ashikali & Groeneveld, 2015). Affective commitment can be considered a result of effective
diversity management because it can help employers to attract and retain individuals coming
from various cultural backgrounds. Thus, it is possible to say that effective cross-cultural
management measures are beneficial to both companies and employees.
Culture and Management
Addressing culture and its aspects can be considered one of the most significant tasks of
organizational management. Managers’ leadership style can affect the way employees
perceive their working environment and conditions, as well as their performance in general
(Ashikali & Groeneveld 2015). One of the most appropriate and effective leadership styles
for working with cross-cultural teams is the transformational one. Such an approach is
designed to foster social exchange between team members and align their goals with
organizational culture. This style of management focuses on employee motivation and
considers each employee individually (Ashikali & Groeneveld 2015). From the perspective of
encouraging diversity in the workplace and paying attention to culture, the principles of
transformational leadership reveal the relations between culture and the field of management,
as well as organizational behavior. The last point will be discussed in detail in the following
section of the paper.
It is crucial to add that the issues of management are also related to culture because
addressing diversity in the workplace can be one of the most significant tasks of leadership
staff in the globalized world. The reason for it is that companies need to improve their
performance continuously, which can be achieved through effective diversity management
and the increase in employees’ commitment (Ashikali & Groeneveld 2015). Moreover,
management personnel should address the social and psychological aspects of employees’
behaviors and attitudes, which can also be affected by culture.
International Management: Discussion
In the era of globalization, international management is also a significant contributor to
companies’ success, although it is different from a cross-cultural one. As mentioned above,
international management focuses on external challenges for the company’s operations that
globalization causes, including the need to communicate with partners of various cultural
backgrounds. Leadership staff must understand not only how to handle diverse staff groups
within their workplace but also how to interact with global partners from the perspectives of
business operations and finances. Leaders should be aware of existing regulations and non-
spoken rules to avoid possible mistakes and misunderstandings. In addition, they should
understand public policies and provisions, tax systems, economic structures, and social
structures of other countries (Ollier-Malaterre & Foucreault, 2017).
It is possible to say that companies cannot perform effective international management if they
are not able to implement appropriate cross-cultural approaches within their structures. The
reason for it is that working with foreign partners requires an understanding of the
significance and role of culture, as well as its effects on individuals’ values, beliefs, and
attitudes. Companies’ cross-cultural management should address the same issues to be
effective.
Cross-Cultural Management: Link Between Culture and Organisational Behaviour
Cross-cultural management can be referred to as the leaders’ ability to establish trust-based
and respectful relationships among team members. It may be a challenging task due to the
reasons presented above, such as differences in views regarding work-related issues, gender
roles, and communication. Cross-cultural management within an organisation can be
performed with reference to comparative and international perspectives. The first approach is
often considered synonymous to cross-cultural management itself, as it addresses sociological
and psychological differences between employees coming from diverse backgrounds (Bird &
Mendenhall, 2016). There is a direct link between culture and organisational behaviour
because the former affects both staff members’ actions and the company’s leadership style.
For example, there may be significant differences in how employees coming from the United
Kingdom and those living in Japan handle stressful situations or approach conversations
because these cultures have developed according to different dimensions. This issue implies
that cross-cultural management should aim at teaching employees how to minimize
challenges posed by differences in their perspectives and benefit from diversity.
The second approach to cross-cultural management is an intercultural one, which is different
from the comparative one. This approach is focused on how individuals coming from various
cultural backgrounds handle management and leadership practices in general. It uses theories
from the fields of cross-cultural psychology, intercultural communication, and social
psychology (Bird & Mendenhall, 2016). The intercultural aspect of cross-cultural
management is also vital for leaders because it can help them to analyze the potential benefits
and disadvantages of different employees’ approaches to work. From the perspective of
organizational behavior, it means that a company should analyze how its staff members prefer
to interact with others, what communication style they tend to choose, and what leadership
style they respond to positively.
One may think that globalization has led to challenges in the workplace due to the increased
lack of communication and understanding between employees; however, it is not true. It is
vital to note that ensuring diversity in the workplace is crucial because it can improve
decision-making processes, enhance the talent pool, and contribute to a wider customer base
(Guillaume et al., 2017). At the same time, the positive impact of diversity can only be
present as a result of effective cross-cultural management because companies should work on
fostering positive interactions between individuals coming from different backgrounds.
Otherwise, differences in cultural backgrounds among staff members can lead to decreased
job performance, increased number of conflicts, and lower employee morale (Guillaume et
al., 2017). As a result, organizational behavior should be designed to mitigate possible
challenges associated with culture and ensure that diversity in the workplace is beneficial for
its operations.
In summary, it is possible to say that organizational behavior should be designed according to
the needs of cross-cultural teams and the traits of particular individuals. Companies can
implement the strategies of so-called servant leadership, which implies the establishment of
an environment in which all employees can feel accepted regardless of their failures and be
confident in their actions (Seto & Sarros, 2016). This type of leadership is focused on
employees’ interests while also encouraging them to show concern about the company’s
operations. Seto and Sarros report that servant leaders should have a desire and an ability to
motivate the members of cross-cultural teams, enhance their self-esteem, and put the
organization’s needs above their own. Moreover, they should offer hope and guidance to the
employees, which is particularly significant as many of them may experience challenges
while working in a diverse environment. Such an approach to leadership can enhance
organizational behavior as well, establishing quality working relationships between the teams
and their superiors.
Significance of Cross-Cultural Management
Both cross-cultural and international management are vital for ensuring excellent
organizational performance. One of the primary causes of it is the fact that globalization has
led to significant changes in the way companies should handle their operations. As many
firms start to work with foreign partners, they should be aware of the possible differences in
other enterprises’ approaches to business. It means that it is vital for businesses to have a high
level of cultural awareness. In some countries, such as the USA, employers may need to have
even greater cross-cultural sensitivity due to a high level of diversity in the nation’s
population (United States Census Bureau, 2017). Thus, cross-cultural management measures
within an organization are a necessity.
Existing literature in the field shows that paying attention to cultural values employees have
and managing diversity in the workplace can improve organizational culture and behavior
significantly, which, in turn, can lead to increased employee commitment and loyalty (Hock,
Clauss & Schulz, 2016). Cross-cultural management should promote open communication,
ensure strong and trust-based relationships between staff members, and minimize the adverse
effects of diversity. For example, Ghodrati, Joorabchi, and Muati report that increased
diversity in the workplace has led to the expansion of discrimination. Effective cross-cultural
management measures should be designed to eliminate the impact of this issue because
employees’ well-being is crucial for the development of organizations (Zheng et al., 2015).
Thus, it is vital to implement effective cross-cultural management principles to minimize
possible problematic issues.
It is crucial to add that cross-cultural management can enhance employees’ affective
commitment, too. Ashikali and Groeneveld report that this type of commitment not only
motivates an employee to work harder and be loyal to an organization but also to have an
emotional bond with the company. As a result, members of cross-cultural teams may feel
more involved in the firm’s operations and be more willing to work towards its goals
(Ashikali & Groeneveld, 2015). Affective commitment can be considered a result of effective
diversity management because it can help employers to attract and retain individuals coming
from various cultural backgrounds. Thus, it is possible to say that effective cross-cultural
management measures are beneficial to both companies and employees.
Culture and Management
Addressing culture and its aspects can be considered one of the most significant tasks of
organizational management. Managers’ leadership style can affect the way employees
perceive their working environment and conditions, as well as their performance in general
(Ashikali & Groeneveld 2015). One of the most appropriate and effective leadership styles
for working with cross-cultural teams is the transformational one. Such an approach is
designed to foster social exchange between team members and align their goals with
organizational culture. This style of management focuses on employee motivation and
considers each employee individually (Ashikali & Groeneveld 2015). From the perspective of
encouraging diversity in the workplace and paying attention to culture, the principles of
transformational leadership reveal the relations between culture and the field of management,
as well as organizational behavior. The last point will be discussed in detail in the following
section of the paper.
