1.

Topic 1: Challenging role of global manager

* Role of Global Manager
*Growing Economic interconnectedness

2. Topic 2: Cross-culture interaction

*Culture norms
*Culture identities
*Social cognition

3. Topic 3: The Manager as Decision Maker

*The model of rational making process ( theory and practice)
* Cultural difference in decision making
*None-verbal communication

4. Topic 4: Group&Team
*3 types of work group
*The model of 6 variables
*The impact of culture in work group

5. Topic 5:
*Compare organizational structure and organizational culture
*Informal organization

6. Topic 6: International assignment

*Adjustment U-shaped pattern ( Vẽ lại trước khi phân tích )
* Individual & Organizational factor for expats success

7. Topic 7: The challenges of Managing Access Cultures in the future

*Pros&Cons of ICT in the changing business environment
*Pressure of natural environment
*The development of global manager to adapt the changing business environment
*How organizations and individuals should do to adapt the changing business environment

Topic 7: The challenge of managing across culture in the future.

1. Pros and Cons of ICT (Information & Communication Technology) in changing business
environment
Pros:
a. Processing and Transmitting information: free flow of ideas and knowledge around the
globe; internet as a resource
b. Digital Divide although cost of technology is decreasing: the world comes online,
bringing cultural diversity
c. Knowledge based economy: source of strategic advantace
d. Changing work methods
e. Artificial Intelligence
Information technology’s impact is adverse in both the business world and our society in general.  By
definition, information technology is the use of systems, specifically computers, and
telecommunications, for storing, retrieving and sending information. We are living in the information
age and are constantly dependent on every area within our lives with information technology. It is
now a part of our everyday lives and has greatly impacted our society. Technology is not only rapidly
changing, but it’s changing so fast that most of us don’t even recognize these changes. We take most
of it for granted and consider it the norm. Many people have yet to realize just how rapid and
profound the current digital revolution is, or how quickly it’s breaking down old institutions.
a. The roles of ICT in business environment: - Information and communication technologies involve
two main activities: processing information such as storing, searching, and reproducing and
transmitting it from one location to another.
b. Pros
B1: Information and communications technology systems include desktop computers, laptops and
tablets, fixed and mobile telephone systems, communications networks and software – even
wearables. Your business can use ICT systems to benefit from improvements such as reducing
costs, increasing efficiency, improving decision-making and increasing your competitiveness in the
marketplace.
Better Decision-Making
ICT systems allow your business to store, process, analyse and share vast amounts of data. The
information available from corporate data enables managers and employees to make decisions
quickly and accurately so that they can manage operations effectively and respond rapidly to
business opportunities or threats. Communication networks also enable decision-makers in
different locations to work together easily when they need to take joint decisions.
Increased Manufacturing Productivity
By automating business processes and giving employees ICT tools, your business can improve its
individual and overall productivity. On the production line, for example, solutions such as
computer-aided design can help to reduce set-up times and improve manufacturing accuracy so
that employees spend less time on reworking. Access to manufacturing data enables managers to
plan production more effectively, making better use of resources and reducing lead times.
Improved Customer Service
Quality of customer service is an important differentiator for businesses. Your company can use
ICT solutions to offer faster response to and higher standards of service to its customers. If you run
a call centre, for example, your agents can access databases that provide comprehensive customer
information, including purchase history and product preferences. The information helps them deal
quickly and efficiently with inquiries, boosting customer satisfaction. Service personnel working in
the field can access customer, service and product databases using smartphones with secure
Internet connections. This enables them to fix problems quickly and effectively, again boosting
customer satisfaction.
Greater and Virtual Collaboration
Communication networks enable your project teams to collaborate effectively. By using
videoconferencing or web conferencing over the Internet, teams can hold virtual meetings that
bring together members from different locations, or different organizations, such as suppliers or
business partners. This helps to create stronger project teams and enables the teams to maintain
progress on important projects, rather than waiting for members to meet in a single location. In a
product development program, for example, teams can reduce overall project time and get new
products to market faster, giving the company a strong competitive advantage.
Improved Financial Performance
ICT solutions can help your organization reduce costs, increase revenue and improve profitability.
Using videoconferencing to host meetings between members in different locations, for example,
reduces travel costs. Production data can help staff identify quality problems, reducing waste and
reworking costs. Call centre agents can use information available on their customer databases to
increase revenue by identifying opportunities for selling additional products or services. Cost
reductions and revenue gains make an important contribution to overall profitability.
B2 :1. It increases the mobility of the business.
Thanks to technology, businesses can be extremely mobile today. Scanners let customers and
businesses know where shipments are in real time. Mobile internet allows employees to work
virtually anywhere. Mobile payment technologies allow small businesses to accept credit cards
digitally without an investment into additional equipment.
2. There is an increased level of efficiency as well.
Imagine an international company having a meeting with its primary shareholders from 5 different
countries just 20 years ago. A central location would need to be chosen. Those involved would need
to travel to that location. The process could take weeks to complete. With meeting and video
streaming technologies, travel is no longer required.
3. Communication is improved.
Technology allows people to speak with one another instantly, even if they are halfway around the
world. Someone in Singapore can chat with someone in Seattle whenever it is convenient for them.
Emails make it possible to send information instantly.

4. Collaboration opportunities are increased.

Technology also allows co-workers to work together on documents, forms, and tasks in a
collaborative way without needing to create items in triplicate. Everyone can improve the same
information simultaneously, which improves production and quality because there aren’t the same
review delays as there are with manual forms and documents.
5. Including technology means hiring new specialists.
New technologies often require a business to hire new employees to manage that upgrade. If
existing workers can be transitioned to the new tech, they may need to receive training and updates
about the best practices to use it properly. All of this tends to add even more costs to the experience
and it can slow down the implementation process.
Globalization and Cultural Gap (chep can than)
It’s where the “WORLD” is now. Information Technology has bought the whole world on one screen,
allowing its economy to become a single interdependent system. Sharing information is only one
part of it, we can cut off the distance, language and landscape differences including any aspects and
make it possible to deal with many international and internal affairs.
We are not only confined to do business and share information  between the places connected with
us, but can discuss with all genders and age groups of different places having different languages to
get the global point of view, or global visualization and apply the best possible solutions and adapt to
the global changes in financial or economic world. Where the world that seemed so big, this
technology has played its vital role in connecting and bringing the masses together.
Increases Production                                                                                  
IT provides different facilities in different areas of business and its production. It helps to handle the
larger number of clients and their orders in a systematic and database manner. 
It can be implemented for recording the previous agreement as proof in the future as well as can be
shown to the client for confirmation. No middle man is required as the contract or detailing can
directly be cross-checked or discussed with the authorized personnel.
Also, sometimes there will be the handling of larger data which even has the threat of human error
with a large number of employees sharing the same information to get it done correctly.
Whereas, the computer programs provided by “IT” resolves the problem with zero percent error and
even increases the working capability and speeds the completion rate.
Saves Time & Money
Business in today’s world means competition, competition & competition. Its priorities are the
investors & the client’s satisfaction. In both cases feedback is necessary, both parties should be able
to give their views and complains and especially these problems should be handled as soon as it’s
detected.
Delay, in any case, is intolerable for the benefit of the company. Here we don’t need to send our
employees to the client’s area or go and talk to the distributor. We can just message them and talk
about the issue. As well as the client should be informed that the issue is going to be solved as it is in
process.
In this way clients, satisfaction is maintained. Delivering the order to the client has been more
efficient from the third country with the help of distributors and clients can know about the products
with the company itself. Here the manpower is not required for the product to reach the third
country or to the client’s home, it’s just how you manage the channel.
A decrease in manpower in and outside the company is definitely going to save a huge sum for the
company which can be used for advanced machinery setup.
Communication Benefits
Communication itself is a very vital component in any aspect of life. After we all are connected it’s
necessary that we communicate. We can also know the nature and the behaviour of the person we
are going to deal with.
Video conferencing and messenger chat has brought many benefits in today’s world. Programs like
email, fax, mobile phones are useful to convey information data among employees, clients,
suppliers, throughout internal and external structures.
Information Technology has made communication cheaper, quicker and more efficient. It improves
and keeps tact the client-customer relationship for the future with records.
Improves Data Storage, File Management, And Data Analysis
Secure maintenance of customer and company files is vital to the integrity of the company.
Information technology advantage comes from the ability to store unlimited amounts of information
securely, in compliance with regulations, but easily accessible and shareable by properly authorized
persons. 
Information is protected from unauthorized access, can be backed-up and restored in the event of a
disaster affecting the organization. As a result, IT gives businesses the peace of mind that the
information they collect and analyse can be properly stored and safeguarded for future use.
Better Accounting
Software for accounting like Bookkeeper etc performs various accounting related tasks that are
required in business. A less experienced person can work on balancing accounts as the software is
well equipped to fulfil most of the work.
It allows for faster processing and calculation of financial information and the recording or storing of
financial data that may need to be referenced in the future. Therefore, when used as a strategic
investment rather than as a means to an end, IT provides organizations with the tools they need to
properly evaluate the market and to implement strategies needed for a competitive edge.
Credit Cards and Smart Cards Make Payment Safer
Buying and selling of goods and services have become simple through smartcards. Today, it is
effortless to withdraw money or make a purchase using a Credit card or smartphone with a simple
tap; this saves customers from wasting time lining up in banks or from carrying a lot of cash.
This makes a huge amount to transfer to clients account safer, many deals could be breakthrough
the single click. This transaction saves time for both parties and is often safer, as companies
like PayPal allow for buy protection and refunds. 
c. What Are the Cons of Technology in Business?
1. There are always costs to pay.
Once you’ve invested into technology, you must keep making that investment. After all, a Tandy 386
isn’t going to perform at the same level as an HP Inspire. To keep moving at the speed of business,
you must keep upgrading the tech you have to keep pace. It is impossible to invest in technology as a
one-and-done process.
2. There can be lost productivity.
If a computer goes down and that’s where the work is stored, then you suddenly have an employee
who is being paid to be non-productive. There is also a certain level of enhanced responsibility which
comes with technology to manage personal time to make sure productivity is maximized. These are
issues that can be outside of the control of the business.
3. Security concerns become enhanced.
It’s a lot easier to hack into proprietary information if a business is connected with modern
technology than it is to grab some paper documents. Email systems may increase the speed of
communication, but they also open up a network to viruses, Trojan horses, and other software or
hardware concerns.
4. It can create an atmosphere of dependency.
Using technology can create employees who rely heavily on it to get their work done. One skill is
upgraded for the employee, but it can come at the expense of other skills – like personal
interactions. Sending an IM or an email to someone is very different than actually speaking to that
person across a desk.
5. Teams can become individual islands.
Technology also tends to separate co-workers from one another because they can be so mobile. This
can make each employee feel like they’ve got to take on more tasks because they are unsure if their
other team members are getting their work done. It can create just as many communication barriers
as it is able to take down.
6. It creates new temptations.
Technology creates a social access. This makes it tempting for workers to spend time on their
favourite social games or reviewing Facebook updates instead of actually doing their work. It may
reduce workplace conversations, but it can increase personal texts and emails.
The pros and cons of technology in business show that it is a process which must be carefully
managed and budgeted for to be successful. If the negatives can be taken into account before the
implementation process begins, the experience has a greater chance of success
Cons2
Technology as a Distraction
Everyone with a smartphone, laptop, tablet or desktop computer has access to the incredible
world of the internet. Hopefully, you and your employees use this access for research and
communication in the service of your business. But the internet can be a powerful distraction as
well, as employees (or you!) are faced with the temptation of checking Facebook, reading the
latest tweetstorm on Twitter or watching cute cat videos on YouTube.
By some estimates, almost half of all office employees spend an hour or more per day on non-
work-related internet sites. Of course, there are also darker distractions, especially pornography.
Some employees have been known to spend most of their working day watching illicit videos for
hours on end.
The Security Risks of High Technology
Our online devices are a two-way street, giving you and your staff access to the outside world, but
also allowing outsiders into your place of business. Emails routinely contain malware that can
infect your computer systems. Personal devices such as USB drives might get infected with a virus
at an employee's home and then plugged in to an office machine, transferring the virus to your
systems.
Important files can be stolen, as happened to Sony when sensitive internal emails were revealed
to the world, or Equifax, which had the private information of millions of people stolen through
electronic snooping. Bad actors can introduce ransomware that freezes up a system, promising to
unlock it only after payment of a substantial fee. Perhaps the eeriest sort of intrusions are
computer viruses that take remote control of your operations. Malware has been known to crash
electric utilities, interfere with hospitals and police stations and even take control of computer-
operated, self-driving cars.

Technology as Expensive Obsolescence

Technological change advances very rapidly, which means that the technology you invest in today
may seem to be out-of-date almost the moment it is installed and up and running. Technological
churn – new phones, new laptops, the latest software – keeps your company current with the
latest trends. But it's also a sizable outlay of cash, not only for the technology itself, but for the
revamping of related systems. Employees need to be trained on new systems, IT staff needs to
update its certifications and capabilities, security protocols have to be revised.

Technology as Creator and Destroyer of Social Boundaries

The ability to communicate instantly with just about anyone, anywhere can sometimes interfere
with the ordinary dynamics of face-to-face communication. Technology may mean fewer
employees show up in person to meetings. It may also mean fewer people in your office, period,
as employees take advantage of telecommuting options. Although these capabilities can actually
improve productivity in some cases, many people find they miss the more social aspects of a
traditional company where staff and clients showed up in person to do business. Also, on the list
of potential negatives is rather the opposite of isolation. The fact that you and your staff are
reachable 24 hours a day, seven days a week, 365 days a year can make for an unpleasant loss of
boundaries, as managers and clients come to expect full service no matter the time of day or time
of year.
Cau truc can thiet:
- On the one hand, ICT can benefit people themselves in several ways.
-ICT benefits people themselves in several significant ways
-Firstly/First of all/ The first / First and Foremost/The most obvious advantage of this activities is
that + clause. This is because….
-Secondly/ Another important benefit of…is that…. Without these…, people tend to…
- disadvantage :
- On the other hand, ICT can negatively influence people themselves in significant ways.
-It is + harmful/ inefficient/unhealthy/unproductive/stressful/inappropriate/time/money-
consuming
-In a long-term; as a result, / Consequently
- Prevent/ distract/ discourage +sb from Ving.

2. Pressure on our natural environment due to the changing business environment

a. Earth resources are limited and humans are changing the environment
b. Global population increase, decline in the developed world: food, housing,
education!?
c. Focus on the global commons: air, water, internet; pollution of land and waters
d. Culture-based country’s performance regarding sustainability
e. Imminent change of lifestyle
Environmental pressures are external forces companies are faced with in the business world.
Understanding where they derive from and how to handle them is very difficult. No one can control
the environment; therefore, companies are constantly reacting to remedy the impact the external
force has on the company. The struggle never ends, change is always around the corner, and those
who learn to adapt and evolve quickly will survive. Those who do not will wither away.
In recent years, the environment has always been an issue of global attention, especially for
manufacturing enterprises.
The changing of business environment brings direct and indirect impacts to natural environment:
a. Changing business environment can cause the exhaustion of natural resources
-Natural resources are at the beginning of every supply chain. Their development is essential
to the production of energy, consumer goods and food. This means that there are high
stakes involved in their use, development and depletion. Natural resources can therefore be
 a great source of wealth for both governments and local communities, and bring benefits to
all citizens. This the reason why human overexploit natural resources such as coal,
petroleum, steel, water… at the time of manufacturing. If continued exploitation which can
lead to exhaustion, the main businesses in fuel, oil, and minerals will lose their supplies. I will
give some analysis to explain about the depletion of natural resources.
-The industrial revolution saw large-scale mineral and oil exploration and the practice has
been gradually growing, leading to more and more natural oil and mineral depletion. And
together with the advancements in technology, development, and research in the
contemporary era; exploitation of minerals has become easier and humans are digging
deeper to access different ore. The increased exploitation of different minerals has led to
some of them entering into a production decline.
-The present-day world is incessantly becoming industrialized as more and more countries
make major technological breakthroughs. But as technological advancements continue,
there is similarly a considerable growth in industries that release toxins and chemical by-
products which are eventually deposited in lakes, soils, and lands. As a result, the by-
products and toxic materials alter natural habits such as aquatic systems and wildlife.
Examples of the impacts include acidic lakes, dead zones, and the death of wildlife as well as
aquatic life. Industrial and technological advancements have also driven the demand for
virgin materials for research, development, and production. More resources are hence being
used to satisfy the industrial demands, increasing the rate of natural resource depletion.
-In addition, the mines after being overexploited and abandoned also have a negative
impact on the recovery of nature, leading to soil erosion, sea pollution and heavy air
pollution.  The soil, air, lakes, and seas are being contaminated with sewage, radioactive,
materials, and toxic chemicals among other pollutants. Uncontrolled release of toxic
chemical from factory have resulted in the global warming – environmental changes with
their resultant depletive impacts on different natural habitats.
The scarcity of supply will lead to higher demand, thus affecting prices. This will lead to
stronger competition and conflicts in the business environment. Small and medium
businesses are less likely to survive. Large businesses will have the opportunity to become
monopoly. For example: War between China and other nations to fight over islands to gain
marine resources

b. The increase in global population can bring some negative impacts.

