Custom term paper on Cross-cultural management

Research in cross-cultural management show “explanatory power” of culture in relation to other factors, both external (socio-economic, political, institutional) and internal environment of the organization (organizational-legal form and size of company, structure and type of ownership, industry affiliation, qualitative composition of the staff). (Holden, 2002)
Cross-cultural approach is an integral area of the top management and involves the comparison focused primarily on the study of socio-cultural context in the management of the company.
Considering this situation, there is a series of questions: what knowledge manager should possess to work effectively in other countries? What training, specific list of skills, knowledge and experience of managers contributes to the effective implementation of international projects?
The answer to these questions can be found by providing three levels of “competency” of managers to work in other countries: communicative competence, linguistic competence and intercultural competence. (Holden, 2002)
1. Communicative competence
The status of managers in a cross-cultural environment organizations, forcing them to know and respect cultural differences, build jointly shared with the local personnel system of values, use the English language as a tool for professional and business activities (linguistic features) to use telecommunication technologies (Internet) to overcome the space- time constraints. (Chen, 1997, p.104)
Main task of managers at the regional level – is the organization’s mission report to the regional staff, the formation of advanced set of values from colleagues to improve performance. Manager in this situation serves as the main communicator-translator, and is also a “native” culture and values of the partner country.
To achieve the objectives of the company, managers should have special skills due to cultural and communicative competence – the ability to interact with others on the basis of experience or training, knowledge of communication systems in different cultures.
2. Linguistic competence
An important skill of communication in cross-cultural environment is language (linguistic competence). Many Western managers are fluent in foreign languages, that greatly improves the cross-cultural communication. custom term paper
Most local employees who work in international companies are fluent in English. Much of the documentation is in English and the official language of office meetings and meetings – English. However, the level of perception of the mother language is much higher. Linguistic errors can lead to misunderstandings and conflict, and the language barrier remains an obstacle to communication. On the other hand, partners in other countries do not speak English and the company is perceived by a person head – the manager.
Knowledge of regional language is respected by the partners and employees, and also generates a high level of confidence that is essential for the implementation of projects. Professionals with linguistic knowledge are aware of the role of language not only as a tool for communication but also as an additional means of studying the mentality of the partner country.
3. Intercultural competence
Cross-cultural competence is seen as a set of analytical and strategic skills, expanding the spectrum of interpretations of western manager in the process of interaction with other cultures. It is also a positive attitude towards another culture and its values, to overcome ethnic and cultural centrism. Ideally, the Western manager who has cross-cultural competence, initially positive attitude to the presence in society of different ethnic and cultural groups, and demonstrates the ability to communicate effectively with representatives of any of them.
Intercultural competency can be learnt through knowledge gained in the process of intercultural communication. These skills are divided into specific (for information about a particular culture in the traditional aspects) and general (possession communication skills as tolerance, empathic listening, knowledge of general cultural universal things).
Successful strategy to achieve intercultural competence is to preserve their own cultural identity, along with the development of another culture.
The main characteristics of competence are: tolerance to other views, habits; ability to see features of their culture in the context of other cultures and world culture in general.
Communicative competence, linguistic competence and intercultural competence are the basis of the manager, because that is what allows you to more easily accept other cultures, to adequately recognize the value-specific basis (mission) of the company and achieve results.

Cross-cultural aspects of human resources management
A new globalized world requires new approaches that contain not only the strategies to ensure effectiveness of the company, but also strategies to develop creative, paradoxical and risky approaches to the company as a new resource for its development. New, gradually emerging values of the global management and evolution of these values suggest that this is probably a common process that does not depend to a great extent on national differences.
Characteristics of “collective leadership”, “global thinking”, “ability to work with the team and partners,” characteristic of the leader of the XXI century, managers are recognized as indispensable quality today, but yet not all leaders can act in accordance with their stunning performances.