It is crucial to add that the issues of management are also related to culture because
addressing diversity in the workplace can be one of the most significant tasks of leadership
staff in the globalized world. The reason for it is that companies need to improve their
performance continuously, which can be achieved through effective diversity management
and the increase in employees’ commitment (Ashikali & Groeneveld 2015). Moreover,
management personnel should address the social and psychological aspects of employees’
behaviors and attitudes, which can also be affected by culture.
International Management: Discussion
In the era of globalization, international management is also a significant contributor to
companies’ success, although it is different from a cross-cultural one. As mentioned above,
international management focuses on external challenges for the company’s operations that
globalization causes, including the need to communicate with partners of various cultural
backgrounds. Leadership staff must understand not only how to handle diverse staff groups
within their workplace but also how to interact with global partners from the perspectives of
business operations and finances. Leaders should be aware of existing regulations and non-
spoken rules to avoid possible mistakes and misunderstandings. In addition, they should
understand public policies and provisions, tax systems, economic structures, and social
structures of other countries (Ollier-Malaterre & Foucreault, 2017).
It is possible to say that companies cannot perform effective international management if they
are not able to implement appropriate cross-cultural approaches within their structures. The
reason for it is that working with foreign partners requires an understanding of the
significance and role of culture, as well as its effects on individuals’ values, beliefs, and
attitudes. Companies’ cross-cultural management should address the same issues to be
effective.
Cross-Cultural Management: Link Between Culture and Organisational Behaviour
Cross-cultural management can be referred to as the leaders’ ability to establish trust-based
and respectful relationships among team members. It may be a challenging task due to the
reasons presented above, such as differences in views regarding work-related issues, gender
roles, and communication. Cross-cultural management within an organisation can be
performed with reference to comparative and international perspectives. The first approach is
often considered synonymous to cross-cultural management itself, as it addresses sociological
and psychological differences between employees coming from diverse backgrounds (Bird &
Mendenhall, 2016). There is a direct link between culture and organisational behaviour
because the former affects both staff members’ actions and the company’s leadership style.
For example, there may be significant differences in how employees coming from the United
Kingdom and those living in Japan handle stressful situations or approach conversations
because these cultures have developed according to different dimensions. This issue implies
that cross-cultural management should aim at teaching employees how to minimize
challenges posed by differences in their perspectives and benefit from diversity.
The second approach to cross-cultural management is an intercultural one, which is different
from the comparative one. This approach is focused on how individuals coming from various
cultural backgrounds handle management and leadership practices in general. It uses theories
from the fields of cross-cultural psychology, intercultural communication, and social
psychology (Bird & Mendenhall, 2016). The intercultural aspect of cross-cultural
management is also vital for leaders because it can help them to analyze the potential benefits
and disadvantages of different employees’ approaches to work. From the perspective of
organizational behavior, it means that a company should analyze how its staff members prefer
to interact with others, what communication style they tend to choose, and what leadership
style they respond to positively.
One may think that globalization has led to challenges in the workplace due to the increased
lack of communication and understanding between employees; however, it is not true. It is
vital to note that ensuring diversity in the workplace is crucial because it can improve
decision-making processes, enhance the talent pool, and contribute to a wider customer base
(Guillaume et al., 2017). At the same time, the positive impact of diversity can only be
present as a result of effective cross-cultural management because companies should work on
fostering positive interactions between individuals coming from different backgrounds.
Otherwise, differences in cultural backgrounds among staff members can lead to decreased
job performance, increased number of conflicts, and lower employee morale (Guillaume et
al., 2017). As a result, organizational behavior should be designed to mitigate possible
challenges associated with culture and ensure that diversity in the workplace is beneficial for
its operations.
In summary, it is possible to say that organizational behavior should be designed according to
the needs of cross-cultural teams and the traits of particular individuals. Companies can
implement the strategies of so-called servant leadership, which implies the establishment of
an environment in which all employees can feel accepted regardless of their failures and be
confident in their actions (Seto & Sarros, 2016). This type of leadership is focused on
employees’ interests while also encouraging them to show concern about the company’s
operations. Seto and Sarros report that servant leaders should have a desire and an ability to
motivate the members of cross-cultural teams, enhance their self-esteem, and put the
organization’s needs above their own. Moreover, they should offer hope and guidance to the
employees, which is particularly significant as many of them may experience challenges
while working in a diverse environment. Such an approach to leadership can enhance
organizational behavior as well, establishing quality working relationships between the teams
and their superiors.
Significance of Cross-Cultural Management
Both cross-cultural and international management are vital for ensuring excellent
organizational performance. One of the primary causes of it is the fact that globalization has
led to significant changes in the way companies should handle their operations. As many
firms start to work with foreign partners, they should be aware of the possible differences in
other enterprises’ approaches to business. It means that it is vital for businesses to have a high
level of cultural awareness. In some countries, such as the USA, employers may need to have
even greater cross-cultural sensitivity due to a high level of diversity in the nation’s
population (United States Census Bureau, 2017). Thus, cross-cultural management measures
within an organization are a necessity.
Existing literature in the field shows that paying attention to cultural values employees have
and managing diversity in the workplace can improve organizational culture and behavior
significantly, which, in turn, can lead to increased employee commitment and loyalty (Hock,
Clauss & Schulz, 2016). Cross-cultural management should promote open communication,
ensure strong and trust-based relationships between staff members, and minimize the adverse
effects of diversity. For example, Ghodrati, Joorabchi, and Muati report that increased
diversity in the workplace has led to the expansion of discrimination. Effective cross-cultural
management measures should be designed to eliminate the impact of this issue because
employees’ well-being is crucial for the development of organizations (Zheng et al., 2015).
Thus, it is vital to implement effective cross-cultural management principles to minimize
possible problematic issues.
It is crucial to add that cross-cultural management can enhance employees’ affective
commitment, too. Ashikali and Groeneveld report that this type of commitment not only
motivates an employee to work harder and be loyal to an organization but also to have an
emotional bond with the company. As a result, members of cross-cultural teams may feel
more involved in the firm’s operations and be more willing to work towards its goals
(Ashikali & Groeneveld, 2015). Affective commitment can be considered a result of effective
diversity management because it can help employers to attract and retain individuals coming
from various cultural backgrounds. Thus, it is possible to say that effective cross-cultural
management measures are beneficial to both companies and employees.
Culture and Management
Addressing culture and its aspects can be considered one of the most significant tasks of
organizational management. Managers’ leadership style can affect the way employees
perceive their working environment and conditions, as well as their performance in general
(Ashikali & Groeneveld 2015). One of the most appropriate and effective leadership styles
for working with cross-cultural teams is the transformational one. Such an approach is
designed to foster social exchange between team members and align their goals with
organizational culture. This style of management focuses on employee motivation and
considers each employee individually (Ashikali & Groeneveld 2015). From the perspective of
encouraging diversity in the workplace and paying attention to culture, the principles of
transformational leadership reveal the relations between culture and the field of management,
as well as organizational behavior. The last point will be discussed in detail in the following
section of the paper.
It is crucial to add that the issues of management are also related to culture because
addressing diversity in the workplace can be one of the most significant tasks of leadership
staff in the globalized world. The reason for it is that companies need to improve their
performance continuously, which can be achieved through effective diversity management
and the increase in employees’ commitment (Ashikali & Groeneveld 2015). Moreover,
management personnel should address the social and psychological aspects of employees’
behaviors and attitudes, which can also be affected by culture.
International Management: Discussion
In the era of globalization, international management is also a significant contributor to
companies’ success, although it is different from a cross-cultural one. As mentioned above,
international management focuses on external challenges for the company’s operations that
globalization causes, including the need to communicate with partners of various cultural
backgrounds. Leadership staff must understand not only how to handle diverse staff groups
within their workplace but also how to interact with global partners from the perspectives of
business operations and finances. Leaders should be aware of existing regulations and non-
spoken rules to avoid possible mistakes and misunderstandings. In addition, they should
understand public policies and provisions, tax systems, economic structures, and social
structures of other countries (Ollier-Malaterre & Foucreault, 2017).