The overpopulation has increased the demand for houses, land, food, and education.
Many people prefer to move to developed countries like the US, UK, Canada, and Australia
where the best facilities are available in terms of medical, education, security, and
employment. The end result is that those people settle over there and those places become
overcrowded. Overpopulation in developing and developed countries also puts a major
strain on the resources it should be utilizing for development. Conflicts over water are
becoming a source of tension between countries, which could result in wars. It causes more
diseases to spread and makes them harder to control. Starvation is a huge issue facing the
world and the mortality rate for children is being fuelled by it. Poverty is the biggest
hallmark we see when talking about overpopulation. All of this will only become worse if
solutions are not sought out for the factors affecting our population. We can no longer
prevent it, but there are ways to control it.
Rising unemployment: A high number of workers exist for a limited number of vacancies
and this seems destined to lead to high rates of joblessness in the future. This in turn could
provoke rising crime and social revolt.
Rising cost of living: Fewer resources, less water, the packing of many people into confined
spaces and a lack of money are provoking an increase in the cost of living whereby only a
percentage of the population will be able to cover all their needs.
 Therefore, the more businesses promote the exploitation without going along with
conservation will lead to economic recession, escalating prices, and the wide rich-poor gap.
Thereby, the quality of life also declines.
c. Culture-based country’s performance regarding sustainability
Domestic companies will not be able to have long-term development without sustainable
development programs because of problems such as customer boycotts and negative brand
image. For example, in Vietnam the Formosa Ha Tinh Steel factory discharges toxic industrial
waste illegally into Ha Tinh ocean. Their activity has been boycotted and opposed for many
years.
d. Changing lifestyle:
Some tribes or nations that live and work dependent on forests and seas will lose their
homes. The industrial area has sprung up quickly. People change from agriculture to
industrialization leads to narrowed agricultural land areas. For example, rice export
businesses will suffer if the land is flooded, undernourished.... The severe weather
conditions can cause the immigration from rural area to urban area, which change their
lifestyle. The lack of land or necessary resources has led people to change their way of life.
Lack of land makes it difficult for people to afford to buy houses or have permanent
residences. The necessary resources such as water, food shortage lead to high prices. This
leads to avoiding marriage or not having children and living alone. Customers will
increasingly pay attention to businesses with sustainable production strategies: both
production and environmental protection. Such businesses often have a competitive
advantage in the current market. They tend to care more about environment and use more
eco-friendly product. For example, the customer of bubble tea or coffee store want to use
bamboo straw instead of plastic straw to reduce plastic waste into environment. This
requires businesses to change to build for themselves the most optimal strategy.
e. Solution
Reducing oil, mineral, and material consumption. Manufactures can, for instance, be
trained on lean manufacturing (recycling, re-use, and reducing wastage) while consumers
sensitized on how to adopt re-use, reducing wastage, and recycling techniques.
More exploration and use of renewable sources of energy. Renewables such as solar and
wind power can be explored more and utilized to reduce the dependency on fossil fuel,
which is a major cause of environmental pollution, climate change, global warming, and
destruction of natural habitats.
Making People Aware of Family Planning
As the population of this world is growing at a rapid pace, raising awareness among people
regarding family planning and letting them know about serious after-effects of
overpopulation can help curb population growth. One of the best ways is to let them know
about various safe sex techniques and contraceptives methods available to avoid any
unwanted pregnancy
Better Education
3. The development global management to adapt the changing business environment
It seems clear that as the world of business draws closer together, companies in all countries will
require managers who can work in a truly in a global environment. In this environment. Successful
managers bring a deep and broad understanding of how to capitalize on cultural differences in ways
that enhance corporate goals and also employee welfare. They have also developed a way of
thinking about the world that is flexible and inclusive, and guides their behaviour across cultures and
national boundaries. In this regard, we view global manager skills as representing the integration and
application of management and cross-cultural interpersonal skills in ways that capitalize on both
skills sets to achieve corporate goals and managerial responsibilities.
(Nhu cau 4 phan ra attitude , skill, knowledge)
4. How organizational and individual should do to adapt the changing business
Q: How do organisations and individuals need to do to adapt with the changing business
environment
Success in business requires adaptability. Companies must continuously navigate an ever-changing
sea of obstacles — cultural trends, technological advances and economic shifts — and adapt in order
to stay afloat. Adaptability is arguably more important than ever in this digital era in which we
currently operate. Prior to the 21st century, major market shifts were rare and gradual, but today
disruptive innovations are as reliable as the changing of the seasons .
Supervisors’ job responsibilities are changing. As both individuals and members of an organization’s
managerial team, supervisors need to prepare themselves to adapt successfully to a rapidly changing
business environment. This article presents a number of tips supervisors can use to deal with
change, to the betterment of their organization and their own careers. As a supervisor, the primary
measures you can take to adapt to change include:
 becoming aware of your situation
 understanding change
 building your skills and knowledge
Become Aware of Your Current Situation
What is going on now in your job? If you don’t know, you must take steps to find out! Relevant
questions to ask include:

 What is the mission of your unit?

 What is the purpose of your job?
 What are your key responsibilities and assignments?
 What does your supervisor expect of you?
 What obstacles stand in your way?
 What resources do you have at your disposal?
 How well are you performing?
 How do peers and managers view the importance and performance of your unit?
 What changes are coming?
If you are unable to answer questions like these, you should begin immediately to “do your
homework,” for you are in a prime position to be overwhelmed by unexpected forces of change.
People often miss important information when they employ selective perception, habit, and
specialization to keep themselves from being exposed to ideas they might not want to hear. While
this is human nature, it is not a good strategy for handling change. Instead, supervisors should face
their fears and broaden their sources of information to explore new ideas. By increasing their
awareness of change through a willingness to take in new information, they will have a distinct
advantage over those who tend to isolate themselves. While you are gathering information, try to
spot the trends which may be signalling change on the horizon. Look for seemingly isolated facts that
may “fit together” like the pieces of a puzzle. When you think you have spotted a trend, you should
investigate it in further detail. Don’t just react to change; anticipate and prepare for it.
Understanding Change
Compare your reaction and a small child’s reaction to thunder. You ignore it, but a child may be
anxious and seeks assurances from the nearest adult. It’s only human to fear the unknown—
confidence comes with understanding. From long experience, you know that thunder is a natural
phenomenon that cannot harm you. The child does not yet understand it. That is why an important
step toward coping with change is understanding it: what is happening, why, and how.
Is your department being reorganized? Are you worried about the impact on you? That’s natural.
But don’t fall victim to rumours, speculation, or the inclination to assume the worst. Wait for your
boss to explain why the reorganization is being done, how the new department will work, and what
specific changes will result. It is likely that the changes represent an improvement of some sort. If
your manager does not explain the change to you, ask about it.
Flexibility and a willingness to embrace change will make you a more valuable member of your
organization—one who can reliably deal with many different opportunities and circumstances. You
may not like all the changes that are occurring, but you can be sure that if you resist them, you will
not prosper. It is fine to voice your opinion and make suggestions, but it is also important to
appreciate that competition and technology are constantly combining to force top management to
revaluate company operations. It is helpful to look on changed circumstances and the challenges
they present with the attitude of a new employee and, as a new employee would, take on these
challenges enthusiastically and with a desire to learn all you can to perform well.
When you recognize the possibilities created by change, you’re more prepared to exploit them. You
will find change as not something to fear, but as something to welcome and turn to your own
advantage.
Build Your Skills and Keep Learning
Adapting to change frequently requires the effective use of all your acquired skills. In some cases,
adapting to change will call for the use of other skills as well—skills which you might not yet have
mastered, or even begun to acquire! In a fast-changing work environment, skills also become
obsolete. To be prepared to deal with change successfully, it is important to build as many skills as
you can before their use becomes essential for organizational survival. You don’t want to be caught
short in a crunch.
You can never stop learning if you want to maintain your value in the job marketplace. Nor can you
wait for your employer to send you to seminars or pay for additional education. You need to take
responsibility to educate yourself. Doing so will help you keep your skills current, and it will
demonstrate an initiative for self-improvement that makes you a more visible and viable candidate
for a promotion or new assignment.
You may also want to consider making lateral moves to learn new skills and become a well-rounded
employee. Read trade magazines and attend conferences, when possible. Take refresher training in
your area of competence. Enrol in a college course that interests you, even one not given for credit.
See if your professional association offers training sessions and workshops. Look into
correspondence or distance education. If circumstances allow, pursue an advanced degree. If college
is not an option, broaden your reading and personal study. Join others with similar interests to form
a discussion group or study team. Read a technical manual or recent review of research in an area of
interest to you.
This is the one of the most important tips for adapting to change, because it places you ahead of the
curve: anticipating change and implementing it before many people think to adapt. It is important to
keep your learning skills fresh; learning how to learn is also too valuable a lesson to allow it to
atrophy over time. The bottom line is, the more you know how to do and the more current your
skills and your ability to apply them effectively, the more valuable you are to an organization.
Other Tip
Aside from these major efforts, you can also take smaller measures to ensure that you are
compatible with change and adapt easily to

 Embrace Technology. Embrace technological change and learn how to use it for your own
benefit. Don’t run from new technologies; try them! Some people are afraid to try new
technology for fear of looking foolish or old fashioned in front of others—particularly
younger people who are more technologically adept. If you are uncomfortable with new
technology, try it out in the privacy of your own home, or in the presence of trustworthy
friends and teachers.

 Increase Your Speed. Greater opportunities come to organizations that can respond quickly.
Customers value speed in providing services and delivering orders and are sometimes willing
to pay extra for a quick response. Employees who are fast and flexible generally reduce costs
by minimizing their expended time on a project. As a supervisor, you need to continuously
 review how you can reduce the time spent on work, either in increments or in quantum
leaps. Always look for breakthroughs, especially in information technology, that will allow
you to get more done faster and with fewer people.
 Learn to Live with Ambiguity and Uncertainty. Most people do not like ambiguity or
uncertainty, which are major sources of anxiety, but they are also facts of life in this fast-
changing world. Often you will have to make decisions without having all the facts you need
or knowing with any certainty what will happen. But, if you are willing to accept ambiguity
and uncertainty and not let them prevent you from trying new things, you ultimately
enhance your value to the organization. Learning to improvise and adapt to different and
unexpected situations will give you important skills that will help you progress in your
career.
 Act like an Entrepreneur. Entrepreneurs are always concerned with doing their best and
getting the most out of their employees. Why? Entrepreneurs behave this way because it’s
their company, their responsibility to keep customers satisfied, their reputation, and their
money. These factors provide them with powerful incentives to perform at a high level. An
entrepreneurial attitude can also serve supervisors and employees well. Having an
entrepreneurial attitude can provide you with the extra push to cut costs, improve
productivity, and go out of your way to keep customers satisfied. As change continues and
organizations begin to use more outside contractors, you may become one yourself. An
entrepreneurial attitude will help prepare you for that possibility.
 Adding Value to the Organization. The organization should always be able to make a profit
on your work. If you add value, you bring in a return on your work that is higher than your
cost to the organization. If that is not the case, your job is in peril. This is especially true
today, when organizations are eagerly looking for ways to cut costs. Always ask yourself
whether your activities add value or add costs for the organization. When someone asks
what you are contributing, be able to provide specific examples of what you do and the
difference you are making.
 Know Your Niche. As a service provider, your job is to provide services to customers,
whether internal or external. You need to understand your customers’ needs and then go
out of your way to fulfil them. It is therefore important to keep in close contact with the
customers you serve. As their needs change, make sure you are aware of those changes and
continuously improve your provision of services—in terms of reliability, quality, and cost. If
there is any key to job security, it lies in taking care of those who depend on you.
 Be a Fixer, Not a Blamer. In any organization, there will always be problems that arise from
changing circumstances. In noting these problems, some people get the reputation of being
complainers rather than problem solvers. Those who complain and blame are not helping
themselves or the organization. There are two difficulties with playing the blame game.
 Most problems are due to common causes, meaning no one person or event can be
identified as the cause.
 Treating these problems as though there were an identifiable cause gets in the way of
solving them.
To become a fixer, you should identify the source of the problem and suggest direct actions to deal
with it. The person who blames doesn’t solve problems; the person who fixes does, and becomes a
valued member of an organization as a result.
Conclusion: Organizational change is not optional to keep pace with business. All organizations, at
one time or another, face substantive modifications to some aspect of their business. Supervisors
can prepare themselves to adapt successfully to a more rapidly changing business environment by
following a variety of tips, as outlined above.

Topic 6: The challenge of international assignment

 1. Adjustment and U-shaped pattern

Moving abroad can be an exciting experience! Many new impressions, unfamiliar surroundings and
new people and activities. However, all these exciting new experiences might also lead to a feeling of
being a little bit lost.
Culture shock is common among expats and people who have moved far away from home. It can be
developed even after you have settled in and have become familiar with the norms and culture of
your new home. According to U-shaped of adjustment you can see that an expatriate has to adjust
to adapt with new working environment through 4 stages:
1. Honeymoon
a. This phase is best described by feelings of excitement, optimism and wonder often experienced
when one enters a new environment or culture.
A very important person would often be met with great respect and treated well, only getting the
opportunity to see the good sides of the new culture. This phase is often called the “honeymoon
phase” and only lasts until the individual starts to experience day-to-day life.
Many circumstances affect the duration of this phase and it may last from only a 7 couple of days or
weeks to six months, but the honeymoon phase usually ends around two months after arrival.
The happy, fascinating and problem-free first period then makes a steep turn downwards towards a
culture shock, where the individual realizes the difficulties in adjustment.
b. Everything is new and exciting; tourist-like experience
Common thoughts during the Honeymoon Stage include: “Isn’t this exciting? I can’t wait to tell
_____ about this. Aren’t they interesting? Everything here is so _____!” Characteristics of the
Honeymoon Stage:
• You are busy taking care of business (registration, housing, bank account, etc.) • You are observing
the new culture and familiarizing yourself with the new environment
• You are meeting useful and friendly university staff and faculty
• You are making your first social contacts with members of the host culture
• You are seeing and doing new things and enjoying a new world
c. The first stage is usually characterized by an extremely positive feeling, almost euphoric.
Everything is new and exciting! You might be thinking “This is the best decision I’ve ever made!
Sweden is great and everything is really well organized! I can even find stores where I can buy local
products from my country!”.
2. Culture shock stage
a. Culture shock is defined as the feeling of uncertainty and at times confusion or even anxiety that a
person or group of people experience on the occasions that they encounter a new culture. The visits
can be for various reasons such as doing business or living in a community that has different beliefs
and values regarding life from theirs.
Various reasons can lead to culture shock. Some of these reasons comprise of being unfamiliar with
the local customs of living, the difference in language and differences in acceptable behaviours
between the visitor and the locals. These differences are always there because norms among
different society can be distinct from each other
b. frustration and confusion become of unfamiliar environment and response
Frustration may be the most difficult stage of culture shock and is probably familiar to anyone who
has lived abroad or who travels frequently. At this stage, the fatigue of not understanding gestures,
signs and the language sets in and miscommunications may be happening frequently. While
frustration comes and goes, it’s a natural reaction for people spending extended time in new
countries. Bouts of depression or homesickness and feelings of longing to go home where things are
familiar and comfortable are all common during the frustration stage.
Culture shock manifests itself in different forms, but some symptoms can be:
· changes in eating habits and sleeping habits
· acute homesickness; calling home much more often than usual
· feeling hostile; complaining frequently about the host country/culture
· irritability, sadness, depression
· frequent frustration; being easily angered
· self-doubts; sense of failure
· recurrent illness
· withdrawing from friends or activities
c. During this phase, a strong feeling of dissatisfaction kicks in and the excitement quickly starts
turning into discomfort. Impatience, anger, and sadness are all characteristics of this stage.
Miscommunication and failure to understand gestures are a source of frustration, and even the
simplest thing might be able to trigger you! For example, “why is everyone so obsessed with the
weather?” or “why do people use passive-aggressive notes instead of talking to each other?”
3. Adjustment stage
a. Frustrations are often subdued as travellers begin to feel more familiar and comfortable with
the cultures, people, food and languages of new environments. Navigation becomes easier,
friends and communities of support are established and details of local languages may
become more recognizable during the adjustment stage.
b. understanding of cultural differences, settle to the daily living
Characteristics of the Humour Stage:
• You choose to become an “explorer” in the new culture
• You accept the challenge of self-reflection
• You assume responsibility for your own cultural adjustment
You decide to adjust yourself behaviour to adapt with cultural differences but still remain to
meet your own cultural habits.
Recovering from culture shock is handled differently by everyone; we each have our unique
circumstances, backgrounds, strengths and weaknesses that need to be taken into
consideration. With time and patience, we can experience the positive effects of cultural
adjustment such as increased self-confidence, improved self-motivation and heightened cultural
sensitivity. As you gradually begin to feel more comfortable in your new environment, you will
feel more like expanding your social networks and exploring new ideas. You will feel increasingly
flexible and objective about your experience, learning to accept and perhaps even practice parts
of the new culture while also holding onto your own cultural traditions
c.
 You slowly begin to gain a sense of direction and surely begin to feel more familiar and
comfortable with the people, culture, food, and surroundings of your new environment. You
might have also established some friendships that make you feel more like home! Everything
starts getting in order and you are ready to move to the next phase. You have already
started eating lunch at 12:00 and dinner at 18:00 as a real Swede! thuoc ca doan a

4. Mastery stage
a. The fourth phase, the “mastery" happens when the individual is so well adjusted that he or
she can function effectively in the new environment. The individual’s cultural skills may
develop further, but are at this stage sufficient to function without a feeling of anxiety or
discomfort.
In the mastery stage individuals are able to participate fully and comfortably in the host culture.
Mastery does not mean total conversion; people often keep many traits from their earlier
culture, such as accents and languages. It is often referred to as the bicultural stage.
Generally – though sometimes weeks, months, or years after wrestling with the emotional
stages outlined above – the final stage of culture shock is acceptance. Acceptance doesn’t mean
that new cultures or environments are completely understood. Rather, it signifies that complete
understanding isn’t necessary to function and thrive in the new surroundings. During the
acceptance stage, travellers are able to draw together the resources they need to feel at ease.
Though it can be one of the hardest parts of traveling, culture shock is just as integral to the
experience as food, people, and scenery. By recognizing it for what it is and finding ways to cope,
you can prevent culture shock from ruining an otherwise enriching experience abroad.
b. function in the new environment almost as well as at home.
Common thoughts during the Mastery Stage include: “You don’t understand them like I do. I’m
beginning to like this.”
Characteristics of the Mastery Stage:
• Your language skills improve noticeably
• You begin to understand the actions of members of the host culture
• You have finally made friends and feel part of the community
• You develop a greater tolerance for what is strange and new
• You become a mediator between the two cultures
• You feel proud that you can make yourself understood in the target language and that you can
understand native speakers.
In conclusion, if expats can’t through 4 stages to adapt with new working environments, they
have to return their home country soon.
c. Adaptation and acceptance. This is the final stage of the culture shock. You might not have
gotten the hang of it completely, but you have accepted and adopted the customs, habits
and cultural practices of your new home. This final stage contributes to your successful
integration!
Cultural shock is a natural part of a cross-cultural experience that traveling and living abroad
entails. Everyone experiences it. Going through the different stages can take weeks, months
or years.

2. Individual and organizational factors for expatriate success

expatriate (often shortened to expat) is a person residing in a country other than their native
country. In common usage, the term often refers to professionals, skilled workers, or artists taking
positions outside their home country, either independently or sent abroad by their employers,
which can be companies, universities, governments, or non-governmental
organisations However, the term 'expatriate' is also used for retirees and others who have
chosen to live outside their native country
Individual
 More and more people are working abroad, permanently or on an expat assignment. Sending
employees abroad is a huge investment for a company, but the advantages will certainly
outweigh the disadvantages when the expats are taken good care of . A successful expat
assignment will lead to a closer control and coordination of international subsidiaries and
the expats will acquire many new skills and a broader global perspective. Here are some
individual factors for expats success:

Adventurousness is defined as the expat's desire to have exciting and new experiences, both at
work and in life outside of work. Adventurousness did not come to mind when first asked what
made one successful, but when asked directly if it was important to success, 95% said
adventurousness was moderately or very important. Perhaps this contradiction is partially explained
in the anecdotal evidence that language barriers, culture shock, and attachment to the way of life
back home are inhibitors of success. One subject who mentioned adventurousness as contributing to
his or her success also indicated both a willingness to try and fail and an outgoing attitude were
factors that contributed to his/her expat success.

Cultural sensitivity is defined as the expat's ability to understand the culture in which they are living
and working, and to integrate/fit into it. This characteristic encompasses many elements that
appeared in the open response questions about contributors to success: "interest in the new
culture," "curiosity and passion to learn new things culturally," "ability to fit into the new
location/society," "having a sense of humor and understanding that other cultures or countries
might have a better idea or approach about something than what was perceived as the best in my
home country," "acceptance of my host culture for what it was," and "happy to understand and live
within a different culture." Respect was often mentioned. Language came up frequently: those with
the existing language skills or the willingness, time, and ability to learn a new language mention this
as a contributor to their ability to exhibit cultural sensitivity and fit in. Not surprisingly, those that
lacked the language skills, and perhaps the willingness, time, and/or ability to learn, list linguistics as
a barrier to success.

Curiosity is the expat's interest in learning about their new culture, environment, and job. Being
inquisitive and curious was frequently listed as contributing to success. One subject said, "willingness
to understand why things were being done [fed success]." Aspiring to learn was frequently
mentioned. Intrigue and desire to understand different practices and methods, even as a way to
minimize frustration, fits within this characteristic as well.

Flexibility is the expat's willingness to try new ways of doing things. Adaptability and flexibility were
the most frequently listed characteristics when subjects were asked what made them successful
before the five hypothesized characteristics were revealed. One subject puts it this way, "being
flexible on the methodology, while remaining focused on delivering results within the allotted time is
essential." Another said, "each country and job had a different way of doing things - flexibility was
key." When designing the study, adaptability had been eliminated from the hypothesized list as it
was deemed to overlap with flexibility. Interestingly, many subjects listed both adaptability and
flexibility as important characteristics. Clearly a distinction was drawn between the two by subjects.
Unfortunately, an electronic survey does not allow for probing into the difference in these terms.

Open mindedness is the expat's ability to look at their new environment with a desire to learn about
and understand it and an interest in seeing things differently. Willingness to try new methods and
accepting failure as a means to learn and improve were mentioned in the answers to the open
response questions. One subject said he/she was, "constantly challenging myself to try anything."
Another put it this way, "there were no rules and with an open mind you can succeed in that
environment." Others said that being open to new and different practices while accepting that there
is not always a clear answer or direction was critical.

 Drive to Communicate.

Most expats will try to communicate with local people in their new country, but people who
end up being successful in their jobs are those that don’t give up after early attempts either fail
or embarrass them. To identify such people, the most effective companies in our research
scanned their ranks for employees who were both enthusiastic and extroverted in conversation,
and not afraid to try out their fractured French or talk with someone whose English was weak.

Broad-Based Sociability.

The tendency for many people posted overseas is to stick with a small circle of fellow expats. By
contrast, successful global managers establish social ties to the local residents, from shopkeepers to
government officials. There is no better source for insights into a local market and no better way to
adjust to strange surroundings.

Cultural Flexibility.
It is human nature to gravitate toward the familiar—that’s why many Americans overseas find
themselves eating lunch at McDonald’s. But the expats who add the most value to their companies—
by staying for the duration and being open to local market trends—are those who willingly experiment
with different customs. In India, such people eat dal and chapatis for lunch; in Brazil, they follow the
fortunes of the local jai alai team.

Cosmopolitan Orientation.

Expats with a cosmopolitan mind-set intuitively understand that different cultural norms have value
and meaning to those who practice them. Companies that send the right people abroad have
identified individuals who respect diverse viewpoints; they live and let live.

A Collaborative Negotiation Style.

When expats negotiate with foreigners, the potential for conflict is much higher than it is when they
are dealing with compatriots. Different cultures can hold radically different expectations about the way
negotiations should be conducted. Thus a collaborative negotiation style, which can be important
enough in business at home, becomes absolutely critical abroad.

Organizational
The companies that manage their expats effectively come in many sizes and from a wide range of
industries. Yet we have found that they all follow three general practices:

When making international assignments, they focus on knowledge creation and global leadership
development. Many companies send people abroad to reward them, to get them out of the way, or to
fill an immediate business need. At companies that manage the international assignment process well,
however, people are given foreign posts for two related reasons: to generate and transfer knowledge,
to develop their global leadership skills, or to do both.

They assign overseas posts to people whose technical skills are matched or exceeded by their cross-
cultural abilities. Companies that manage expats wisely do not assume that people who have
succeeded at home will repeat that success abroad. They assign international posts to individuals who
not only have the necessary technical skills but also have indicated that they would be likely to live
comfortably in different cultures.

They end expatriate assignments with a deliberate repatriation process. Most executives who
oversee expat employees view their return home as a nonissue. The truth is, repatriation is a time of
major upheaval, professionally and personally, for two-thirds of expats. Companies that recognize this
fact help their returning people by providing them with career guidance and enabling them to put their
international experience to work.

3. Find out the main reasons why do you want to accept an international assignment
or work abroad? (consider benefits, opportunities and multicultural working
environment) cau hoi them
In today’s fast paced business world, business travel is increasingly being used as part of
many companies’ international assignment programs. As with most business decisions,
there are possible benefits when looking to send an employee on business travel.

a. Money
I truly believe that money should not be the only motivation for accepting an international
assignment or work abroad. If you are only moving around the world chasing the money, then you
will be miserable. If you are not personally miserable then you will likely drive your family to be
miserable. However, there is no getting around the sweet deal that is generally offered as part of the
expat package. How else are they going to get people to give up their comfortable life?
Expat Assignment Package
To go with the expat package, you will likely get these benefits among others:
· Increased salary
· Location premium or hazard pay (this is a percentage raise based on where you are living, with
more dangerous places offering higher percentages)
· Goods and services differential (supposed to compensate for the difference in price between home
and host country normal basket of goods like food)
· Housing and utilities covered in destination
· Transportation covered in destination whether it is a private driver or car, insurance, and license
registrations.
· School tuition for the kids
· Spousal assistance allowance
· Language tutoring · Tax equalization and preparation
· Many other side benefits
b. Learn a New Language
Chances are, speaking English allows us a fairly easy travel experience because so many people
around the world learn English as a second language. But if you truly want to get the most out of
your expat opportunity and be able to really connect with the locals, you should learn the local
language. There is no easier or better time to learn a new language than when you are able to use it
on a day to day basis. When you get to converse regularly, you improve by leaps and bounds and will
be able to make friends with locals that you could only dream of when speaking English. It is a huge
step in the right direction when you can finally converse with the locals at the local markets where
you will be buying
food. Many of the locals will not speak English and learning their language is the only way to
communicate. This is not to say you can’t live in a foreign country without speaking the local
language.
c. Travel the World
Traveling the world was my personal reason for taking the expat experience. Taking an expat job in a
foreign country gives you a great jump off point to explore the rest of the world. You will be living
closer to other countries and you will get the chance to explore your host country. Part of the expat
package will likely be home leave where you will get free trips home, so you don’t have to worry
about budgeting for going home.
You can spend your annual vacation funds on exploring the surrounding countries. Since you are
now closer to these countries, the cost is lower which means you can explore more countries. The
spouse/person that accepts the expat position may have to stick around and work, but that certainly
does not mean the other spouse and kiddos need to stick around. They can take even more
opportunities to explore while you are stuck working. It helps to keep them level-headed and
enjoying the experience. Whether you like cities or countryside, you will be able to see many more
in foreign lands than you can from your home country. Traveling the world while an expat can open
your eyes to new ways of life and give you new experience that you could only dream of before your
expat job.
d. Experience a New Culture
You really cannot overstate the benefits of living in and experiencing a new culture. You really don’t
understand all the different ways that people live in the world. When you get a chance to live in a
new culture you get to experience their way of living. Living in a foreign location is much like
traveling the world and experiencing their cultures. However, when you live there, you can truly
experience everything there is about a culture.
From how they eat, to how they shop, to their customs and traditions, you will get the real feel for a
country that you cannot get while just traversing through a country. Learning the language and
making friends with the locals will further your experience of the culture. When you live there and
show a willingness to learn the culture the locals will go out of their way to share their way of life
with you. It gives you a very positive feeling for humanity and the inherent goodness that humankind
has. Through learning about another culture and another way of life, you will become more
accepting of other viewpoints and become a more rounded person.
e. . Gain Worldwide Friends from Many Cultures
Living abroad gives you an opportunity to make friends from so many different cultures. When you
move to a foreign country on an expat assignment, you have the chance to live
and work with people from a myriad of cultures. The majority of expat jobs that are available will put
you in a location with other expats. The expat community is incredibly helpful when it comes to
adapting to the new culture. Through their help and your shared experiences on assignment you will
forge lasting friendships. All of these new friendships give us a network of friends around the world
that we can go see and experience different cultures from a local’s perspective. In addition to
visiting, you also get the chance to experience many cultures within the expat community. Having
friends from so many different cultures has really helped us to have a more worldly view and is truly
invaluable.
f. Resume Boost
If you are pursuing FIRE then you are looking to maximize your earnings and your savings. When it
comes to maximizing your earnings there is no better way long term than to build your resume and
be able to negotiate for that big raise or promotion. Having an expat assignment on your resume
shows that you are willing to do what it takes to succeed. Whether you took the assignment for the
resume boost, for the travel freedom, or for the money doesn’t really matter. Your resume now
shows that you did what it takes and that you have worldly experience that is invaluable when it
comes to business success.
g. For the Challenge
An expat assignment will be a challenge. There is no getting around that. You will be:
· Moving far away from family, though your immediate family should be coming with you
· Experiencing a new culture and language
· Eating new and different foods
· Putting your kids into school in a foreign country
· Your job will be hard (That’s why they brought you over in the first place)
Nevertheless, the experience is what you are after. Despite all the challenges you will face on an
expat assignment, you will prevail if your attitude is one of optimism.
Conclusion
There are many pros and cons to taking an expat opportunity and they have to be weighed carefully
before committing to the contract. It is a decision that should be made as a family because it affects
all of you, including the kids. Your family and friends may tell you not to go, but unless they have
experience with an expat assignment just take their advice or plea with a grain of salt. You need to
make this decision as a family and make the most of it. There are so many positives to the
experience that you simply cannot have while working back home. Taking the expat assignment will
open doors in all parts of your
life. The expat position that I hold has afforded me many opportunities and I want everyone to know
how becoming an expat is awesome!
Topic 5: The Challenges of International Organizations: Structure
and Culture
1. Compare organizational structure and organizational culture
To reach their goals effectively organizations always need to have a formal structure. This is
important to distribute tasks into different groups to ensure that no two people are working on
the same project or task so that we get the most output for our input. Because organizations
cannot be run without people, this tends to create different informal structures or environments
in the organization which leads to different attitudes, perceptions, behaviours and traits with
lots different types of aptitudes. So, when employees are supposed to work together on a task in
the constraints of a formal structure to reach a certain objective there are certain ways to speak
and interact, which in effect forms an organizational culture, where it may be created knowingly
or unknowingly by the employees. Organizational culture in some way defines the organizational
structure of an organization but the structure also partially defines the culture of an
organization.
Definition of organizational structure and organizational culture:

Organisational structure is a formal system of work roles and authorities relations that determine
how associates and managers work together with one other. It is a pattern of relationships among
different organisational positions. With the help of structure, it becomes easy to define the process
of management (Clayton & Fisher n.d.). It also assists with a framework of order and command that
directs mangers in planning, organizing, directing and controlling different organisational activities.