It is possible to say that companies cannot perform effective international management if they
are not able to implement appropriate cross-cultural approaches within their structures. The
reason for it is that working with foreign partners requires an understanding of the
significance and role of culture, as well as its effects on individuals’ values, beliefs, and
attitudes. Companies’ cross-cultural management should address the same issues to be
effective.
Cross-Cultural Management: Link Between Culture and Organisational Behaviour
Cross-cultural management can be referred to as the leaders’ ability to establish trust-based
and respectful relationships among team members. It may be a challenging task due to the
reasons presented above, such as differences in views regarding work-related issues, gender
roles, and communication. Cross-cultural management within an organisation can be
performed with reference to comparative and international perspectives. The first approach is
often considered synonymous to cross-cultural management itself, as it addresses sociological
and psychological differences between employees coming from diverse backgrounds (Bird &
Mendenhall, 2016). There is a direct link between culture and organisational behaviour
because the former affects both staff members’ actions and the company’s leadership style.
For example, there may be significant differences in how employees coming from the United
Kingdom and those living in Japan handle stressful situations or approach conversations
because these cultures have developed according to different dimensions. This issue implies
that cross-cultural management should aim at teaching employees how to minimize
challenges posed by differences in their perspectives and benefit from diversity.
The second approach to cross-cultural management is an intercultural one, which is different
from the comparative one. This approach is focused on how individuals coming from various
cultural backgrounds handle management and leadership practices in general. It uses theories
from the fields of cross-cultural psychology, intercultural communication, and social
psychology (Bird & Mendenhall, 2016). The intercultural aspect of cross-cultural
management is also vital for leaders because it can help them to analyze the potential benefits
and disadvantages of different employees’ approaches to work. From the perspective of
organizational behavior, it means that a company should analyze how its staff members prefer
to interact with others, what communication style they tend to choose, and what leadership
style they respond to positively.
One may think that globalization has led to challenges in the workplace due to the increased
lack of communication and understanding between employees; however, it is not true. It is
vital to note that ensuring diversity in the workplace is crucial because it can improve
decision-making processes, enhance the talent pool, and contribute to a wider customer base
(Guillaume et al., 2017). At the same time, the positive impact of diversity can only be
present as a result of effective cross-cultural management because companies should work on
fostering positive interactions between individuals coming from different backgrounds.
Otherwise, differences in cultural backgrounds among staff members can lead to decreased
job performance, increased number of conflicts, and lower employee morale (Guillaume et
al., 2017). As a result, organizational behavior should be designed to mitigate possible
challenges associated with culture and ensure that diversity in the workplace is beneficial for
its operations.
In summary, it is possible to say that organizational behavior should be designed according to
the needs of cross-cultural teams and the traits of particular individuals. Companies can
implement the strategies of so-called servant leadership, which implies the establishment of
an environment in which all employees can feel accepted regardless of their failures and be
confident in their actions (Seto & Sarros, 2016). This type of leadership is focused on
employees’ interests while also encouraging them to show concern about the company’s
operations. Seto and Sarros report that servant leaders should have a desire and an ability to
motivate the members of cross-cultural teams, enhance their self-esteem, and put the
organization’s needs above their own. Moreover, they should offer hope and guidance to the
employees, which is particularly significant as many of them may experience challenges
while working in a diverse environment. Such an approach to leadership can enhance
organizational behavior as well, establishing quality working relationships between the teams
and their superiors.
Significance of Cross-Cultural Management
Both cross-cultural and international management are vital for ensuring excellent
organizational performance. One of the primary causes of it is the fact that globalization has
led to significant changes in the way companies should handle their operations. As many
firms start to work with foreign partners, they should be aware of the possible differences in
other enterprises’ approaches to business. It means that it is vital for businesses to have a high
level of cultural awareness. In some countries, such as the USA, employers may need to have
even greater cross-cultural sensitivity due to a high level of diversity in the nation’s
population (United States Census Bureau, 2017). Thus, cross-cultural management measures
within an organization are a necessity.
Existing literature in the field shows that paying attention to cultural values employees have
and managing diversity in the workplace can improve organizational culture and behavior
significantly, which, in turn, can lead to increased employee commitment and loyalty (Hock,
Clauss & Schulz, 2016). Cross-cultural management should promote open communication,
ensure strong and trust-based relationships between staff members, and minimize the adverse
effects of diversity. For example, Ghodrati, Joorabchi, and Muati report that increased
diversity in the workplace has led to the expansion of discrimination. Effective cross-cultural
management measures should be designed to eliminate the impact of this issue because
employees’ well-being is crucial for the development of organizations (Zheng et al., 2015).
Thus, it is vital to implement effective cross-cultural management principles to minimize
possible problematic issues.
It is crucial to add that cross-cultural management can enhance employees’ affective
commitment, too. Ashikali and Groeneveld report that this type of commitment not only
motivates an employee to work harder and be loyal to an organization but also to have an
emotional bond with the company. As a result, members of cross-cultural teams may feel
more involved in the firm’s operations and be more willing to work towards its goals
(Ashikali & Groeneveld, 2015). Affective commitment can be considered a result of effective
diversity management because it can help employers to attract and retain individuals coming
from various cultural backgrounds. Thus, it is possible to say that effective cross-cultural
management measures are beneficial to both companies and employees.
Culture and Management
Addressing culture and its aspects can be considered one of the most significant tasks of
organizational management. Managers’ leadership style can affect the way employees
perceive their working environment and conditions, as well as their performance in general
(Ashikali & Groeneveld 2015). One of the most appropriate and effective leadership styles
for working with cross-cultural teams is the transformational one. Such an approach is
designed to foster social exchange between team members and align their goals with
organizational culture. This style of management focuses on employee motivation and
considers each employee individually (Ashikali & Groeneveld 2015). From the perspective of
encouraging diversity in the workplace and paying attention to culture, the principles of
transformational leadership reveal the relations between culture and the field of management,
as well as organizational behavior. The last point will be discussed in detail in the following
section of the paper.
It is crucial to add that the issues of management are also related to culture because
addressing diversity in the workplace can be one of the most significant tasks of leadership
staff in the globalized world. The reason for it is that companies need to improve their
performance continuously, which can be achieved through effective diversity management
and the increase in employees’ commitment (Ashikali & Groeneveld 2015). Moreover,
management personnel should address the social and psychological aspects of employees’
behaviors and attitudes, which can also be affected by culture.
International Management: Discussion
In the era of globalization, international management is also a significant contributor to
companies’ success, although it is different from a cross-cultural one. As mentioned above,
international management focuses on external challenges for the company’s operations that
globalization causes, including the need to communicate with partners of various cultural
backgrounds. Leadership staff must understand not only how to handle diverse staff groups
within their workplace but also how to interact with global partners from the perspectives of
business operations and finances. Leaders should be aware of existing regulations and non-
spoken rules to avoid possible mistakes and misunderstandings. In addition, they should
understand public policies and provisions, tax systems, economic structures, and social
structures of other countries (Ollier-Malaterre & Foucreault, 2017).
It is possible to say that companies cannot perform effective international management if they
are not able to implement appropriate cross-cultural approaches within their structures. The
reason for it is that working with foreign partners requires an understanding of the
significance and role of culture, as well as its effects on individuals’ values, beliefs, and
attitudes. Companies’ cross-cultural management should address the same issues to be
effective.
Cross-Cultural Management: Link Between Culture and Organisational Behaviour
Cross-cultural management can be referred to as the leaders’ ability to establish trust-based
and respectful relationships among team members. It may be a challenging task due to the
reasons presented above, such as differences in views regarding work-related issues, gender
roles, and communication. Cross-cultural management within an organisation can be
performed with reference to comparative and international perspectives. The first approach is
often considered synonymous to cross-cultural management itself, as it addresses sociological
and psychological differences between employees coming from diverse backgrounds (Bird &
Mendenhall, 2016). There is a direct link between culture and organisational behaviour
because the former affects both staff members’ actions and the company’s leadership style.