Organisational culture refers to the values shared by organisation managers and associates. It
includes shared assumptions, beliefs, values, norms and language patterns (Ryall & Craig 2003). In
addition to structure and culture business performance is the ability of a firm to attain its goals by
making an effective use of its resources

A.  Analyse the relationship between an organization’s structure and culture and the effects
on business performance
Culture and structure are working like a backbone in the organization. It creates a new concepts and
strategies which can affect any level of planning. When it applies on any hierarchy organization. So
then implications of organizational culture and structure will be implemented to the government
companies etc.
Organizational structure and culture can affect progress of organization in the positive and in the
negative way. In the positive way it differentiates the organization to the another one which don’t
have a culture and structure. It explains the limitation of the firm. It provides a sense of license
among the employees to know each other for the success and achievement of goals. It can bring
stability and social system in the organization. In any organization having culture and structure
strange there will be working environment also provides appropriate standards of working
environment.
Every organization has different policies rules and regulations that how to communicate with the
employee. The organization also shows about the responsibilities that who will report to whom
mean who will be responsible to whom majority in this kind of organization tasks a good decision foe
the company
Culture and structure have also some drawbacks on the business progress. If the organization
culture is too much complex then in the organization decision will be very slow and also there will be
centralized decision making in which the lower level employee’s will not be entertained.
B. Compare the organizational culture and organizational structure
Basics
The organizational culture of a business reflects the mentality, work ethic and values of the
company's owners and employees. Some firms are regarded as having a cut-throat culture in
which employees aggressively compete for promotions and bonuses without regard to one
another's feelings. Other firms have a family-friendly culture or a culture that encourages
creativity.
The term "organizational structure" refers to the actual framework of a company. In the United
States, you register your business as a sole proprietorship, partnership, corporation or as another
type of entity. Your choice of structure has a direct impact on the firm's tax liability and the way
that day-to-day operations are handled.
Control
You decide on your company's structure when you first start operations. Aside from choosing to
register as a corporation or some other type of entity, you also decide how to arrange the chain of
command. You can maintain tight control with a centralized structure or you can give
departmental managers a degree of autonomy.
Initially, you also get to determine your firm's corporate culture because the culture starts to
develop after you have your first interactions with employees and clients. Although you can set
the tone by trying to create a relaxed culture or a sale-focused culture, your employees' attitude
toward work also has an impact on the culture. If you try to create a warm work environment but
the managers that report to you mistreat their employees, then, despite your own efforts, your
firm will have a hostile or negative organizational culture.
Change
The corporate culture of a business can change at any time. You can effect some change by
relaxing rules, or implementing new policies and procedures that are designed to impact the day-
to-day work environment. The culture can also change if a large number of employees leave
because the new employees may not share the same ideals and values as the outgoing employees.
The organizational structure of a business can change, though this becomes harder as a business
expands. You can change a sole proprietorship into a corporation by filing papers with your state,
and you can eliminate levels of management in a corporation to streamline the structure.
However, you cannot turn a huge corporation back into a sole proprietorship. Major firms tend to
have similar management structures because logistically you need a certain number of supervisors
when you have large numbers of employees.
Tangible
Structures are tangible, which means that anyone can determine that you operate a corporation
by checking your state's business registry. Managers and supervisors are further evidence of the
firm's organizational makeup. People can criticize the structure or recommend changes, but no
one can deny that the structure exists.
Perceptions of a firm's organizational culture are not always based on tangible facts. Disgruntled
customers or employees may spread misinformation about a firm and this can cause other people
to develop a negative impression of a firm. You can try to dispute such misinformation but you
cannot always back up descriptions of a culture with tangible facts.

( chi duyen )Organizational structure can be seen as a symptom of the management's cultural
background. National culture compete with global forces to influence the ways different
organizing choices are accepted by the members of a society. Organizational structure and
culture are interdependent. An organizational structure defines the attitude, policies, framework,
strategies and moral values which ultimately creates the work/ organizational culture.
For example- if an organization follows a strict hierarchy and the decision making authority is
fixed/ allotted to the top management, then there will be lack of freedom and employee
involvement and the culture will be less effective and rigid. But if the organization structure is
decentralized which means the authority, responsibility and decision making power is shared with
the employees at all levels, the culture will be more innovative, interesting, accountable and
independent.
Organizational structure Organizational culture
refers to the actual framework of a company. Reflects the mentality, work ethic and
Organization must be organized and values of the company's owners and
coordinated to achieve goals with different employees. For an organizations to be
roles and hierarchy of authority. efectives, its design must fit with its size,
For example, In the United States, you register technology, and strategy regardless of
your business as a sole proprietorship, culture.
partnership, corporation or as a another type of For example,  Some firms are regarded as
having a cut-throat culture in which
entity.
employees aggressively compete for
promotions and bonuses without regard to
one another's feelings. Other firms have a
family-friendly culture or a culture that
encourages creativity.
The choice of structure has a direct impact on MNC's managers should consider if rules,
the firm's tax liability and the way that day-to- procedures and hierarchy they are used to, will
day operations are handled. have the same implications in overseas
subsidiaries
can change, though this becomes harder can change at any time. You can effect
as a business expands. However, they some change by relaxing rules, or
cannot turn a huge corporation back into a implementing new policies and procedures
sole proprietorship. Major firms tend to that are designed to impact the day-to-day
have similar management structures work environment. The culture can also
because logistically you need a certain change if a large number of employees
number of supervisors when you have leave because the new employees may not
 large numbers of employees. share the same ideals and values as the
outgoing employees
Tangible. Everyone can determine that the are not always based on tangible facts.
operation of a corporation by checking Disgruntled customers or employees may
their state's business registry. spread misinformation about a firm and
this can cause other people to develop a
negative impression of a firm. 
The organizational structure and culture has a vast impact on the performance level of the
employees. If the organizational structure and culture is rigid or centralized, the performance of
the employees will be average and normal not excellent because the rigid structure do not allow
freedom and employees involvement in the business operation which de-motivates employees
and they are not able to perform well. On the other hand, the decentralized structure allows the
employees to communicate and participate in the business and decision making process which
highly motivates them to perform better and stay loyal to the organization. Such employees show
positive improvement, innovation and excellence in their assigned jobs.

2. Informal organization
Informal Organisation: Meaning, Features and Limitations
Meaning of Informal Organisation:
As formal organisation grows in size, parallel existence of informal relationships along with formal
relationships becomes unavoidable. Informal organisations have always existed with formal
organisations. They arise because of inevitable social and personal needs of individuals which cannot
be satisfied by the principles of formal organisation. They represent non-planned, unofficial, social
interactions amongst people working in formal structures. They arise out of common interests of
people.
These organisations are not governed by formal set of principles but they are an important and
integral part of formal organisations. E. Wight Bakke calls the creation of informal organisations
along with formal organisations a fusion process.
According to him, “When an individual and an organisation come together in such a way that the
individual is a participant in, and a member of, the organisation and the two are mutually dependent
on each other, both are reconstructed in the process. The organisation to some degree remakes the
individual and the individual to some degree remakes the organisations.”
Importance of informal organisation was recognised by Chester Barnard. He viewed informal
organisation as “any joint personal activity without conscious joint purpose, even though
contributing to joint results.” Keith Davis defines informal organisation as “a network of personal
and social relations not established or required by formal organisation but arising spontaneously as
people associate with one another.”
While working in a formal organisation, people of different departments at different levels interact
with each other, discuss their common interests (cultural, social etc.) and form groups to promote
their goals. These goals are known as group goals and informal organisation is an important means
to satisfy these goals.
Features of Informal Organisation:
Informal organisation has the following features:
1. Unplanned structure:
This structure is not planned. It arises spontaneously out of formal interaction amongst people.
When people formally interact with each other, they tend to discuss their interests, attitudes,
hobbies, beliefs etc. and in the course of doing so, form groups whose goals are different from
formal organisational goals. Their informal relationships gradually develop informal organisation that
co-exists with the formal organisation.
2. Social needs:
The basic purpose of informal organisation is fulfilment of social and personal needs of people.
People share common thoughts, feelings and interests different from formal organisational goals.
Their social needs of friendship, love and support are strengthened by informal organisations.
3. No formal structure:
A formal organisation has a definite structure. It is depicted by lines and boxes on the organisation
chart (organisation chart is a visual representation of organisation structure). Informal organisation
does not have any formal structure. It cannot be precisely shown on the organisation chart.
Relationships amongst people change according to changes in their interests and liking for each
other.
Workers of production department may consult sales managers to solve their personal problems
rather than production manager and vice versa. There are no superiors and subordinates in informal
organisation. People communicate with each other in all forms; vertical, horizontal and diagonal.
4. Informal leaders:
Leaders are informally elected by group members. They strongly influence group activities and
contribute to formal goals positively or negatively.
5. Informal communication system:
The system of communication is informal. It does not follow the chain of command. It operates
along with formal channel of communication and works faster than the formal channel. It transmits
the messages much faster though rumours may also spread along with formal messages.
Communication flows in every direction; vertical, horizontal, diagonal and connects people
throughout the organisation.
6. No rules and regulations:
It has no fixed rules and regulations that govern functions of the organisation. Rules are framed and
changed by people according to their convenience.
7. No fixed tenure:
It is formed at the will of people and dissolves at their will. It does not operate for a fixed time
period. Dissolution of informal organisation also does not follow any legal procedure.
Merits of Informal Organisation:

( chi duyen )Benefits of Informal Organization

 Promotes social and cultural values: Members of informal organization share common
thoughts, social and cultural beliefs. Their interests are promoted which adds to the strength
of the organization and a commitment to accomplish its formal goals.
 Relief to top managers: Social interactions lead to cooperation and coordination amongst
people of different groups. It helps top managers achieve their formal goals efficiently. They
are relied o the botheration of inspiring workers to work.
 Supplement to managers’ capacities: Sometimes managers are unable to awake official
decisions without the support of theist. People of informal organization help managers by
providing them the help and support that cuts across official chain of command.
 Social satisfaction and security: Members satisfy their social needs of interaction,
recognition and acceptance by others in informal organist ions. Their needs of friendship,
love and support are satisfied in these organs tons.
5. Communication: Communication travels much faster in informal transitions than formal
organization. People discuss their work and non-work reacted problems with each other and
find solutions without the support of superiors.
6. Better relationships: If managers of formal organization develop and maintain cordial teat
ions with managers of informal organization, it promotes and environment of
understanding. This helps to achieve forma goals of the organization efficiently.
7. Solve work-related problems: People of different department’s discs their work-related
 problems and solve them on their own without waiting for instruction of superiors of their
departments. A worker of sales department, for example, can known details about
production from his friend in the production department rather than his seniors in the sales
department.
8. Promotes creativity: People get a chance to exploit their creativity and work according to
their judgment and skills without waiting for superiors’ instruction. They think of new ideas
and apply them in practice without the fear of rejection by their superiors.
9. Self-control: Employees frame their own targets and self-control their activates. Control
need to be exercised from the top.
10. Restraint on manager’s discretion: Informal origination checks wrong acts of managers.
Managers cannot frame goals, policies and plans not acceptable to members of informal
organizations provide them relief against official boredom and tiredness. The provide them
an outlet for satisfying their needs of interaction, love and friendship.
12. Quick feedback to managers: Managers can get quick feedback on their official decisions
from member through informal channels of communication. This helps in knowing how well
their policies are bating accepted and implemented by organist members.

( cua minh )Informal organisation has the following merits:

1. Promotes social and cultural values:
Members of informal organisation share common thoughts, social and cultural beliefs. Their
interests are promoted which strengthens the organisation and promotes commitment to
accomplish its formal goals.
2. Relief to top managers:
Social interactions lead to cooperation and coordination amongst people of different groups. It helps
top managers achieve the formal goals efficiently. They do not have to officially inspire the workers
to work.
3. Supplement to managers’ capacities:
Sometimes managers are unable to take official decisions without the support of members. People
of informal organisation help managers by providing them the help and support that cuts across
official chain of command.
4. Social satisfaction and security:
Members satisfy their social needs of interaction, recognition and acceptance in informal
organisations. Their need for friendship, love and support are satisfied in these organisations.
5. Communication:
Communication travels much faster in informal organisations than formal organisations. People
discuss their work and non-work-related problems and find solutions without the support of
superiors.
6. Better relationships:
If managers of formal organisation maintain cordial relations with managers of informal
organisation, it promotes an environment of understanding. This helps to achieve formal goals of the
organisation efficiently.
7. Promotes creativity:
People exploit their creativity and work according to their judgment and skills without waiting for
superiors’ instructions. They think of new ideas and practice them without the fear of rejection by
the superiors.
8. Self-control:
Employees frame their own targets and self-control their activities. Control need not be exercised
from the top.
9. Restraint on discretion:
Informal organisation checks wrong acts of managers. Managers cannot frame goals, policies and
plans not acceptable to members of informal organisations. They cannot use discretion to frame
goals that suit their interests at the cost of others’ interests.
10. Social satisfaction:
When members get tired while working, informal organisations provide them relief against official
boredom and tiredness. They provide them an outlet to satisfy their needs of interaction, love and
friendship.
11. Quick feedback:
Managers can get quick feedback on their official decisions through informal channels of
communication. This helps in knowing how well their policies are being implemented by
organisational members.
Limitations of Informal Organisation:
Though informal organisation helps to achieve formal goals of the organisation, it also suffers from
the following limitations:
1. Conformity:
Being part of informal organisation, members form informal groups. These groups make their own
norms and standards of performance followed by all group members, whether or not they like them.
If these norms are against the interests of formal organisation, members still accept them, otherwise
they lose group acceptance. For example, if the group decides not to work overtime, all members
agree to it even if they want to work overtime. Informal organisations, therefore, result in excessive
conformity to group norms which is bad.
2. Attitude of leaders:
If leaders have negative attitude, that is, want their personal interests to be satisfied at the cost of
group interests, informal organisation will work against the formal organisational goals. This is
harmful for the organisation.
3. Role conflict:
As members of formal and informal organisation, people face role conflict. If group goals are
different from formal goals, members conform to group goals. If the organisation allows lunch break
of 30 minutes but group extends it to 45 minutes to socialize, members face conflict in their formal
and informal roles.
4. Rumour:
“Rumour is grapevine information that is communicated without secure standards of evidence being
present.” It means spreading false information. Information flows virtually in all directions, to every
individual at every level of the organisation. False information (rumour) spreads in informal
organisation at a very fast speed.
If, for example, managers decide to declare Monday a holiday and a worker overhears them, the
message that Monday is a holiday will pass throughout the organisation in no time even if it has not
been officially announced by managers.
5. Resistance to change:
Informal groups become over-protective about the group goals and values. They oppose change in
their way of working. Lack of desire to deviate from existing norms or acquire new knowledge works
against implementation of new and sound policies in the organisation. An organisation where
workers work five days a week will not easily accept a six-day week even if working hours each day
are reduced.
6. Conflicting goals:
If group goals are different from organisational goals, members generally pursue group goals even if
they are against the interests of formal organisational goals. This is against the interests of the
company and its members.
Topic 4: Group and teams
1. 3 kinds of group work
 Task force Crew Team

Definition is a temporary group of people. Crew is used to Team is a

- The task force is generally used describe a permanent task
when a difficult situation arises professional group force
in a particular department of people who work - The members of a
- task forces are created on an together, like an team meet up often
“as needed” basis, task force is ambulance crew or and discuss the
often the result of some event, something similar. problems with
often unexpected or - Crew is best regard to
unanticipated, causing the need applied to organization
for an organization to acquire transformation -Team is a group of
knowledge as to how to best project and program people in an
respond to the event, related elements, traditional organization, who
events, or to a similar situation project can be located in
management, and different areas or
Task forces are: - Work groups executive locations, but are
typically comprising experts in management. (If it connected through
specified areas of knowledge or has a defined different
practice. beginning and an technologies of
- Small groups of people - and end, and a communication
resources - brought together to responsible
accomplish a specific objective, manager, it is not - A team is a group
with the expectation that the really a team.) of persons linked
group will disband when the together for a
objective has been completed. A crew is a group of common purpose.
people working For the most part,
together, usually teams consist of
under a leader. A persons with
crew might keep a complementary
ship sailing skills organized to
smoothly or pave a function
road smoothly, cooperatively as a
working together on group.
a ship, airplane, or
movie — but the
word is also a slang
term for a group of
friends who hang
out together — like
a crowd or posse.

-When to use -To address a major, complex - To accomplish a -To accomplish a

-Purpose issue or project major, focused task major, focused task
-Example -Make complex and (not just (not just
consequential recommendations recommendation) recommendation)
- Redesign the curriculum - Give advice, make -Assure that
decisions or adequate talent and
recommendations time are devoted to
- Curriculum task
 committee, - Funded research
admissions project
committee

Communication horizontal communication Among a Crew, Team acts as peers

Function Helps in effective everyone speaks of
horizontal communication. the level. The members of a
task force is generally used A crew is a body or team meet up often
when a difficult situation arises a class of people and discuss the
in a particular department. who work at a problems with
common activity, regard to
generally in a organization.
structured or Project team are set
hierarchical up in the
organization. ... organization, when
Members of a crew there is a large
are often referred project or when a
to by the title product needs
Crewman. Crew also innovation.  
refers to the sport
of rowing, where
teams row
competitively in
racing shells.

Duration Short-term Long-term to Address task over a

perform the task long period of time

Participants work groups typically comprising Well-trained Less professional,

experts in specified areas of employees work work together with
knowledge or practice together (For common purpose
example, the cabin
crew, the goal is to
ensure a
comfortable journey
for the passengers.
When the plane
lands their job is
done)

Monitoring Group makes decision Manager Leader

Reward Group share rewards and awards The manager gets Teams share
rewarded or
 awarded, and passes rewards and awards.
it to individual staff.
Crew exists to make
the manager
successful.

Advantage Temporary but of major Organizational Focuses talent and

importance memory, energy on important
development of deliverable
expertise

Drawback Can get bogged down; overload,
poor commitment possible; can
go astray.
Can lead to Can suffer from lack
entrenched power; of necessary time
people can burn out commitment from
participating units
and members

2. The model of 6 variables of work group

Set of six variables that influence the process and the performance of the work groups:

• External conditions

• Group resources

• Group structure

• Group task

• Group process

• Group composition

Introduction:
Once the groups have been formed, it happens that some groups perform well whereas some
groups do not perform well. This happens because there are several factors both within and outside
the groups, what affect its performance.