For example, there may be significant differences in how employees coming from the United
Kingdom and those living in Japan handle stressful situations or approach conversations
because these cultures have developed according to different dimensions. This issue implies
that cross-cultural management should aim at teaching employees how to minimize
challenges posed by differences in their perspectives and benefit from diversity.
The second approach to cross-cultural management is an intercultural one, which is different
from the comparative one. This approach is focused on how individuals coming from various
cultural backgrounds handle management and leadership practices in general. It uses theories
from the fields of cross-cultural psychology, intercultural communication, and social
psychology (Bird & Mendenhall, 2016). The intercultural aspect of cross-cultural
management is also vital for leaders because it can help them to analyze the potential benefits
and disadvantages of different employees’ approaches to work. From the perspective of
organizational behavior, it means that a company should analyze how its staff members prefer
to interact with others, what communication style they tend to choose, and what leadership
style they respond to positively.
One may think that globalization has led to challenges in the workplace due to the increased
lack of communication and understanding between employees; however, it is not true. It is
vital to note that ensuring diversity in the workplace is crucial because it can improve
decision-making processes, enhance the talent pool, and contribute to a wider customer base
(Guillaume et al., 2017). At the same time, the positive impact of diversity can only be
present as a result of effective cross-cultural management because companies should work on
fostering positive interactions between individuals coming from different backgrounds.
Otherwise, differences in cultural backgrounds among staff members can lead to decreased
job performance, increased number of conflicts, and lower employee morale (Guillaume et
al., 2017). As a result, organizational behavior should be designed to mitigate possible
challenges associated with culture and ensure that diversity in the workplace is beneficial for
its operations.
In summary, it is possible to say that organizational behavior should be designed according to
the needs of cross-cultural teams and the traits of particular individuals. Companies can
implement the strategies of so-called servant leadership, which implies the establishment of
an environment in which all employees can feel accepted regardless of their failures and be
confident in their actions (Seto & Sarros, 2016). This type of leadership is focused on
employees’ interests while also encouraging them to show concern about the company’s
operations. Seto and Sarros report that servant leaders should have a desire and an ability to
motivate the members of cross-cultural teams, enhance their self-esteem, and put the
organization’s needs above their own. Moreover, they should offer hope and guidance to the
employees, which is particularly significant as many of them may experience challenges
while working in a diverse environment. Such an approach to leadership can enhance
organizational behavior as well, establishing quality working relationships between the teams
and their superiors.
Significance of Cross-Cultural Management
Both cross-cultural and international management are vital for ensuring excellent
organizational performance. One of the primary causes of it is the fact that globalization has
led to significant changes in the way companies should handle their operations. As many
firms start to work with foreign partners, they should be aware of the possible differences in
other enterprises’ approaches to business. It means that it is vital for businesses to have a high
level of cultural awareness. In some countries, such as the USA, employers may need to have
even greater cross-cultural sensitivity due to a high level of diversity in the nation’s
population (United States Census Bureau, 2017). Thus, cross-cultural management measures
within an organization are a necessity.
Existing literature in the field shows that paying attention to cultural values employees have
and managing diversity in the workplace can improve organizational culture and behavior
significantly, which, in turn, can lead to increased employee commitment and loyalty (Hock,
Clauss & Schulz, 2016). Cross-cultural management should promote open communication,
ensure strong and trust-based relationships between staff members, and minimize the adverse
effects of diversity. For example, Ghodrati, Joorabchi, and Muati report that increased
diversity in the workplace has led to the expansion of discrimination. Effective cross-cultural
management measures should be designed to eliminate the impact of this issue because
employees’ well-being is crucial for the development of organizations (Zheng et al., 2015).
Thus, it is vital to implement effective cross-cultural management principles to minimize
possible problematic issues.
It is crucial to add that cross-cultural management can enhance employees’ affective
commitment, too. Ashikali and Groeneveld report that this type of commitment not only
motivates an employee to work harder and be loyal to an organization but also to have an
emotional bond with the company. As a result, members of cross-cultural teams may feel
more involved in the firm’s operations and be more willing to work towards its goals
(Ashikali & Groeneveld, 2015). Affective commitment can be considered a result of effective
diversity management because it can help employers to attract and retain individuals coming
from various cultural backgrounds. Thus, it is possible to say that effective cross-cultural
management measures are beneficial to both companies and employees.
Culture and Management
Addressing culture and its aspects can be considered one of the most significant tasks of
organizational management. Managers’ leadership style can affect the way employees
perceive their working environment and conditions, as well as their performance in general
(Ashikali & Groeneveld 2015). One of the most appropriate and effective leadership styles
for working with cross-cultural teams is the transformational one. Such an approach is
designed to foster social exchange between team members and align their goals with
organizational culture. This style of management focuses on employee motivation and
considers each employee individually (Ashikali & Groeneveld 2015). From the perspective of
encouraging diversity in the workplace and paying attention to culture, the principles of
transformational leadership reveal the relations between culture and the field of management,
as well as organizational behavior. The last point will be discussed in detail in the following
section of the paper.
It is crucial to add that the issues of management are also related to culture because
addressing diversity in the workplace can be one of the most significant tasks of leadership
staff in the globalized world. The reason for it is that companies need to improve their
performance continuously, which can be achieved through effective diversity management
and the increase in employees’ commitment (Ashikali & Groeneveld 2015). Moreover,
management personnel should address the social and psychological aspects of employees’
behaviors and attitudes, which can also be affected by culture.
International Management: Discussion
In the era of globalization, international management is also a significant contributor to
companies’ success, although it is different from a cross-cultural one. As mentioned above,
international management focuses on external challenges for the company’s operations that
globalization causes, including the need to communicate with partners of various cultural
backgrounds. Leadership staff must understand not only how to handle diverse staff groups
within their workplace but also how to interact with global partners from the perspectives of
business operations and finances. Leaders should be aware of existing regulations and non-
spoken rules to avoid possible mistakes and misunderstandings. In addition, they should
understand public policies and provisions, tax systems, economic structures, and social
structures of other countries (Ollier-Malaterre & Foucreault, 2017).
It is possible to say that companies cannot perform effective international management if they
are not able to implement appropriate cross-cultural approaches within their structures. The
reason for it is that working with foreign partners requires an understanding of the
significance and role of culture, as well as its effects on individuals’ values, beliefs, and
attitudes. Companies’ cross-cultural management should address the same issues to be
effective.
Cross-Cultural Management: Link Between Culture and Organisational Behaviour
Cross-cultural management can be referred to as the leaders’ ability to establish trust-based
and respectful relationships among team members. It may be a challenging task due to the
reasons presented above, such as differences in views regarding work-related issues, gender
roles, and communication. Cross-cultural management within an organisation can be
performed with reference to comparative and international perspectives. The first approach is
often considered synonymous to cross-cultural management itself, as it addresses sociological
and psychological differences between employees coming from diverse backgrounds (Bird &
Mendenhall, 2016). There is a direct link between culture and organisational behaviour
because the former affects both staff members’ actions and the company’s leadership style.
For example, there may be significant differences in how employees coming from the United
Kingdom and those living in Japan handle stressful situations or approach conversations
because these cultures have developed according to different dimensions. This issue implies
that cross-cultural management should aim at teaching employees how to minimize
challenges posed by differences in their perspectives and benefit from diversity.
The second approach to cross-cultural management is an intercultural one, which is different
from the comparative one. This approach is focused on how individuals coming from various
cultural backgrounds handle management and leadership practices in general. It uses theories
from the fields of cross-cultural psychology, intercultural communication, and social
psychology (Bird & Mendenhall, 2016). The intercultural aspect of cross-cultural
management is also vital for leaders because it can help them to analyze the potential benefits
and disadvantages of different employees’ approaches to work. From the perspective of
organizational behavior, it means that a company should analyze how its staff members prefer
to interact with others, what communication style they tend to choose, and what leadership
style they respond to positively.
One may think that globalization has led to challenges in the workplace due to the increased
lack of communication and understanding between employees; however, it is not true. It is
vital to note that ensuring diversity in the workplace is crucial because it can improve
decision-making processes, enhance the talent pool, and contribute to a wider customer base
(Guillaume et al., 2017). At the same time, the positive impact of diversity can only be
present as a result of effective cross-cultural management because companies should work on
fostering positive interactions between individuals coming from different backgrounds.
Otherwise, differences in cultural backgrounds among staff members can lead to decreased
job performance, increased number of conflicts, and lower employee morale (Guillaume et
al., 2017). As a result, organizational behavior should be designed to mitigate possible
challenges associated with culture and ensure that diversity in the workplace is beneficial for
its operations.
In summary, it is possible to say that organizational behavior should be designed according to
the needs of cross-cultural teams and the traits of particular individuals. Companies can
implement the strategies of so-called servant leadership, which implies the establishment of
an environment in which all employees can feel accepted regardless of their failures and be
confident in their actions (Seto & Sarros, 2016). This type of leadership is focused on
employees’ interests while also encouraging them to show concern about the company’s
operations. Seto and Sarros report that servant leaders should have a desire and an ability to
motivate the members of cross-cultural teams, enhance their self-esteem, and put the
organization’s needs above their own. Moreover, they should offer hope and guidance to the
employees, which is particularly significant as many of them may experience challenges
while working in a diverse environment. Such an approach to leadership can enhance
organizational behavior as well, establishing quality working relationships between the teams
and their superiors.
Significance of Cross-Cultural Management
Both cross-cultural and international management are vital for ensuring excellent
organizational performance. One of the primary causes of it is the fact that globalization has
led to significant changes in the way companies should handle their operations. As many
firms start to work with foreign partners, they should be aware of the possible differences in
other enterprises’ approaches to business. It means that it is vital for businesses to have a high
level of cultural awareness. In some countries, such as the USA, employers may need to have
even greater cross-cultural sensitivity due to a high level of diversity in the nation’s
population (United States Census Bureau, 2017). Thus, cross-cultural management measures
within an organization are a necessity.
Existing literature in the field shows that paying attention to cultural values employees have
and managing diversity in the workplace can improve organizational culture and behavior
significantly, which, in turn, can lead to increased employee commitment and loyalty (Hock,
Clauss & Schulz, 2016). Cross-cultural management should promote open communication,
ensure strong and trust-based relationships between staff members, and minimize the adverse
effects of diversity. For example, Ghodrati, Joorabchi, and Muati report that increased
diversity in the workplace has led to the expansion of discrimination. Effective cross-cultural
management measures should be designed to eliminate the impact of this issue because
employees’ well-being is crucial for the development of organizations (Zheng et al., 2015).
Thus, it is vital to implement effective cross-cultural management principles to minimize
possible problematic issues.
It is crucial to add that cross-cultural management can enhance employees’ affective
commitment, too. Ashikali and Groeneveld report that this type of commitment not only
motivates an employee to work harder and be loyal to an organization but also to have an
emotional bond with the company. As a result, members of cross-cultural teams may feel
more involved in the firm’s operations and be more willing to work towards its goals
(Ashikali & Groeneveld, 2015). Affective commitment can be considered a result of effective
diversity management because it can help employers to attract and retain individuals coming
from various cultural backgrounds. Thus, it is possible to say that effective cross-cultural
management measures are beneficial to both companies and employees.
Culture and Management
Addressing culture and its aspects can be considered one of the most significant tasks of
organizational management. Managers’ leadership style can affect the way employees
perceive their working environment and conditions, as well as their performance in general
(Ashikali & Groeneveld 2015). One of the most appropriate and effective leadership styles
for working with cross-cultural teams is the transformational one. Such an approach is
designed to foster social exchange between team members and align their goals with
organizational culture. This style of management focuses on employee motivation and
considers each employee individually (Ashikali & Groeneveld 2015). From the perspective of
encouraging diversity in the workplace and paying attention to culture, the principles of
transformational leadership reveal the relations between culture and the field of management,
as well as organizational behavior. The last point will be discussed in detail in the following
section of the paper.
It is crucial to add that the issues of management are also related to culture because
addressing diversity in the workplace can be one of the most significant tasks of leadership
staff in the globalized world. The reason for it is that companies need to improve their
performance continuously, which can be achieved through effective diversity management
and the increase in employees’ commitment (Ashikali & Groeneveld 2015). Moreover,
management personnel should address the social and psychological aspects of employees’
behaviors and attitudes, which can also be affected by culture.
International Management: Discussion
In the era of globalization, international management is also a significant contributor to
companies’ success, although it is different from a cross-cultural one. As mentioned above,
international management focuses on external challenges for the company’s operations that
globalization causes, including the need to communicate with partners of various cultural
backgrounds. Leadership staff must understand not only how to handle diverse staff groups
within their workplace but also how to interact with global partners from the perspectives of
business operations and finances. Leaders should be aware of existing regulations and non-
spoken rules to avoid possible mistakes and misunderstandings. In addition, they should
understand public policies and provisions, tax systems, economic structures, and social
structures of other countries (Ollier-Malaterre & Foucreault, 2017).
It is possible to say that companies cannot perform effective international management if they
are not able to implement appropriate cross-cultural approaches within their structures. The
reason for it is that working with foreign partners requires an understanding of the
significance and role of culture, as well as its effects on individuals’ values, beliefs, and
attitudes. Companies’ cross-cultural management should address the same issues to be
effective.
Cross-Cultural Management: Link Between Culture and Organisational Behaviour
Cross-cultural management can be referred to as the leaders’ ability to establish trust-based
and respectful relationships among team members. It may be a challenging task due to the
reasons presented above, such as differences in views regarding work-related issues, gender
roles, and communication. Cross-cultural management within an organisation can be
performed with reference to comparative and international perspectives. The first approach is
often considered synonymous to cross-cultural management itself, as it addresses sociological
and psychological differences between employees coming from diverse backgrounds (Bird &
Mendenhall, 2016). There is a direct link between culture and organisational behaviour
because the former affects both staff members’ actions and the company’s leadership style.
For example, there may be significant differences in how employees coming from the United
Kingdom and those living in Japan handle stressful situations or approach conversations
because these cultures have developed according to different dimensions. This issue implies
that cross-cultural management should aim at teaching employees how to minimize
challenges posed by differences in their perspectives and benefit from diversity.
The second approach to cross-cultural management is an intercultural one, which is different
from the comparative one. This approach is focused on how individuals coming from various
cultural backgrounds handle management and leadership practices in general. It uses theories
from the fields of cross-cultural psychology, intercultural communication, and social
psychology (Bird & Mendenhall, 2016). The intercultural aspect of cross-cultural
management is also vital for leaders because it can help them to analyze the potential benefits
and disadvantages of different employees’ approaches to work. From the perspective of
organizational behavior, it means that a company should analyze how its staff members prefer
to interact with others, what communication style they tend to choose, and what leadership
style they respond to positively.
One may think that globalization has led to challenges in the workplace due to the increased
lack of communication and understanding between employees; however, it is not true. It is
vital to note that ensuring diversity in the workplace is crucial because it can improve
decision-making processes, enhance the talent pool, and contribute to a wider customer base
(Guillaume et al., 2017). At the same time, the positive impact of diversity can only be
present as a result of effective cross-cultural management because companies should work on
fostering positive interactions between individuals coming from different backgrounds.
Otherwise, differences in cultural backgrounds among staff members can lead to decreased
job performance, increased number of conflicts, and lower employee morale (Guillaume et
al., 2017). As a result, organizational behavior should be designed to mitigate possible
challenges associated with culture and ensure that diversity in the workplace is beneficial for
its operations.