1. External conditions:
A group is a part of large organizations. They are created by the organization and as such, they do
not exist in isolation. A group has to rather work within the framework provided by the organization.
Every group is influenced by a number of external conditions imposed from outside it. These
external conditions include the organization’s strategy, its rules, regulations, its culture, physical
work setting, employee selection process, etc.
Part of the group behaviour is determined by the larger organization to which it belongs.
•Strategy
•Authority structure
•Regulations used
These factors determine a context which may have positive and negative effects on performance.
Firm strategy and HR practices may support or inhibit efforts by team members in multicultural
environments.
2. Group resources:
By the term group resources, we mean the resources that an individual member brings to the group.
The Group's performance to a large extent depends upon the resources of its members.
These resources may be categorized into two types:
(i) Knowledge, skills, efficiency, capabilities and
(ii) Personality characteristics (such as openness, honesty, dominance, extroverted, etc.)
Both these resources strongly affect the group performance by influencing how an individual will
interact with other group members.
3.Group structure:
A group comprises of a number of individuals and has a well-defined structure. Groups have
structures that shape the behaviour of its members and make it possible to predict and explain the
individual behaviour within the group as well as the performance of the group as a whole.
Some of the structural components are:
 Group Status:
The term status refers to the relative ranking that a person holds in a group. Status is determined in
the context of comparison. Therefore, status defines the rank of an individual relative to others in
the organization and the group. Status is in-fact defined in terms of rights, privileges, duties, and
obligations the individual holds in an organization.
It is an important factor in understanding human behaviour. When an individual perceives a disparity
between his status with that of other group members, it creates a disequilibrium that results in
interpersonal conflicts. So, what is important for the group members is to believe that the status
hierarchy is equitable and just.
 Group Norms:
A norm is accepted by group members. It is a rule of conduct that has been established by group
members. They are standardized generalizations concerning expected behaviour in matters that are
of some importance of the group.
A rule dictates what must be done by another whereas norm refers to what should be done. Group
norm is a standard of behaviour. In other words, group norm is a rule that tells the individual how to
behave in a particular group. Thus, group norms identify the standards against which behaviour of
group members will be evaluated and help the group members know what they should not do.
Norms could be formal or could be informal.
Group norms are the “Oughts” or “should be” of behaviour. They are prescriptions for acceptable
behaviour determined by the group. “Group Norms are a set of beliefs, feelings, and attitudes
commonly shared by group members. These are also referred to as rules or standards of behaviour
that apply to group members”.
A very comprehensive definition of group norms is given by The Handbook of Industrial and
Organisational Psychology. According to this definition, “All groups have established norms, that is,
acceptable standards of behaviour that are shared by the group members. Norms tell members
what they ought and ought not to do under certain circumstances. From an individual’s standpoint,
they tell what is expected of them in certain situations. When agreed to and accepted by the group,
norms act as a means of influencing the behaviour of group members with a minimum of external
controls. Norms differ among groups, communities, and societies, but they all have them.”
From the above definitions, we can observe the following characteristics of group norms:
 Just as an individual’s characteristics are revealed through his personality, the characteristics
of a group are revealed or represented through norms.
 Norms are the basis of the behaviour of members in the group. For example, it is an
unwritten norm that employees do not criticize their bosses in public. Thus, this norm is
related to the behaviour which is considered important by most group members.
 The norms are the basis for predicting and controlling the behaviour of good members. For
example, norms may include behaviour in a particular manner both within and outside the
group meetings.
 The norms are applied to all members, though very stringent uniformity is not followed. In
certain cases, some deviations may be allowed but not to the extent of jeopardizing group
goals. For example, if a code of dress for the meetings or for the workplace is there, it is to
be followed by all the members.
 Norms also identify the values and ethics of the group members. They are established on the
basis of what is right and decent and expected of professionals.
 Though formalized norms are written up in organizational manuals setting out rules and
procedures for employees to follow, but by far the majority of norms in organizations are
informal. For example, you don’t have to tell someone that it is unacceptable to gossip while
the meeting is going on.
 Group Roles:
All members of the group are expected to play specific roles. By this term, we mean a set of
expected behaviour patterns attributed to someone occupying a given position in a social unit. Quite
often, this role is a function of the individual’s job description. A role consists of a pattern of norms,
it is a position that can be acted out by an individual. The content of a given role is prescribed by the
prevailing norms. Role can best be defined as a position that has expectations evolving from
established norms.
The main issue is that a person is required to play a number of roles and the behaviour varies with
the role he is playing. Different groups impose different role requirements on individuals. When we
examine the concept of role in-depth, it becomes obvious that there are different types of roles.
  Role Requirements of the Members:
 Role Identity:
Role identity is created by certain attitudes and actual behaviours that are consistent with a role.
When people change a job, the situation and job demand also change. It has been observed that in
such circumstances, people have the ability to shift their roles rapidly. For example, in a particular
workplace when some workers were promoted to supervisor jobs, their attitudes changed from pro-
union to pro-management within a few months of their promotion. It means there was a rapid
change in their role identities.
  Role Perception;
Every person has his own perception of how he should act in a given situation. Role perception is the
view of a person, which consists of those activities or behaviours the individual believes are
supposed to be fulfilled in the given situation. The individual gets this perception from stimuli all
around us—friends, books, movies, television, etc. In India, for example, every female police officer
will certainly be influenced by Mrs. Kiran Bedi. Because of role perception, apprenticeship programs
exist in many trades and professions, which allow beginners to watch an ‘expert’, so that they can
learn to act as they are supposed to.
 Role Expectations:
Role expectations are defined as how others believe or expect, you should act in a given situation.
How you behave is determined to a large extent in which way you are acting? The Advertising
manager of a company, for example, is expected to review the proposals and plans of the
subordinates, rejecting those that will not promote company products and approving those that will
contribute to increased roles.
Another example is that the role of a university professor is viewed as having dignity and propriety,
whereas a football coach is seen as aggressive, dynamic and inspiring to his players. When role
expectations are concentrated into generalized categories, we have role stereotypes. In the
workplace, it can be helpful to look at the topic of role expectations through the perspective of the
psychological contract. According to an unwritten agreement that exists between employees and the
employer, the psychological contract sets out mutual expectations, what management expects from
workers and vice versa.
Management is expected to treat the employees justly, provide good and acceptable working
conditions, proper communication and give feedback on how well the employee is doing. Employees
are expected to respond by demonstrating a positive attitude following directions and showing
loyalty to the organization. When role expectations as implied in a psychological contract are not
met, there will be negative repercussions from both the sides. The psychological contract is regarded
as a powerful determiner of behaviour in organizations.
 Role Conflict:
When an individual is confronted by divergent role expectations, the result is role conflict. It exists in
a situation, where an individual finds that compliance with one role requirement may make
compliance with another more difficult. At the extreme, it would include situations in which two or
more role expectations are mutually contradictions. All of us are faced with and will continue to face
role conflicts.
The most critical question is how conflicts imposed by divergent expectations within the
organizations affect the behaviour. Certainly, they increase internal tension and frustration. There
are a number of behavioural responses a person may engage in.
4. Group tasks
From the task in which the group is engaged it will depend:
 The process
 The outcome
 Degree and nature of interdependence of group members
Classification of tasks:
 Clearly defined production tasks
 Cognitive or intellective tasks
 Creative idea generation / decision making tasks
 
5. Group Process:
Another component in our group performance model is the group process. A process can be simply
defined as a systematic method of handling activities. Some of these processes that affect group
performance include – the communication patterns, leader behaviour, group decision making,
intergroup behaviour, group cohesiveness, etc. The group processes may have a positive or at times
even a negative impact on the group performance.
When group processes like: communication patterns, decision processes and reactions to conflicts,
cause a failure in meeting the group’s potential, the group suffers a process loss.
 Groupthink: group consensus is more important than other courses of action
 Social loafing: i will do less because someone else will do my job
 When group efforts exceed that of individual members, we have a process gain or a synergy.
 
The group process may at times lead to synergy whereby the groups can create output much greater
than the sum of their inputs. The negative aspect is best depicted by social loafing, which represents
negative synergy i.e. the output is much less than the sum of inputs. The impact of group process on
the group’s performance to a great deal depends upon the tasks that the group is doing.
Group Processes Over Time: 
All groups go through 5 stages, but not necessarily in sequence:
 Forming: members start to think of themselves as part of the group
 Storming: individual characteristics and expectations conflict with the group structure
 Norming: agreement is reached on expectations and acceptable behaviours
 Performing: accomplishing the task (teams remain here)
 Adjourning: for task forces and crews, when the task is completed.
When there is a deadline for the accomplishment of the task, the group could set its direction in the
first meeting, then adhere to the pattern decided, at least of the first half of its life.
Over time there may drop the previous behaviour to adopt new directions and alternative enhanced
activities.
Finally, each member presses each other to make their contribution to accomplish the task.
There is an equilibrium at each point and this development model is called «punctuated equilibrium
model»
 

6. Group Performance: Group performance is contingent upon a number of factors. For

instance, the external conditions which include the rules, regulations, selection procedure of
the organization, etc. highly affect group performance. Similarly, the group is more likely to
be productive when its members have requisite skills and personality characteristics. The
group size, composition, norms, cohesiveness, etc

3. The influence (impact) of culture on work group

Analyse 3 aspects of Cultural influences on Work group with the situation as below: Your
team has 4 members: 1 from America, 1 from Singapore, 1 from France and the leader is
from China. The team works on 1 business project. How should the team leader do to
manage the team?

America Singapore France China (leader)

Cultural Tipping – It is customary to tip Singapore Society At French Manage enterprises

Norm wait staff, bellhops, valets, and
other service workers.
Requesting Alterations to
Meals – It is normal to request
customizations to menu items,
such as adding or removing
items, or using condiments.
Thumbs Up – Giving the
thumbs up is a positive
affirmation of “yes.” Using
Smartphones Everywhere –
Some people will be on their
smartphone talking or texting
Singaporean society companies, in China are the
is cosmopolitan and colleagues are very direct instructions
multicultural and strict with your from the top down
based on an ideology working attitude. You below. It would be
of racial and need to be really disrespectful for
religious harmony.  attentive and serious subordinates to
at work. For example, question their
The group is
listening to music superior's decision. A
regarded as more
while working, being leader is often seen
important than the late for work, chatting as a father, expected,
individual, and social during work hours is much power and get
hierarchy is more unacceptable and will obedience from
strictly observed be severely criticized. subordinates
than in the West, - The French are very -The most important
others, even while in public,
eating meals, or entertaining
face-to-face guests. Dressing
Down in Public – Wearing flip
flops, sweat pants, wrinkled
shirts, and other less-than-
casual clothing in public places
is normal. Asking Questions –
People will ask you what you
do, where you are from, and
other questions to get to know
you better
with respect and attentive to your way thing at a Chinese
deference shown to of addressing both in business meeting is
older and more life and at work. You the ceremony
senior people. need to pay attention permission, this
The concept of when using VOUS shows that you are a
"face" pays a part in pronouns. vs TU. Not moral person and you
relationships. Much only that, avoid will also get it back
asking about respect from others.
of the behaviour
personal issues Therefore, it is
adopted by
(family, children ...), necessary to learn
Singaporeans is especially when you about these in
based on making first get to know advance whom I will
sure that no one them. For the French, meet, make sure
loses face. it is disrespectful and about my age,
Singaporeans tend you will not have position, member of
to be more formal sympathy from them. the party, city work ...
and polite and less - Contributing Stand up when a
physical and opinions in the superior enters the
personal in their meeting are highly room, invite them to
everyday dealings appreciated by the sit politely and
than "westerners". French. When thoughtful even if you
To avoid losing face working, they value and they disagree
Singaporeans will creativity and with the language.
constructive. If you
rarely say "no"
do not speak up in
- Handshaking is a
directly, nor ask a normal action in
the meeting, you
direct question or business but specific
almost do not exist.
give a direct order. to Chinese people,
Therefore, it is
Equally, "yes" may shaking hands right
necessary to practice
not always mean gently and long. It will
and form a habit of
they agree. be considered
giving personal
Languages impolite if you look
opinions and asking
Staring at Chinese
Four languages are questions. All of your
partners.
officially recognised opinions are
-Chinese people
in Singapore: considered and
often meet in many
English, Mandarin, appreciated.
sessions instead of
Malay and Tamil. -Contributing
one big meeting to
English is the opinions in the
solve a problem. For
language of meeting are highly
them, meetings are
administration and appreciated by the
mainly to build and
French. When
business, and strengthen
working, they value
children usually relationships and
creativity and
learn English as their exchange information
constructive. If you
first language. rather than unifying
do not speak up in
Singlish decision making. The
the meeting, you
Although the decision is usually
almost do not exist.
language of general made in discussions
Therefore, it is
and majority opinion.
conversation necessary to practice
That's why when
between and form a habit of
meeting with Chinese
Singaporeans of giving personal
people, please be
different ethnic opinions and asking
patient because if you
backgrounds is questions. All of your
are in a hurry you will
Standard English opinions are
get nothing even
considered and

Cultural The first country in history
Diversity that is literally made up of
every part of the world.
Cultural diversity helps
their that as they interact
with others, we can build
bridges to trust, respect,
and understanding across
cultures and people from
diverse cultures
contribute language skills,
new ways of thinking, new
knowledge, and different
experiences.
appreciated. more delayed again.
-Gift giving is a typical
feature of Chinese
culture. A simple
thank you would be
considered impolite in
China. However, you
should avoid giving
away expensive gifts
As a nation that’s The culture of France Chinese culture is
home to a wide has been shaped by one of the world's
range of cultures, geography, by oldest cultures,
historical events, and
ethnicities and by foreign and internal
originating
religions, forces and groups. thousands of years
Singapore’s France, and in ago. The area over
diversity is our particular Paris, has which the culture
strength. Their played an important prevails covers a
many role as a centre of high large geographical
communities may culture since the 17th region in East Asia
century and from the
have their own 19th century on,
and is extremely
festivities, worldwide. From the diverse and varying,
traditions and late 19th century, with customs and
practices, yet France has also traditions varying
you’ll find us played an important greatly between
celebrating as role in cinema, provinces, cities,
one people. This fashion, cuisine, and even towns as
literature, technology,
reasons why well.
social science and
Singapore is one mathematics. The Chinese civilization
of the most importance of French is historically
harmonious and culture has waxed and considered the
plural nations on waned over the dominant culture of
the planet.  centuries, depending East Asia With
The four official on its economic, China being one of
political and military
languages of the earliest ancient
importance. French
Singapore are culture today is civilizations,
Mandarin, Malay, marked both by great Chinese culture
Tamil and regional and exerts profound
English. English socioeconomic influence on the
is the most differences and strong philosophy, virtue,
common unifying tendencies. etiquette, and
language used Historically, French traditions of Asia to
and is the culture was date: Chinese
language which influenced by Celtic language, ceramics,
unites the and Gallo-Roman architecture, music,
different ethnic cultures as well as dance, literature,
groups the Franks, a martial arts, cuisine,
=> The diversity Germanic tribe. visual arts,
but unity in the France was initially philosophy,
language as well defined as the business etiquette,
 as the culture western area of religion, politics,
and languages Germany known as and history have
make the group Rhineland but it global influence,
integration later came to refer while its traditions
process easier to a territory that and festivals are
was known as Gaul also celebrated,
during the Iron Age instilled, and
and Roman era practiced by people
around the world

Relative The measures often
Cultural aggregate all the cultural
Distance dimensions of a specific
study into a single
equation, which is
labelled cultural distance.
The most commonly
applied cultural distance
measure is the KS-index.
Cultural distance
dimensions include,
among others, power
distance, uncertainty
avoidance, collectivism,
and assertiveness. This
contrasts with collectivist
cultures where
characteristics like being
self-sacrificing,
dependable, generous,
and helpful to others are
of greater importance. A
few countries that are
considered individualistic
cultures include America.
With a In daily life, the This dimension deals
Confucian French are always with the fact that all
considered polite, individuals in
background, formal, "elaborate" societies are not
they normally about the culture of equal – it expresses
have a syncretic dressing, decorating the attitude of the
approach to and walking, culture towards these
communicating. The inequalities amongst
religion, which
French always have us. Power Distance is
is also the
respect for each defined as the extent
dominant other, as well as to which the less
approach in respect for the powerful members of
Singapore. personal freedom of institutions and
One of the key others. They also organisations within a
principles of always respect the country expect and
time and accept that power is
Confucian appointments or distributed unequally.
teaching is the meetings, meetings. The fundamental
stability of This is considered issue addressed by
society, which is one of the "principles this dimension is the
of life" of the French. degree of
based on
interdependence a
unequal society maintains
relationships among its members
between people
-Employees
expect to be
told what to do
-Communication
is indirect and
the information
flow is selective

What should be done to manage the team: 