In summary, it is possible to say that organizational behavior should be designed according to
the needs of cross-cultural teams and the traits of particular individuals. Companies can
implement the strategies of so-called servant leadership, which implies the establishment of
an environment in which all employees can feel accepted regardless of their failures and be
confident in their actions (Seto & Sarros, 2016). This type of leadership is focused on
employees’ interests while also encouraging them to show concern about the company’s
operations. Seto and Sarros report that servant leaders should have a desire and an ability to
motivate the members of cross-cultural teams, enhance their self-esteem, and put the
organization’s needs above their own. Moreover, they should offer hope and guidance to the
employees, which is particularly significant as many of them may experience challenges
while working in a diverse environment. Such an approach to leadership can enhance
organizational behavior as well, establishing quality working relationships between the teams
and their superiors.
Significance of Cross-Cultural Management
Both cross-cultural and international management are vital for ensuring excellent
organizational performance. One of the primary causes of it is the fact that globalization has
led to significant changes in the way companies should handle their operations. As many
firms start to work with foreign partners, they should be aware of the possible differences in
other enterprises’ approaches to business. It means that it is vital for businesses to have a high
level of cultural awareness. In some countries, such as the USA, employers may need to have
even greater cross-cultural sensitivity due to a high level of diversity in the nation’s
population (United States Census Bureau, 2017). Thus, cross-cultural management measures
within an organization are a necessity.
Existing literature in the field shows that paying attention to cultural values employees have
and managing diversity in the workplace can improve organizational culture and behavior
significantly, which, in turn, can lead to increased employee commitment and loyalty (Hock,
Clauss & Schulz, 2016). Cross-cultural management should promote open communication,
ensure strong and trust-based relationships between staff members, and minimize the adverse
effects of diversity. For example, Ghodrati, Joorabchi, and Muati report that increased
diversity in the workplace has led to the expansion of discrimination. Effective cross-cultural
management measures should be designed to eliminate the impact of this issue because
employees’ well-being is crucial for the development of organizations (Zheng et al., 2015).
Thus, it is vital to implement effective cross-cultural management principles to minimize
possible problematic issues.
It is crucial to add that cross-cultural management can enhance employees’ affective
commitment, too. Ashikali and Groeneveld report that this type of commitment not only
motivates an employee to work harder and be loyal to an organization but also to have an
emotional bond with the company. As a result, members of cross-cultural teams may feel
more involved in the firm’s operations and be more willing to work towards its goals
(Ashikali & Groeneveld, 2015). Affective commitment can be considered a result of effective
diversity management because it can help employers to attract and retain individuals coming
from various cultural backgrounds. Thus, it is possible to say that effective cross-cultural
management measures are beneficial to both companies and employees.
Culture and Management
Addressing culture and its aspects can be considered one of the most significant tasks of
organizational management. Managers’ leadership style can affect the way employees
perceive their working environment and conditions, as well as their performance in general
(Ashikali & Groeneveld 2015). One of the most appropriate and effective leadership styles
for working with cross-cultural teams is the transformational one. Such an approach is
designed to foster social exchange between team members and align their goals with
organizational culture. This style of management focuses on employee motivation and
considers each employee individually (Ashikali & Groeneveld 2015). From the perspective of
encouraging diversity in the workplace and paying attention to culture, the principles of
transformational leadership reveal the relations between culture and the field of management,
as well as organizational behavior. The last point will be discussed in detail in the following
section of the paper.
It is crucial to add that the issues of management are also related to culture because
addressing diversity in the workplace can be one of the most significant tasks of leadership
staff in the globalized world. The reason for it is that companies need to improve their
performance continuously, which can be achieved through effective diversity management
and the increase in employees’ commitment (Ashikali & Groeneveld 2015). Moreover,
management personnel should address the social and psychological aspects of employees’
behaviors and attitudes, which can also be affected by culture.
International Management: Discussion
In the era of globalization, international management is also a significant contributor to
companies’ success, although it is different from a cross-cultural one. As mentioned above,
international management focuses on external challenges for the company’s operations that
globalization causes, including the need to communicate with partners of various cultural
backgrounds. Leadership staff must understand not only how to handle diverse staff groups
within their workplace but also how to interact with global partners from the perspectives of
business operations and finances. Leaders should be aware of existing regulations and non-
spoken rules to avoid possible mistakes and misunderstandings. In addition, they should
understand public policies and provisions, tax systems, economic structures, and social
structures of other countries (Ollier-Malaterre & Foucreault, 2017).
It is possible to say that companies cannot perform effective international management if they
are not able to implement appropriate cross-cultural approaches within their structures. The
reason for it is that working with foreign partners requires an understanding of the
significance and role of culture, as well as its effects on individuals’ values, beliefs, and
attitudes. Companies’ cross-cultural management should address the same issues to be
effective.
Cross-Cultural Management: Link Between Culture and Organisational Behaviour
Cross-cultural management can be referred to as the leaders’ ability to establish trust-based
and respectful relationships among team members. It may be a challenging task due to the
reasons presented above, such as differences in views regarding work-related issues, gender
roles, and communication. Cross-cultural management within an organisation can be
performed with reference to comparative and international perspectives. The first approach is
often considered synonymous to cross-cultural management itself, as it addresses sociological
and psychological differences between employees coming from diverse backgrounds (Bird &
Mendenhall, 2016). There is a direct link between culture and organisational behaviour
because the former affects both staff members’ actions and the company’s leadership style.
For example, there may be significant differences in how employees coming from the United
Kingdom and those living in Japan handle stressful situations or approach conversations
because these cultures have developed according to different dimensions. This issue implies
that cross-cultural management should aim at teaching employees how to minimize
challenges posed by differences in their perspectives and benefit from diversity.
The second approach to cross-cultural management is an intercultural one, which is different
from the comparative one. This approach is focused on how individuals coming from various
cultural backgrounds handle management and leadership practices in general. It uses theories
from the fields of cross-cultural psychology, intercultural communication, and social
psychology (Bird & Mendenhall, 2016). The intercultural aspect of cross-cultural
management is also vital for leaders because it can help them to analyze the potential benefits
and disadvantages of different employees’ approaches to work. From the perspective of
organizational behavior, it means that a company should analyze how its staff members prefer
to interact with others, what communication style they tend to choose, and what leadership
style they respond to positively.
One may think that globalization has led to challenges in the workplace due to the increased
lack of communication and understanding between employees; however, it is not true. It is
vital to note that ensuring diversity in the workplace is crucial because it can improve
decision-making processes, enhance the talent pool, and contribute to a wider customer base
(Guillaume et al., 2017). At the same time, the positive impact of diversity can only be
present as a result of effective cross-cultural management because companies should work on
fostering positive interactions between individuals coming from different backgrounds.
Otherwise, differences in cultural backgrounds among staff members can lead to decreased
job performance, increased number of conflicts, and lower employee morale (Guillaume et
al., 2017). As a result, organizational behavior should be designed to mitigate possible
challenges associated with culture and ensure that diversity in the workplace is beneficial for
its operations.
In summary, it is possible to say that organizational behavior should be designed according to
the needs of cross-cultural teams and the traits of particular individuals. Companies can
implement the strategies of so-called servant leadership, which implies the establishment of
an environment in which all employees can feel accepted regardless of their failures and be
confident in their actions (Seto & Sarros, 2016). This type of leadership is focused on
employees’ interests while also encouraging them to show concern about the company’s
operations. Seto and Sarros report that servant leaders should have a desire and an ability to
motivate the members of cross-cultural teams, enhance their self-esteem, and put the
organization’s needs above their own. Moreover, they should offer hope and guidance to the
employees, which is particularly significant as many of them may experience challenges
while working in a diverse environment. Such an approach to leadership can enhance
organizational behavior as well, establishing quality working relationships between the teams
and their superiors.
Significance of Cross-Cultural Management
Both cross-cultural and international management are vital for ensuring excellent
organizational performance. One of the primary causes of it is the fact that globalization has
led to significant changes in the way companies should handle their operations. As many
firms start to work with foreign partners, they should be aware of the possible differences in
other enterprises’ approaches to business. It means that it is vital for businesses to have a high
level of cultural awareness. In some countries, such as the USA, employers may need to have
even greater cross-cultural sensitivity due to a high level of diversity in the nation’s
population (United States Census Bureau, 2017). Thus, cross-cultural management measures
within an organization are a necessity.
Existing literature in the field shows that paying attention to cultural values employees have
and managing diversity in the workplace can improve organizational culture and behavior
significantly, which, in turn, can lead to increased employee commitment and loyalty (Hock,
Clauss & Schulz, 2016). Cross-cultural management should promote open communication,
ensure strong and trust-based relationships between staff members, and minimize the adverse
effects of diversity. For example, Ghodrati, Joorabchi, and Muati report that increased
diversity in the workplace has led to the expansion of discrimination. Effective cross-cultural
management measures should be designed to eliminate the impact of this issue because
employees’ well-being is crucial for the development of organizations (Zheng et al., 2015).
Thus, it is vital to implement effective cross-cultural management principles to minimize
possible problematic issues.
It is crucial to add that cross-cultural management can enhance employees’ affective
commitment, too. Ashikali and Groeneveld report that this type of commitment not only
motivates an employee to work harder and be loyal to an organization but also to have an
emotional bond with the company. As a result, members of cross-cultural teams may feel
more involved in the firm’s operations and be more willing to work towards its goals
(Ashikali & Groeneveld, 2015). Affective commitment can be considered a result of effective
diversity management because it can help employers to attract and retain individuals coming
from various cultural backgrounds. Thus, it is possible to say that effective cross-cultural
management measures are beneficial to both companies and employees.
Culture and Management
Addressing culture and its aspects can be considered one of the most significant tasks of
organizational management. Managers’ leadership style can affect the way employees
perceive their working environment and conditions, as well as their performance in general
(Ashikali & Groeneveld 2015). One of the most appropriate and effective leadership styles
for working with cross-cultural teams is the transformational one. Such an approach is
designed to foster social exchange between team members and align their goals with
organizational culture. This style of management focuses on employee motivation and
considers each employee individually (Ashikali & Groeneveld 2015). From the perspective of
encouraging diversity in the workplace and paying attention to culture, the principles of
transformational leadership reveal the relations between culture and the field of management,
as well as organizational behavior. The last point will be discussed in detail in the following
section of the paper.
It is crucial to add that the issues of management are also related to culture because
addressing diversity in the workplace can be one of the most significant tasks of leadership
staff in the globalized world. The reason for it is that companies need to improve their
performance continuously, which can be achieved through effective diversity management
and the increase in employees’ commitment (Ashikali & Groeneveld 2015). Moreover,
management personnel should address the social and psychological aspects of employees’
behaviors and attitudes, which can also be affected by culture.
International Management: Discussion
In the era of globalization, international management is also a significant contributor to
companies’ success, although it is different from a cross-cultural one. As mentioned above,
international management focuses on external challenges for the company’s operations that
globalization causes, including the need to communicate with partners of various cultural
backgrounds. Leadership staff must understand not only how to handle diverse staff groups
within their workplace but also how to interact with global partners from the perspectives of
business operations and finances. Leaders should be aware of existing regulations and non-
spoken rules to avoid possible mistakes and misunderstandings. In addition, they should
understand public policies and provisions, tax systems, economic structures, and social
structures of other countries (Ollier-Malaterre & Foucreault, 2017).
It is possible to say that companies cannot perform effective international management if they
are not able to implement appropriate cross-cultural approaches within their structures. The
reason for it is that working with foreign partners requires an understanding of the
significance and role of culture, as well as its effects on individuals’ values, beliefs, and
attitudes. Companies’ cross-cultural management should address the same issues to be
effective.
Cross-Cultural Management: Link Between Culture and Organisational Behaviour
Cross-cultural management can be referred to as the leaders’ ability to establish trust-based
and respectful relationships among team members. It may be a challenging task due to the
reasons presented above, such as differences in views regarding work-related issues, gender
roles, and communication. Cross-cultural management within an organisation can be
performed with reference to comparative and international perspectives. The first approach is
often considered synonymous to cross-cultural management itself, as it addresses sociological
and psychological differences between employees coming from diverse backgrounds (Bird &
Mendenhall, 2016). There is a direct link between culture and organisational behaviour
because the former affects both staff members’ actions and the company’s leadership style.
For example, there may be significant differences in how employees coming from the United
Kingdom and those living in Japan handle stressful situations or approach conversations
because these cultures have developed according to different dimensions. This issue implies
that cross-cultural management should aim at teaching employees how to minimize
challenges posed by differences in their perspectives and benefit from diversity.
The second approach to cross-cultural management is an intercultural one, which is different
from the comparative one. This approach is focused on how individuals coming from various
cultural backgrounds handle management and leadership practices in general. It uses theories
from the fields of cross-cultural psychology, intercultural communication, and social
psychology (Bird & Mendenhall, 2016). The intercultural aspect of cross-cultural
management is also vital for leaders because it can help them to analyze the potential benefits
and disadvantages of different employees’ approaches to work. From the perspective of
organizational behavior, it means that a company should analyze how its staff members prefer
to interact with others, what communication style they tend to choose, and what leadership
style they respond to positively.
One may think that globalization has led to challenges in the workplace due to the increased
lack of communication and understanding between employees; however, it is not true. It is
vital to note that ensuring diversity in the workplace is crucial because it can improve
decision-making processes, enhance the talent pool, and contribute to a wider customer base
(Guillaume et al., 2017). At the same time, the positive impact of diversity can only be
present as a result of effective cross-cultural management because companies should work on
fostering positive interactions between individuals coming from different backgrounds.
Otherwise, differences in cultural backgrounds among staff members can lead to decreased
job performance, increased number of conflicts, and lower employee morale (Guillaume et
al., 2017). As a result, organizational behavior should be designed to mitigate possible
challenges associated with culture and ensure that diversity in the workplace is beneficial for
its operations.
In summary, it is possible to say that organizational behavior should be designed according to
the needs of cross-cultural teams and the traits of particular individuals. Companies can
implement the strategies of so-called servant leadership, which implies the establishment of
an environment in which all employees can feel accepted regardless of their failures and be
confident in their actions (Seto & Sarros, 2016). This type of leadership is focused on
employees’ interests while also encouraging them to show concern about the company’s
operations. Seto and Sarros report that servant leaders should have a desire and an ability to
motivate the members of cross-cultural teams, enhance their self-esteem, and put the
organization’s needs above their own. Moreover, they should offer hope and guidance to the
employees, which is particularly significant as many of them may experience challenges
while working in a diverse environment. Such an approach to leadership can enhance
organizational behavior as well, establishing quality working relationships between the teams
and their superiors.
Significance of Cross-Cultural Management
Both cross-cultural and international management are vital for ensuring excellent
organizational performance. One of the primary causes of it is the fact that globalization has
led to significant changes in the way companies should handle their operations. As many
firms start to work with foreign partners, they should be aware of the possible differences in
other enterprises’ approaches to business. It means that it is vital for businesses to have a high
level of cultural awareness. In some countries, such as the USA, employers may need to have
even greater cross-cultural sensitivity due to a high level of diversity in the nation’s
population (United States Census Bureau, 2017). Thus, cross-cultural management measures
within an organization are a necessity.
Existing literature in the field shows that paying attention to cultural values employees have
and managing diversity in the workplace can improve organizational culture and behavior
significantly, which, in turn, can lead to increased employee commitment and loyalty (Hock,
Clauss & Schulz, 2016). Cross-cultural management should promote open communication,
ensure strong and trust-based relationships between staff members, and minimize the adverse
effects of diversity. For example, Ghodrati, Joorabchi, and Muati report that increased
diversity in the workplace has led to the expansion of discrimination. Effective cross-cultural
management measures should be designed to eliminate the impact of this issue because
employees’ well-being is crucial for the development of organizations (Zheng et al., 2015).