- Ensure clear and polite communication between members of the teams
Clear and polite communication between members of the team reduces the chances of surprises,
crises, and confrontation among them. Both employers and employees should take diversity and
cultural difference into account while drafting communication material. This can include:
1. using common language (English)
2. using simple words
 3. using visual methods to communicate results
4. avoiding slang words and phrase
Learn about different cultures
Asking polite questions, listening and caring about each other’s cultures and expressing willingness
to learn about different cultural backgrounds can foster workplace relationships. It is important to
create a culture of inquiry where asking questions is encouraged! Being patient and understanding
towards beliefs and norms of different cultures, speaking against discrimination at the workplace,
and continuously learning about changing cultures are all an effective way to make workplaces more
inclusive.
 An excellent way to become aware of your own stereotypes is to pick groups that you generalize
about and write down your opinions. Once you have, examine the thoughts that came to your mind
and where you acquired them. 
 Work towards accommodating cultural difference
The only way to accommodate cultural difference is to recognize unconscious bias. An individual can
accommodate cultural difference by being sensitive towards different cultures and an organization
can accommodate cultural difference by understanding, for example, different religious customs or
encouraging cultural celebrations.
Make a conscious decision to establish friendships with people from other cultures that you can join
a sports team or club, become active in an organization, choose a job, or move to a neighbourhood
that puts you in contact with people of cultures different than your own. Also, you may want to take
a few minutes to notice the diversity that is presently nearby. If you think about the people you see
and interact with every day, you may become more aware of the cultural differences that are around
you.
Share knowledge
Diversity recruiting ability to produce creative outcomes has limits within the ability of a workforce
to share cultural knowledge. Tomas Chamorro-Premuzic of Harvard Business Review writes, “Studies
mapping the social networks of organizations have found higher levels of creativity in groups that
are more interconnected, particularly when creative and intrapreneurial individuals are a central
node [part] in those networks.”
The evidence shows that knowledge sharing and collective contribution produce creative outcomes.
Knowledge from different cultural backgrounds and experiences stimulates cultural inclusion and
results in innovation. Thus, it is beneficial for both individuals and organizations to make knowledge
sharing an important part of their culture.
Employ diversity training
 Ensure there is an inclusion of people of different cultural backgrounds in the workplace.
Diversity training can potentially foster inclusive work culture, encourage teamwork and
leadership, create new opportunities, and thereby create a positive work culture. This
training will help employees understand and embrace the cultural differences of their co-
workers, and co-workers to embrace each other.
Hence, accommodating cultural commonalities and differences is extremely important to
overcoming cultural barriers.
- BUILD RELATIONSHIPS WITH PEOPLE FROM OTHER CULTURES
There are many ways that people can learn about other people's cultures and build relationships at
the same time. Here are some steps you can take. They are first listed, and then elaborated upon
one at a time. The member of the teams should have learned these:
 Make a conscious decision to establish friendships with people from other cultures.
 Put yourself in situations where you will meet people of other cultures.
 Examine your biases about people from other cultures.
 Ask people questions about their cultures, customs, and views.
 Read about other people's cultures and histories
 Listen to people tell their stories
  Notice differences in communication styles and values; don't assume that the majority's way
is the right way, should be flexible to adapt or use the new way with foreigner employees.
 Share the same vision and target as the vision and target of the organization.
Notice differences in communication styles and values; don't assume that the majority's way is the
right way.
We all have a tendency to assume that the way that most people do things is the acceptable,
normal, or right way. As community workers, we need to learn about cultural differences in values
and communication styles, and not assume that the majority way is the right way to think or behave.
Example:
You are in a group discussion. Some group members don't speak up, while others dominate, filling all
the silences. The more vocal members of the group become exasperated that others don't talk. It
also seems that the more vocal people are those that are members of the more mainstream culture,
while those who are less vocal are from minority cultures.
Impact of culture diversity on work group:
What is culture?
Culture is an important dimension of group diversity that influences communication.
Culture is the integrated system of beliefs, values, behaviours and communication
patterns that are shared by those socialized within the same social group. Cultural
diversity is the mixture of societies or cultures in a specific region. Obvious cultural
differences exist between people, such as language, attitudes, traditions, clothing or
dress. There are also significant variations in the way culture or society organizes itself,
in its shared morality conception, and in the behaviour, they interact with their
environment.
Impacts of diversity on workplace environment:
Workplace diversity provides strengths as well as offer challenges to the organisation. Cultural
diversity is meaningful. It helps employees to learn from each other, to understand each other’s
differences (Griffin and Hirsch, 1998). Cultural diversity affects the businesses in many ways
including the staff recruitment/retention, management styles and decision-making processes, and
relationships within organizations. Cultural diversity often improves and develops workplace by
helping as learning experiences for employers as well as employees. When an organisation embrace
diversity and realize its benefits, it can succeed and compete more effectively (Henderson, 2001).
When it dynamically considers and asses the handling of issues related to workplace diversity;
develop and implement diversity plans, it can increase its adaptability. Different employees bring
individual talents and experiences and suggest suggesting flexible ideas in adapting to ever changing
markets. An organisation can globally provide service with a diverse collection of skills and
experiences. Organisations that encourage workplace diversity, inspire their employees to perform
to their highest ability. Different strategies are then executed; resulting in higher productivity, profit,
and return on investment (Konard et al. 2006).
On the other hand, diversity issues costs money, time and efficiency. If not managed properly it can
create problems. Some of the consequences include unhealthy tensions between employees or with
management; loss of productivity and business performance because of increased conflict;
organisations’ inability to attract and retain skilled and talented people of all kinds; complaints and
legal actions; difficulty in retaining valuable employees, resulting in lost investments in recruitment
and training (Stockdale and Crosby, 2004). Organisations taking full advantage of the benefits of
diversity in the workplace also need to understand that it is not without its challenges. Cultural,
interpersonal, perceptual and language barriers need to be overcome for diversity policies and
programs to succeed. Ineffective communication of key objectives results in confusion, low morale
of employees and lack of teamwork. There are always employees who will refuse to accept the fact
that the social and cultural makeup of their workplace is changing. The insistence on doing the same
and in usual way silences new ideas and inhibits progress (Albrecht, 2001).
Although cultural diversity presents a challenge, organisations should view it as an opportunity
rather than a limitation. When managed properly, cultural diversity can provide competitive
advantages for an organisation. An organisation that manages diversity properly can develop cost
advantages over other organisations and are in much better position to attract the best personnel.
Proper guidance and management of diversity can improve the level of creativity in an organisation
(Henderson, 2001).
Topic 3: The Manager as Decision Maker & Negotiator
1.The model of rational making process
Choose 1 out of 6 candidates to become the best employee of the month in
the Sales Team.

Steps Content

Problem Selecting the best Sales employee of the month is the way to encourages the
definition staff to work effectively and enhance productivity.

Identify decision The employee of the month selection criterion depends on two main aspects
criteria working performance in the teams and working attitude toward their job.

Weight the  The employees who are loyal to the company for more than 1 year.
criteria (1p)
 Greater employee engagement: passionate about their job, devote
wholeheartedly to the task and complete the work in time. (3p)
 Provide better customer service ratings: listen well and response to
their complaints or question in time. (2p)
 Less errors or complaints from the clients (1.5p)
 Working performance: much contribution to the revenue, quickly
solution when facing problems. (4p)
 Discipline and punctuality (0.5p)
 Supporting and Cooperating with their co-worker (1.5p)

Generate the  The employees are on probationary period or work in nearly 1 years
alternatives and provide the best customer services or high contribution to the
revenue
 Employees who have complaints from choosy customers but have
highly working performance.
 Generate the alternative and evaluate the alternative

Criteria Loyalt Employee Best Less Working Disciplin Cooperatio Tota

y engageme custom errors or performan e n with co- l
nt er complain ce workers
service ts

Jim 1 2 1 0.5 2 0.5 1 8

(Retail
sales
clerk)
 Greg 1 3 2 1 2 0.5 1 10.5
(sales
assistan
t)

Irene 1 3 2 1 3.5 0.5 1.5 12.5

(Retail
sales
clerk)

Sunny 1 2 1.5 1 3 0.5 1 10

(Sales
assistan
t)

Joy 1 2.5 2 0.5 2.5 0.5 1.5 10.5

(Retail
sales
clerk)

5. Evaluation:
Jim had the lowest overall score.
Greg and Joy met all requirement at medium standards.
Irene did the best in all the criteria and also reached highest overall score.
Sunny had high working performance but low at other criteria.

6. Selection:
According to the Evaluation Selection the optimal solution:
Optimal selection is Irene (Retail sales clerk).

Choose 1 out of 5 candidates to become a team leader for a new business

project.
Company “Only One Man”, located in Los Angeles, California, USA. We are an entertainment
company, specializing in managing artists, producing music, and the company also organizes
production of professional cultural and artistic exchange programs, and is the producer for cult
international music events in the USA. 
Six-step problem solving
Step 1:  Problem Definition
Recognizing that a decision is needed and Identifying the problem
 Problem define: Our company are looking for a new leader to lead a team to produce a new
music project 
 The root causes of the problem: We signed a contract to produce a music project in the
beginning of the next year. This will be the biggest tour concert travel all over the USA with
the participation of many famous artists, performing newly composed songs as well as
sharing about upcoming personal projects. So, we need to choose between 1 of 5 candidates
to be the leader for this project 
Step 2: Identify Decision Criteria 
Considering more than one objective
1. Skill to create MKT campaign
With any music project, MKT campaign really important because it decide the popularity and level of
influence on the audience and the media
2. Analysis trend and tastes
With a specific industry such as entertainment, quickly grasping new trends and anticipating,
analysing the tastes of the audience in the coming time, it will determine the success of the project
in particular and company in general.
3. Financial management skill
Financing is the core of any event. A good leader is someone who has the ability to balance the
finances, make accurate and timely decisions so as not to cause lack of funding for the later stages of
the project.
4. Team leadership
Group leading: Team leadership is very important when working in a team, a talented leader must
be able to connect team members, divide work in accordance with each person's ability but at the
same time create opportunities. give your employees the opportunity to develop new skills and
progress at work
Praise a job well done. This praise feels sincere since you took the time to spell out details. You also
emphasize the actions that you'd like to see the employee do more often and everybody benefits
when people experience clear direction.
Provide opportunity for advancement. People want chances for training and cross-training. They
want to participate in a special committee where their talents are noticed. They like to attend
professional association meetings and represent your organization at civic and philanthropic events. 
5. Communication skill
Of all the qualities that a good leader has, communication has to be one of the most important.
Being able to communicate what you need both clearly and concisely is essential in any workplace. If
you can’t communicate your vision, values and expectations to your team, it is almost impossible to
work towards and achieve the same objectives.
6. Event planning  and ability to handle situations
Event management skills are essential for a music project leader. Experience not only provides the
ability to respond to unforeseen situations, but also connects with stakeholders to create a
successful event.
7. Technical issues
Technical issues are not the most important when organizing a music event, but the leader also
needs to have some knowledge to handle specific situations in a timely manner.

Step 3: Weight the Criteria 

The criteria identified may not have the same importance; they must be prioritized.

Criteria  Weight

Event planning and ability to handle situations 25%

Communication skill 20%

Team leadership 20%

Skill to create MKT campaign 10%

Financial management skill 10%

Analysis trend and taste 10%

 Technical issues 5%

Total  100%

Step 4: Generate the Alternatives

Identify all the possible alternatives that satisfy the criteria. No evaluation.
With this project, we have 5 candidates for the position of leader. They belong to different areas of
the company with rich experience and unique strengths

Candidates profile
Candidate 1 Candidate 2 Candidate 3 Candidate 4 Candidate 5

Name Lionel Messi  Katy Perry Adam Levine  G-Dragon Shawn

Mendes

Positions MKT Manager Event Manager Technical Music director Financial

manager Manager 

Year of 10 years at Sony An An 5 year- 7 year-

experien Picture accomplished, experienced IT experience in experience
ce Entertainment highly Manager with the music working in
and Universal experienced (8 13 years of director Big4,
Pictures years), and experience of position and 8 participated
qualified managing the year as music in analysis
Events IT producer many
Manager infrastructure financial
cases for
huge
corporate 

Strength  Team Ma  Event  Operate the  Operational  Busin

s nagement planning & technical process ess
 Performa execution system optimisation Develop
nce  Proble  Ability to  Media ment
management m solving handle management  Finan
 Trend/rev and situations & cial
enue analysis troublesho accreditation  manage
oting ment 

Weaknes  Event  Business   Less  Event

s planning & Development Team Manage skill in planning &
execution  Financial ment operate execution
 Problem management   Performance the  Problem
solving and  Operate the management technical solving and
troubleshooti technical  system troubleshooti
ng system Trend/revenue  Ability ng
 Operate  Ability to analysis to handle  Operational
 the technical handle  Event situations process
system situations planning &  Busine optimisation
execution ss
Developm
ent
 Financi
al
managem
ent 

Competi  Ability to  Adapt in  Has  Capabl  ability to

tive implement assessing and important e of persuade
advantag mkt campaign understanding expertise in adapting sponsors
e  ability to the unique the to last  Financial
connect with needs of each management minute and expense
other team event  of high-tech change management
members  Excels in equipment  Have for events
 analyse leading systems communic  develop
trends and projects from  The ability to ation with financial
audience initial concept react quickly many plans;
tastes to completion, to unexpected artists, efficiently
including incidents music exploiting
creating the producers, and using
background ... capital
operational  Involv sources
processes ed in the
which are music
critical to the industry
success of initially as
large-scale artists,
high-profile A&Rs, or
events. producers
for a
number of
years and
building a
strong
reputation
.

Step 5: Evaluate the Alternatives

Prediction on the outcomes and consequences of each choice.
Evaluate 
Candidate 1: 
 Have numerous experiences in creating a marketing campaign. 
 Can predict the market trend.
 Have many years of most work experience in all candidates.
 Have the capability to lead the team.
 Lack of knowledge about technical issues.
Candidate 2:
 Have the proficiency in planning events and handling emergency situations.
 Lack of skill in financial management.
 Adapt quickly in assessing and understanding the unique needs of each event.
 Have the ability to become a team leader.
 Shortage of ability to forecast the trend.
Candidate 3:
 Less experience in planning and running an entertainment event 
 Medium team leadership skills
 Never create mkt campaign and make financial decisions
 Lack of sensitivity to fluctuations of trends
 Have few relationships with event organizers or famous artists
Candidate 4:
 Have many relationships with artists and music producers
 Ability to analyse the market quite well
 Ability to manage the average financial
 Capable of implementing MKT campaigns
 Experienced in organizing events, handling unexpected situations and leading the team
 Lack of ability to solve technical problems
Candidate 5:
 lack of experience in organizing events
 ability to make good financial decisions
 knowledgeable about the market
 poor ability to handle situations
 unable to resolve technical situations
 have many relationships with agencies such as entertainment companies, rental units,
costumes, sound and light equipment, ...

Evaluate 

Criteria  Weigh Can 1 Can 2 Can 3 Can 4 Can 5

t

Event planning and handle situations 25% 10% 20% 5% 18% 10%

Communication skill 20% 10% 18% 10% 17% 15%

Team leadership 20% 10% 15% 5% 15% 10%

Skill to create MKT campaign 10% 10% 5% 0% 8% 2%

Financial management skill 10% 2% 2% 0% 5% 10%

Analysis trend and taste 10% 10% 5% 3% 8% 3%

Technical issues 5% 0% 2% 5% 3% 0%

Total  100% 52% 67% 28% 73% 50%

 Step 6: Select the Optimal Solution 
For each solution, multiply effectiveness on each criterion times the weighting
 Following 5 steps below, our company chose the candidate 4 (G-Dragon, a music director) to
become the new leader of our next music project because he is the best one who can meet
the requirements we need.
Choose 1 out of 5 candidates to become a team leader for a new business
project.
STEP 1 Problem Definition Choose 2 people from 6 candidates for
Marketing position.

STEP 2 Identify Decision Criteria 6 candidates are described as beloww

STEP 3 Weight the Criteria Base on requirements above to identify priority

STEP 4 Generate the Alternatives

STEP 5 Evaluate the Alternatives

STEP 6 Select the Optimal Solution

● STEP 1
Choose 2 people from 6 candidates for Marketing position. Recruiting the candidates who meet
some criteria as follow:
1. Graduated from Marketing major or relevant majors.
2. Have at least 1-year experience at marketing specialist
3. English in advanced: minimum IELTS 6.5, the third language is advantage
4. Time is flexible (for business trip or overtime)
5. Be able to be under pressure of the job
6. Familiar with advertising tools such as Google, Facebook and traditional media.
7. Willing to learn, share and teamwork with their colleagues.

● STEP 2

Candidate 1 Candidate 2 Candidate Candidate 4 Candidate Candidate 6

3 5

Name Im Yoona July Nguyen Nguyen Mai Ngọc Vu Duc Do Daniel Kang
Hoang Anh Anh

Age 25 24 26 27 25 28

Gender Female Male Female Female Male Male

Address Truc Bach, Hoang Quoc No. 1, Cau Hapulico 64 Quan Su, Kang Nam
Ha Noi, Viet Viet, Cau Giay Street, Tower,, Tran Hung Tower, Nam
Nam Giay, Ha Noi, Hanoi Thanh Dao, Hoan Tu Liem, Ha
Viet Nam Xuan, Kiem, Ha Noi Noi
Hanoi

Education Bachelor of Bachelor of Bachelor of Bachelor of Bachelor of - Bachelor

Digital Marketing in Foreign Economics International in Vietnam
Marketing in National Economics in in Business in National
Saint Mary’s Economics Foreign Seoul Nottingham University
University, University Trade National Trent
Canada University University University - MBA for
(2012-2016) Marketing
in HEC Paris
MSc in
Marketing

Experience 2 years in 1 year in + 3 years as a 3 years in + 1 year in 3 year

marketing Advertising, sales Digital sales position (2016-2019)
Associate- Writing specialist Marketing as
SM content (2016 - 2019) (2014- + 7 months Team leader
Entertainme 2016) in Content in
nt (2017- + 1 year as a Marketing Marketing
2019) salesman in (2018-2019) Projects in
sales Swing
department Company
(2019-2020)

Skills - English/ -Writing + Good - Photoshop, -MS Excel,

Korea marketing English Negotiation make and PowerPoint
content write
- Adobe +Teamwork Teamwork content -Digital
photoshop - Basic Marketing
photoshop +Confident, -Planning Skill
- Microsoft dynamic,
Office Suite good -Time
communicati manageme
- Dreamweaver on, capable nt
of persuasive
negotiation

Organization SM CleverAds Vingroup JYP Adsplus in K-connect

Entertainme entertainm Vietnam Company
nt ent

Certificates 7.5 ielts -5.5 ielts -6.5 ielts 8.0 ielts 7.5 ielts 1st in
 Topik 5 N3 Content
Japanese Marketing
Award for
Best Project
MKT
7.5 ielts

Language English, -English -Vietnamese English English English,

Korean -English Korean Korean,
Japan Vietnamese,
Japanese

Interest Books -Travel -Music Dance Edit video, Music,

Music -Reading -Travel Sing travel, vlog Travel, Take
book - Playing Reading photo
-Music sports book

● STEP 3

No Elements Candidate 1 Candidate 2 Candidate 3 Candidate Candidate 5 Candidate

4 6

1 Bachelor of x x x x x x
Marketing or
relevant

2 Have at least 1-year x x x x x x

experience in
marketing

3 Language (at least x x x x x

6.0 IELTS)

4 Time management x x

5 Teamwork x x x x

6 Knowledge about x x x x x
Advertising tools

7 Writing mkt x x x x
content
8 Design/Ps x x x x

9 Achievement x x x

10 Other foreign x x x
languages (except
English)

Attitude during Active A little bit Confident Perfectionist Sociable Professional,

interview introverted and and and open- good at
Dynamic Calm minded teamwork

TOTAL (/10) 7 6 6 8 6 9

● STEP 4

Candidate Alternative 1 Candidate Alternative 2

Name Nguyễn Trần Linh Chi Trần Hoàng Nam

Age 25 26

Gender Female Male

Address Bạch Mai, Hai Bà Trưng, Hà Nội Hàm Nghi, Nam Từ Liêm, Hà
Nội

Education Bachelor of International Business at Bachelor of Digital Marketing

International School, VNU at RMIT
Major: Marketing

Department 2 years in HR Manager 3 years in E-commerce (C2C &

B2C)

Experience in + Intensive study of marketing at + Intensive study of marketing

Marketing University and join marketing club at
+ Used to coordinate with the University
marketing department to run events + 7 months internship at
for the company Marketing Specialist position

Skills - Social network (Fb, Ins, etc) - Planning

- Good presentation skills - Teamwork
- Time management - Enthusiasm
 - Planning - Negotiation
- Responsibility - Critical thinking
- Good communicated ability - Good adaptability

Organization IC Joint Stock Company IC Joint Stock Company

Certificate IELTS 6.5 TOEIC 850, HSK 3

Language English English, Chinese

Interest Music, read books Travel, play sports, read books

● STEP 5
Candidate Alternative 1 Candidate Alternative 2

Bachelor of Marketing or x
relevant x

Have at least 1-year experience

in marketing

Language (at least 6.0 IELTS) x x

Time management x

Teamwork x x

Knowledge about Advertising x x

tools

Writing mkt content x

Design/Ps x

Achievement

Other foreign languages x

(except English)

Attitude during interview A little bit introverted Active

TOTAL 5 7
 ● STEP 6
Through 5 steps to identify and evaluate criteria of 6 candidates and 2 alternatives, we
compared and made optimal decision: choosing candidate 4 and 6, who scored highest in
accordance with the requirements of our recruitment.

Theory of rational making process:

Rational decision-making model definition:

Rational decision making is a multi-step and linear process, designed for problem-solving start from
problem identification through solution, for making logically sound decisions.
The rational decision-making model is a good model to make good decisions because it depends on
rational way used for problems solving.
Rational decision-making model steps:
If you want to make a good decision which helps you to achieve your goals; you should depend on
the available facts to make a careful analysis to make a decision as we’ll explain in the following
steps:
Step 1: Identify and define the problem:
The first step to make a rational decision is to identify and describe the problem by defining the
current and desired states and defining the alternatives:

 Keep in mind during identifying the problem to identify the cause of the problem, not the
symptoms.
 Define the gap between the current state and the desired state. And the gap must be
enough to motivate the involved people to implement the decision.
 Define all available options and don’t think about quick solutions.
Example: if your family is growing and you have a small house which doesn’t meet your needs. Let’s
assume that your decision is buying a bigger house to overcome that issue.
Note that: buying a new house is a solution (not identifying the problem), and by this way you don’t
think about the cause of the problem (space), the gap between the current and desired state and all
alternative options.
The cause of the problem:
Buying a new house isn’t a problem, it’s a symptom. And the cause of the problem is the (Space).
The gap between the current and desired state:
In our example, you should mention the available space and the needed space.
All alternative options
Think about all alternatives:

 If there is unneeded stuff in your house can be removed to free up space.

 Having a space to build a new room in the house.
 Buying a new house.
Step 2: Identify the decision criteria:
The second step in the rational decision-making model is outlining all the criteria ahead of time
because those criteria will be a good guide to make a decision
 Example: let’s get back to our problem, space is our issue and we need to identify some criteria to
measure all alternatives and determining if there is solution is better than others, in this example our
criteria are (time and cost)
Time: we should think about:
 When will we need that space?
 When will solving the problem be critical?
 And how long will each option take?
Cost: these criteria are important to know if there is some options cost more than others; so, you
should know:
 How much will each option cost?
 How much money do we have?
Note that: if our problem is buying a new house instead of solving a space issue, we would establish
criteria a little differently; and we would likely focus on things like distances to activities, crime per
capita, quality of schools, and some other factors.
Now we’ve identified the problem and the decision’s criteria, it’s the time to weigh those criteria:
We need to weigh those criteria because each criterion is unlikely to have the same level of
importance; there are few ways you can use to accomplish this step:
1- Using an absolute comparison:
You can use this method which you commonly find costumers’ ratings; this comparison is helpful
because it allows you to compare items side by side. So, if you’re shopping for a product, you can
look through customers’ reports and ratings and compare different types of the product in a specific
category.
Those reports and ratings are accomplished by incorporating a ranking system where the user enters
a value reflecting the importance of the criteria on a scale.
Example: let’s say that there is a scale starting from “1” and going to “10”. “1” indicates that the
criteria have no importance to us and a score of “10” indicates that the item is very important. So,
we would go through each criterion and use this method to weigh their significance to us.
Since we are evaluating the criteria on their own metric and not in relation to other criteria so we
can assign the same value to different criteria.
2- Using relative comparison
A relative comparison is made by comparing each criterion with another. So, by using relative
comparison; we can obtain what criteria are most important to us. This can be helpful when you
attempt to weigh criteria that have similar ratings by using an absolute comparison.
So, by comparing them against one another we firmly know which one is more important.
Step 4: Generate list of alternatives
Once we have identified a thorough list of criteria and weighed the importance of those criteria, now
we can generate a list of alternatives.
During this step, our goal is generating many alternatives as possible. The more alternatives that we
generate, the greater the likelihood is that we’ll come up with an effective solution to our problem.
Going back to our problem, we can generate a few alternatives, including buying new house,
building another room, placing possessions in storage, or even placing a few kids up for adoption.
Keep in mind, in this stage we define all possible options, no matter they are good or bad solutions
because we’ll think about that in the next stage.
Step 5: Evaluate the alternatives:
At this stage, we want to evaluate the alternatives that we’ve identified using the criteria that we’ve
identified in step2. This step may be lengthy depending on the number of criteria and the number of
alternatives.
Let’s go back to our Example: we’ll use a simple rank-order method to rank the alternatives in the
criteria that we’ve identified. We’re also establishing weights to each criterion based on our findings
from step 3. as shown in the following table:
   Long term-solution (0.6) Time (0.3) Cost (0.1)

Buying a new house 1 4 4

placing possessions in storage 4 1 1

Increase size of home 2 3 2

Reduce family size 3 2 3

Step 6: Determining the optimal decision

The sixth step in our rational decision-making model is determining the optimal decision. In order to
know the optimal decision, we’re going to multiply ranking for each alternative by that criteria’s
respective weight.

Long term-solution
  Time (0.3) Cost (0.1) Total
(0.6)

Reduce family size 3*0.6 = 1.8 2*0.3 = 0.6 3*0.1 = 0.3 2.7

Buying a new house 1*0.6 = 0.6 4*0.3 = 1.2 4*0.1 = 0.4 0.6+1.2+0.4=2.2

placing possessions in storage 4*0.6 = 2.4 1*0.3 = 0.3 1*0.1 = 0.1 2.8

Increase size of home 2*0.6 = 1.2 3*0.3 = 0.9 2*0.1 = 0.2 2.5

Since each criterion has a different level of importance, we use these levels to assign more influence
to the results in categories that have more importance.
And since we’ve already weighed the established criteria in step 3, we know exactly which criteria to
give more importance to as we determine the optimal decision. As you can see, buying a new house
appears to be the best solution based upon the evaluation.
As we end, I want to leave you with a word of caution. Models, by the very nature, are clear,
organized, and logical. Everything in the real world is not. So, applying a model to an environment
isn’t perfect but it’s a difficult task.
It is true that statistically, that who uses such a model will make more rational decisions, whether in
his business or in personal lives. But money, time, and other constraints can affect a manager’s
ability to use such a model as it was intended; because maybe you can’t evaluate every alternative
and identify every possible option. But if your goal as a manager is to make more rational decisions,
this is certainly a start.
Rational Decision Making: LIMITS!

1. Limited time

2. Limited resources
 3. Limited information: not everything is ready

4. Cultural variation!

Managers / decision makers

1. Have limited ability to follow a rational model consistent with the culture

2. Their individual judgement is bounded in their ability

3. Have access to incomplete information

4. Unclear assessment of the decision criteria

5. Have their own preferences

6. Act automatically and with ability to handle a small portion of information

Satisficing model: managers do not evaluate all the possible alternatives, but search for a
solution that meets a minimally satisfactory set of criteria. When they find an alternative that
meets the criteria, the search ends. They satisfice rather than optimize.

2.Culture difference in decision-making

Globalization created an expanded sphere of commerce in which success is influenced by
how business leaders think and act.  A leader’s global perspective establishes its foundation
from cultural values in relation to achievement, affiliation, power and information. A
country’s orientation influences the level of thinking in which decisions are made.  The deep
roots of the culture’s norms, traditions, rituals and stories imprint specific generational
preferences that impact organizational values and the decision-making process of leaders and
followers. While some decision-making processes include collaboration, others rely on an
authoritarian approach
Decision-making is an integral part of modern management. Essentially, Rational or sound decision
making is taken as primary function of management. Every manager takes hundreds and hundreds of
decisions subconsciously or consciously making it as the key component in the role of a manager.
Decisions play important roles as they determine both organizational and managerial activities. A
decision can be defined as a course of action purposely chosen from a set of alternatives to achieve
organizational or managerial objectives or goals. Decision making process is continuous and
indispensable component of managing any organization or business activities. Decisions are made to
sustain the activities of all business activities and organizational functioning.

Decisions are made at every level of management to ensure organizational or business goals are
achieved. Further, the decisions make up one of core functional values that every organization adopts
and implements to ensure optimum growth and drivability in terms of services and or products offered.

Is it profit? Time? Relationships? Not only this, but it’s essential to know who makes the decisions,
and what role others play. In autocratic cultures like those of Latin America, France or the Arab
world, decisions tend to come from the top, while in countries with flatter management styles, like
the Netherlands, Australia or Israel, consensus is important. On the other hand, some of the most
apparently egalitarian cultures can have a surprisingly top-down style when it comes to making a
decision. In other situations, the corporate culture may override any local cultural traits. There will
always be variations on cultural stereotypes, but here are a few general examples of decision-
making style around the world.

 The USA is a culture of very flat management structures – until it comes to decision making.
The culture is egalitarian in that individuals are free to challenge authority, but often
surprisingly top-down in that the priority is usually speed and to get things moving along, a
manager may make a snap decision. Once this has been made, it won’t be questioned. This
obsession with speed can be the downfall of Americans doing business with other cultures,
where decision making can take a long time and trying to rush the other side puts you in a
position of weakness.
 German companies tend to have steeper hierarchies. In general, the boss in the workplace is
deferred to and there is a degree of formality. Yet German managers usually include their
co-workers and subordinates in the decision making process, where the input of technical
experts is valued. Structure, process and productivity are all important drivers in German
decision making. Because German culture is individualistic, managers are prepared to take
responsibility for the choices they make.
 Scandinavian cultures are more likely to base decision making on social factors; what will
benefit the group, as opposed to the individual. In Sweden, decisions are made by consensus
and as such, may take a long time. Once a decision is made, it won’t change, generally
because so much discussion has gone into making it in the first place. By the time a
conclusion is reached, everybody is on board.
 Japan is not dissimilar in the end goal, although culturally, it differs greatly from Sweden.
What the two have in common, though, is the desire to maintain harmony and the wellbeing
of the group, which matters more than individual choice. The traditional way of reaching
consensus in Japan is via ‘ringi-sho’, in which an individual presents a ringi, a written
document stating their case, and circulates it to everybody involved in the process. Each
person stamps the document with their hanko, or personal seal. Those who disagree will
either not participate or place their hanko  upside down, but either way, this lengthy process
avoids open conflict at a meeting, which would cause people to lose face. In any one
organisation, several ringi may be in circulation at once.
 China, like Japan, is a collectivist culture. Confucianism teaches that individuals should
maintain their place in the hierarchy to avoid chaos. Decision making is slow and deliberate;
rushing things is the sign of a fool. Chinese management culture tends to be risk-averse, with
a desire to get things right, hence the slow process. Decisions are influenced by the social
structure and the concept of the good of the group. Age is associated with wisdom and
experience and decisions are therefore usually made by the most senior members of a
company, who tend to hold the power.
 Arab cultures are also, generally speaking, risk averse and hierarchical. Decisions are made
from the top, often following discussion with other stakeholders of equal seniority. Once a
decision is made, is it not questioned. Honor, reputation and relationships are more
important than speed or risk. Nepotism, or personal connections, play a strong role in
decision making as Arabs tend to do business with friends and family, not strangers.

3. Nonverbal communication When we talk about ‘communication’, we often mean

‘what we say’: the words that we use. However, interpersonal communication is much more than
the explicit meaning of words, and the information or message that they convey. It also includes
implicit messages, whether intentional or not, which are expressed through non-verbal behaviours.
Non-verbal communication includes facial expressions, the tone and pitch of the voice, gestures
displayed through body language (kinesics) and the physical distance between the communicators
(proxemics).
These non-verbal signals can give clues and additional information and meaning over and above
spoken (verbal) communication

While the key to success in both personal and professional relationships lies in your ability to
communicate well, it’s not the words that you use but your nonverbal cues or “body language” that
speak the loudest. Body language is the use of physical behaviour, expressions, and mannerisms to
communicate nonverbally, often done instinctively rather than consciously.
Whether you’re aware of it or not, when you interact with others, you’re continuously giving and
receiving wordless signals. All of your nonverbal behaviours—the gestures you make, your posture,
your tone of voice, how much eye contact you make—send strong messages. They can put people at
ease, build trust, and draw others towards you, or they can offend, confuse, and undermine what
you’re trying to convey. These messages don’t stop when you stop speaking either. Even when
you’re silent, you’re still communicating nonverbally.
In some instances, what comes out of your mouth and what you communicate through your body
language may be two totally different things. If you say one thing, but your body language says
something else, your listener will likely feel that you’re being dishonest. If you say “yes” while
shaking your head no, for example. When faced with such mixed signals, the listener has to choose
whether to believe your verbal or nonverbal message. Since body language is a natural, unconscious
language that broadcasts your true feelings and intentions, they’ll likely choose the nonverbal
message.
However, by improving how you understand and use nonverbal communication, you can express
what you really mean, connect better with others, and build stronger, more rewarding relationships.