Thus, it is vital to implement effective cross-cultural management principles to minimize
possible problematic issues.
It is crucial to add that cross-cultural management can enhance employees’ affective
commitment, too. Ashikali and Groeneveld report that this type of commitment not only
motivates an employee to work harder and be loyal to an organization but also to have an
emotional bond with the company. As a result, members of cross-cultural teams may feel
more involved in the firm’s operations and be more willing to work towards its goals
(Ashikali & Groeneveld, 2015). Affective commitment can be considered a result of effective
diversity management because it can help employers to attract and retain individuals coming
from various cultural backgrounds. Thus, it is possible to say that effective cross-cultural
management measures are beneficial to both companies and employees.
Culture and Management
Addressing culture and its aspects can be considered one of the most significant tasks of
organizational management. Managers’ leadership style can affect the way employees
perceive their working environment and conditions, as well as their performance in general
(Ashikali & Groeneveld 2015). One of the most appropriate and effective leadership styles
for working with cross-cultural teams is the transformational one. Such an approach is
designed to foster social exchange between team members and align their goals with
organizational culture. This style of management focuses on employee motivation and
considers each employee individually (Ashikali & Groeneveld 2015). From the perspective of
encouraging diversity in the workplace and paying attention to culture, the principles of
transformational leadership reveal the relations between culture and the field of management,
as well as organizational behavior. The last point will be discussed in detail in the following
section of the paper.
It is crucial to add that the issues of management are also related to culture because
addressing diversity in the workplace can be one of the most significant tasks of leadership
staff in the globalized world. The reason for it is that companies need to improve their
performance continuously, which can be achieved through effective diversity management
and the increase in employees’ commitment (Ashikali & Groeneveld 2015). Moreover,
management personnel should address the social and psychological aspects of employees’
behaviors and attitudes, which can also be affected by culture.
International Management: Discussion
In the era of globalization, international management is also a significant contributor to
companies’ success, although it is different from a cross-cultural one. As mentioned above,
international management focuses on external challenges for the company’s operations that
globalization causes, including the need to communicate with partners of various cultural
backgrounds. Leadership staff must understand not only how to handle diverse staff groups
within their workplace but also how to interact with global partners from the perspectives of
business operations and finances. Leaders should be aware of existing regulations and non-
spoken rules to avoid possible mistakes and misunderstandings. In addition, they should
understand public policies and provisions, tax systems, economic structures, and social
structures of other countries (Ollier-Malaterre & Foucreault, 2017).
It is possible to say that companies cannot perform effective international management if they
are not able to implement appropriate cross-cultural approaches within their structures. The
reason for it is that working with foreign partners requires an understanding of the
significance and role of culture, as well as its effects on individuals’ values, beliefs, and
attitudes. Companies’ cross-cultural management should address the same issues to be
effective.
Cross-Cultural Management: Link Between Culture and Organisational Behaviour
Cross-cultural management can be referred to as the leaders’ ability to establish trust-based
and respectful relationships among team members. It may be a challenging task due to the
reasons presented above, such as differences in views regarding work-related issues, gender
roles, and communication. Cross-cultural management within an organisation can be
performed with reference to comparative and international perspectives. The first approach is
often considered synonymous to cross-cultural management itself, as it addresses sociological
and psychological differences between employees coming from diverse backgrounds (Bird &
Mendenhall, 2016). There is a direct link between culture and organisational behaviour
because the former affects both staff members’ actions and the company’s leadership style.
For example, there may be significant differences in how employees coming from the United
Kingdom and those living in Japan handle stressful situations or approach conversations
because these cultures have developed according to different dimensions. This issue implies
that cross-cultural management should aim at teaching employees how to minimize
challenges posed by differences in their perspectives and benefit from diversity.
The second approach to cross-cultural management is an intercultural one, which is different
from the comparative one. This approach is focused on how individuals coming from various
cultural backgrounds handle management and leadership practices in general. It uses theories
from the fields of cross-cultural psychology, intercultural communication, and social
psychology (Bird & Mendenhall, 2016). The intercultural aspect of cross-cultural
management is also vital for leaders because it can help them to analyze the potential benefits
and disadvantages of different employees’ approaches to work. From the perspective of
organizational behavior, it means that a company should analyze how its staff members prefer
to interact with others, what communication style they tend to choose, and what leadership
style they respond to positively.
One may think that globalization has led to challenges in the workplace due to the increased
lack of communication and understanding between employees; however, it is not true. It is
vital to note that ensuring diversity in the workplace is crucial because it can improve
decision-making processes, enhance the talent pool, and contribute to a wider customer base
(Guillaume et al., 2017). At the same time, the positive impact of diversity can only be
present as a result of effective cross-cultural management because companies should work on
fostering positive interactions between individuals coming from different backgrounds.
Otherwise, differences in cultural backgrounds among staff members can lead to decreased
job performance, increased number of conflicts, and lower employee morale (Guillaume et
al., 2017). As a result, organizational behavior should be designed to mitigate possible
challenges associated with culture and ensure that diversity in the workplace is beneficial for
its operations.
In summary, it is possible to say that organizational behavior should be designed according to
the needs of cross-cultural teams and the traits of particular individuals. Companies can
implement the strategies of so-called servant leadership, which implies the establishment of
an environment in which all employees can feel accepted regardless of their failures and be
confident in their actions (Seto & Sarros, 2016). This type of leadership is focused on
employees’ interests while also encouraging them to show concern about the company’s
operations. Seto and Sarros report that servant leaders should have a desire and an ability to
motivate the members of cross-cultural teams, enhance their self-esteem, and put the
organization’s needs above their own. Moreover, they should offer hope and guidance to the
employees, which is particularly significant as many of them may experience challenges
while working in a diverse environment. Such an approach to leadership can enhance
organizational behavior as well, establishing quality working relationships between the teams
and their superiors.
Significance of Cross-Cultural Management
Both cross-cultural and international management are vital for ensuring excellent
organizational performance. One of the primary causes of it is the fact that globalization has
led to significant changes in the way companies should handle their operations. As many
firms start to work with foreign partners, they should be aware of the possible differences in
other enterprises’ approaches to business. It means that it is vital for businesses to have a high
level of cultural awareness. In some countries, such as the USA, employers may need to have
even greater cross-cultural sensitivity due to a high level of diversity in the nation’s
population (United States Census Bureau, 2017). Thus, cross-cultural management measures
within an organization are a necessity.
Existing literature in the field shows that paying attention to cultural values employees have
and managing diversity in the workplace can improve organizational culture and behavior
significantly, which, in turn, can lead to increased employee commitment and loyalty (Hock,
Clauss & Schulz, 2016). Cross-cultural management should promote open communication,
ensure strong and trust-based relationships between staff members, and minimize the adverse
effects of diversity. For example, Ghodrati, Joorabchi, and Muati report that increased
diversity in the workplace has led to the expansion of discrimination. Effective cross-cultural
management measures should be designed to eliminate the impact of this issue because
employees’ well-being is crucial for the development of organizations (Zheng et al., 2015).
Thus, it is vital to implement effective cross-cultural management principles to minimize
possible problematic issues.
It is crucial to add that cross-cultural management can enhance employees’ affective
commitment, too. Ashikali and Groeneveld report that this type of commitment not only
motivates an employee to work harder and be loyal to an organization but also to have an
emotional bond with the company. As a result, members of cross-cultural teams may feel
more involved in the firm’s operations and be more willing to work towards its goals
(Ashikali & Groeneveld, 2015). Affective commitment can be considered a result of effective
diversity management because it can help employers to attract and retain individuals coming
from various cultural backgrounds. Thus, it is possible to say that effective cross-cultural
management measures are beneficial to both companies and employees.