Why does nonverbal communication matter?

Your nonverbal communication cues—the way you listen, look, move, and react—tell the person
you’re communicating with whether or not you care, if you’re being truthful, and how well you’re
listening. When your nonverbal signals match up with the words you’re saying, they increase trust,
clarity, and rapport. When they don’t, they can generate tension, mistrust, and confusion.
If you want to become a better communicator, it’s important to become more sensitive not only to
the body language and nonverbal cues of others, but also to your own.

Nonverbal communication can play five roles:

 Repetition: It repeats and often strengthens the message you’re making verbally.
 Contradiction: It can contradict the message you’re trying to convey, thus indicating to
your listener that you may not be telling the truth.
 Substitution: It can substitute for a verbal message. For example, your facial expression
often conveys a far more vivid message than words ever can.
 Complementing: It may add to or complement your verbal message. As a boss, if you pat
an employee on the back in addition to giving praise, it can increase the impact of your
message.
 Accenting: It may accent or underline a verbal message. Pounding the table, for example,
can underline the importance of your message.
Types of nonverbal communication

Facial expressions. The human face is extremely expressive, able to convey countless emotions
without saying a word. And unlike some forms of nonverbal communication, facial expressions are
universal. The facial expressions for happiness, sadness, anger, surprise, fear, and disgust are the
same across cultures. The face is an important communicator. It is commonly said that the face is
the index of the mind.
It expresses the type of emotions or feelings such as joy, love, interest, sorrow, anger, annoyance,
confusion, enthusiasm, fear, hatred surprise, and uncertainty.
Facial expressions are indicated through the mouth (open, wide or closed), eyelids (raised or
lowered), nose (wrinkled or relaxed), cheeks (drawn up or back) and the forehead (lowered or
raised).
Within the facial area, eyes are especially effective for indicating attention and interest. However,
interpretations of facial expressions differ from culture to culture.
Smiling is a powerful cue that transmits:
Happiness.
Friendliness
Warmth.
Liking.
Affiliation.
Thus, if you smile frequently you will be perceived as more likable, friendly, warm and approachable.
Smiling is often contagious and students will react favourably and learn more
Body movement and posture. Consider how your perceptions of people are affected by the way
they sit, walk, stand, or hold their head. The way you move and carry yourself communicates a
wealth of information to the world. This type of nonverbal communication includes your posture,
bearing, stance, and the subtle movements you make.
Gestures. Gestures are woven into the fabric of our daily lives. You may wave, point, beckon, or use
your hands when arguing or speaking animatedly, often expressing yourself with gestures without
thinking. However, the meaning of some gestures can be very different across cultures. While the OK
sign made with the hand, for example, conveys a positive message in English-speaking countries, it’s
considered offensive in countries such as Germany, Russia, and Brazil. So, it’s important to be careful
of how you use gestures to avoid misinterpretation.
Eye contact. Since the visual sense is dominant for most people, eye contact is an especially
important type of nonverbal communication. The way you look at someone can communicate many
things, including interest, affection, hostility, or attraction. Eye contact is also important in
maintaining the flow of conversation and for gauging the other person’s interest and response.Eye
contact, an important channel of interpersonal communication, helps regulate the flow of
communication. And it signals interest in others.
Furthermore,
Eye contact with audiences increases the speaker’s credibility. Teachers who make eye contact open
the flow of communication and convey interest, concern, warmth, and credibility.
Touch. We communicate a great deal through touch. Think about the very different messages given
by a weak handshake, a warm bear hug, a patronizing pat on the head, or a controlling grip on the
arm, for example.
Touch is a widely used form of non-verbal communication tool. By touching, one can express a wide
range of emotions. However, the accepted modes of touch vary depending on the gender, age,
relative status, intimacy and cultural background of the persons. For example, in the context of our
culture, when one touches you from the back of the examination hall, your understanding is that he
wants to know something.

Space. Have you ever felt uncomfortable during a conversation because the other person was
standing too close and invading your space? We all have a need for physical space, although that
need differs depending on the culture, the situation, and the closeness of the relationship. You can
use physical space to communicate many different nonverbal messages, including signals of intimacy
and affection, aggression or dominance.
Space and distance are significant non-verbal tools in the case of organizational communication.
 A spacious and well-decorated room indicates a person’s position in the organization hierarchy and
external people get a message about his importance and authority only by visiting his room.
Distance is another communication tool, which expresses the degree of intimacy and individual
acceptance

Voice. It’s not just what you say, it’s how you say it. When you speak, other people “read” your voice
in addition to listening to your words. Things they pay attention to include your timing and pace,
how loud you speak, your tone and inflection, and sounds that convey understanding, such as “ahh”
and “uh-huh.” Think about how your tone of voice can indicate sarcasm, anger, affection, or
confidence.

Analyse non-verbal communication aspects of the global manager in the specific context
as below: G1,3 In a meeting, G2,4. In a recruitment interview G5,7. In a performance
evaluation day G6. In a year end party 
Analyse non-verbal communication aspects of the global manager in the meeting
between US and Japan

US(Host) Japan (Guest)

Body 1. Nodding is used in many cultures and in
those cultures. It can mean many things — all of
position which we can’t possibly cover here.
and 2. But it’s important to realize that when you’re
having a meeting with an American, they will
gestures likely be shaking their head up and down
(nodding) very slowly. This does not mean
“yes”, “I agree” or “I like what you’re saying.” It
is simply the way that Americans show that
they are listening to you. 3. The Thumbs Up,
curling the fingers into a fist and extending the
thumb upwards is known as a “thumbs up”. To
Americans, this means, “I approve” or “good
work”.
4. Space, American people do not like little
space between themselves and their specking
partners and they do not like to touch or being
touched while having conservation. Even if they
are on meeting, public programs, at sporting
events or in the theatre. They usually slide into
a crowed aisle while facing the people.
5. They use the frequent gesture of shaking
hands when at greeting. They learn this gesture
at a very young age and very often use it.
6. Postures, slouching in the seat needs to
avoid in the meeting of US. Good posture is
important whenever you are, but especially so
in meetings where you're sitting for an
extended period of time. In US and many other
countries Slouching can translate to a lack of
respect for the speaker and communicates an
1)Bowing is one of the most important things in
Japanese etiquette for any occasion, in both formal
and informal settings. It’s also one of the most
common Japanese body language gestures. Bowing
can represent a number of things, such as greetings,
gratitude, and apologies. In the meeting Japanese
bow with upper body to 30 degrees to express the
respectful saluting; greeting to a client, customer,
boss, etc. The lower and longer duration of the bow,
the higher degree of respect displayed by the bowie.
Vaguely similar to how the firmness of the
handshake determines the level of confidence and
respect one has for the individual. (Females maintain
both arms to the front, with hands on top of legs.
Males keep arms to their sides.)
2) Nodding is very important. When listening to
Japanese speaking, especially English, Japanese nod
to show that you are listening and understanding the
speaker.
3) If want to say “OK” Japanese give a person a
thumbs-up or put your hands up above your hand,
bend them in the elbows a bit to form a big “O”
(called maru in Japanese).
4) Do not stand near a Japanese person. Avoid
touching. Japanese only touch a person who is really
close to them. If they happen to be touched, they
may sympathize because you are a foreigner, but
they will probably still feel embarrassed or annoyed.
5) In diplomatic meetings, Japanese people also
shake hands, but the bowing reflex makes it difficult.
 apathetic attitude
Facial Americans have little emotional control. they
express their emotions clearly and directly
Expression outside, even during the meetings with their
partners, to show whether they are satisfied or
unsatisfied with the cooperation. They are
open-minded to receive facial expressions from
their partners. • In the meeting, through
expressions such as smiling, scowling, pouting
or wincing, it can be easy to identify whether
they have negative or positive intention
towards cooperation projects. • As the host of
the meeting, Americans become more
proactive. However, with Japanese partners
who have a lot of differences in culture, some
intensely negative facial expressions can make
the opponent feel uncomfortable in
cooperation.
Eye- In the United States, eye contact is considered
contact an important indicator of confidence,
effectiveness and openness. - In the meeting in
US, it is particularly important that you make
eye contact when you are introduced to
someone, and when they are speaking to you. -
The minimum rule when communicating with
US managers is to look directly into the eyes of
the opposite person and keep eye contact
during the conversation. - Americans judge that
you do not look directly into the eyes of the
other person but look around or look at the
ground as a dishonest or disrespectful person. -
Form of gaze is used: Formal gaze. It means that
the speaker gazes at the imaginary triangle
formed on the other person's forehead (in an
upward direction on the arc between the two
eyes and the forehead). Through this gaze, the
speaker can often remain in control of a formal
interaction. - However, making prolonged eye
contact with (staring at) someone who is not
either speaking to you or hearing you speak is
often considered rude in American culture.
Although there are different cultures of eye contact, but as a global manager, they need to learn and
overcome those differences to have successful negotiations. In this case, the US manager should refrain
from making eye contact with the Japanese manager because the US is the host country, they need to
6) Sit upright with your feet on the floor. Never sit
with ankles on knees.
In Japan, facial expressions are only used for simple
emotions. Happiness, anger, surprise, and
ambivalence are common ones. Emotions like
disgust and frustration are more likely to be
expressed in words rather than a furrow of the brow
or an up-turned lip. • It is common for Japanese
people to maintain a placid expression and smile
during an interaction regardless of the topic • During
a conversation Japanese people usually have a
neutral facial expression, and don't show a lot of
emotion. It's best to maintain a neutral facial
expression as well with people you've just met and
business associates. Once a close friendship is
formed you can begin being more yourself, and
express more exaggerated facial expressions. •
Some expressions to look out for are when people
start to scratch the back of their head, or their
eyebrow. These subtle gestures can be a sign of
distress and that you're making people
In Japanese culture, direct eye contact just isn’t a
requirement. - Prolonged eye contact (staring) is
considered rude and make Japanese people
uncomfortable - Japanese managers make less eye
contact than U.S. managers during business
negotiations. - When meeting a Japanese person
make brief eye contact with them to acknowledge
their presence, but then adjust your gaze a little
lower to their neck or chin. - In Japanese culture,
direct eye contact means aggression, rudeness,
insistence of equality, and even belligerence. - It is
normal practice in Japan for people in business
meetings to keep shifting their eyes away during the
discussion.
 show respect to their guest country. Besides, the Japanese manager should also make a little more eye
contact with the US side to show respect for the Americans as well as with this meeting.

Proxemics Type of proxemics: - Intimate distance: is that which is used for very confidential communications. This
zone of distance is characterized by 0 to 2 feet of space between two individuals. Example: two people
hugging, holding hands, or standing side-by-side. People in intimate distance share a unique level of
comfort with one another. Those who are not comfortable with someone who approaches them in the
intimate zone will experience a great deal of social discomfort or awkwardness.

Analyse non-verbal communication aspects of the global manager in the specific context:
In a recruitment interview
+ Facial expression: If he or she appears confused (furrowed brow or one eyebrow raised),
disgusted (both eyebrows raised and shakes head side to side) or uninterested (inexpressive
face or glazed eyes), then take note
=> These expressions mean the interviewer might not understand what you’ve said,
disagree with your comments or could have become bored with a long-winded answer.
+ Eye contact: If the interview is going well, the hiring manager should be making regular
eye contact. Pay attention to cues that could indicate things are going awry, such as the
interviewer looking around the room, glancing at the clock on the wall or looking down at a
watch or notepad a lot
=> These behaviours could mean that you’re rambling, or that he or she is ready to move on
to the next question – or has already made a decision about you as a candidate.
+ Posture: Ideally, the hiring manager’s posture is relaxed and he or she is leaning forward,
demonstrating engagement and interest. If the interviewer posture is stiff, or they lean back
and cross their arms across their chest, beware.
=> These cues can signal anxiety or discomfort and could also indicate that the hiring
manager doesn’t believe you’re a good fit for the job or that they don’t trust your answers.
+ Gestures: Positive gestures are taking notes, nodding “yes” or laughing at your funny
stories. Cues to watch out for are crossed arms while leaning back, cocked head to one side
with a raised eyebrow, and shaking head “no” while verbally responding “yes” (or vice
versa)
=> Because this signals a disconnection between what the interviewer is saying out loud and
what they really believe.
In a performance evaluation day
In performance evaluation day, global managers are responsible for providing employees
with constructive feedback on a regular basis. Throughout the evaluation period, managers
give their employees ongoing support, feedback and counselling on performance issues and
disciplinary and corrective action. Giving feedback may be one of the most difficult
challenges a manager faces. Nonverbal communication is just as important as the words we
use to feedback employee. Some of the nonverbal cues that can make a manager’s ability to
deliver feedback in an effective way include:
1, Facial expression:
Humans internally register what another person is feeling by experiencing it in our own
bodies, thus when someone smiles, we smile. When someone frowns, we frown. We pick up
on these emotions so much that we can tell if someone is smiling even if we cannot see them–
so same goes for delivering feedback over the phone.  As a manager, you should
appropriately to project warmth and goodwill.
2, Eye contact:
Research shows eyes really are the windows to the soul: You can predictably tell someone’s
emotions from their gaze. Eye contact is the crucial first step for reading someone else’s
emotions. It’s also important for creating a feeling of connection. Make and maintain eye
contact when you’re giving someone feedback.
3, Voice:
The way we feel about another person shifts the way we speak. The tone of our voice, more
than the words themselves, can give away how we feel.  Employee can often predict
managers’ emotions from their voice. Be gentle when giving feedback to your employees.
4, Posture
The way a person is sitting — slumped or sitting tall, arms open or crossed — transmits a
message. When employees walk into a room and find someone sitting with their arms
crossed, they feel less connected to their manager. Having your chest open, arms uncrossed,
making sure to keep nodding, smiling, and vocalizing (saying things like “mm” and “yes” in
response to the other party) will help. Make sure you take on a non-dominant stance; after all,
your role is already powerful. The best way for the other party to hear you is if you are not
domineering. Make sure your posture doesn’t communicate dominance, especially if you
outrank the person receiving feedback.

5, Attention
It is hard to deliver honest feedback and expect behaviour change if you are looking at your email
inbox, the clock, or something shiny outside. The person you are talking to can easily tell if your mind
is wandering and if you are not fully present, and it is not fair to assume that the person you are
giving feedback to is fully present. Because you are not fully present, you are less likely to hear them
and respond to them skilfully, let alone understand where they are coming from.
*If you’re able to keep in mind that there’s a whole dimension to your employees that you don’t
know about, it will be easier to be empathic when you’re giving feedback
6, Posture and body orientation
You communicate numerous messages by the way you walk, talk, stand and sit. Standing erect, but
not rigid, and leaning slightly forward communicates to peoples that you are approachable,
receptive and friendly.
7, Body Language
Body language is another widely recognized form of non-verbal communication. Body movements
can convey meanings and message. Body language may take two forms of unconscious movements
and consciously controlled movements.
For example;
When a staff is bored in meeting he may gaze around the room rather than look at the boss or he
may shift positions frequently.
When he is nervous, he may bite his nails or mash hair. These are usually made unconsciously. On
the other hand, leaning forward toward the speaker to express interest is the case of conscious body
movements.
8. Touch
Touch is a widely used form of non-verbal communication tool.
By touching, the manager can express a wide range of emotions. However, the accepted modes of
touch vary depending on the gender, age, relative status, intimacy and cultural background of the
persons in the company
For example, in the context of our culture, when manager touches you from the shoulder, your
understanding is that he wants to motivate for you.
9. Gestures:
Gestures are movements of the body, especially the hands or arm, that express an idea or emotion.
Gestures are shorthand ways of communicating a whole range of states of mind or ideas, such as:
  Common self-touching behaviours like scratching, twirling hair, or fidgeting with fingers or
hands are considered self-adaptors. Some self-adaptors manifest internally, as coughs or
throat-clearing sounds.
 Emblems are gestures that have a specific agreed-on meaning. These are still different from
the signs used by hearing-impaired people or others who communicate using American Sign
Language (ASL).
 Illustrators are the most common type of gesture and are used to illustrate the verbal
message they accompany.
For example, you might use hand gestures to indicate the size or shape of an object.
10.Space and Distance
A spacious and well-decorated room indicates a person’s position in the organization hierarchy and
external people gets a message about his importance and authority only by visiting his room.
Distance is another communication tool, which expresses the degree of intimacy and individual
acceptance.
Topic 2: Cross cultural interaction
Cross cultural interaction
1) Culture Norm
( cua chi quynh anh ) Culture norms: One of the most important influences on group effectiveness is
the mix of cultural norms represented in the work group. · Different cultures have very different
orientations toward what is appropriate in terms of work group function and structure. These beliefs
are not checked at the workplace door but spill over into the work environment. For example, many
collectivist cultures believe that maintaining a sense of harmony is extremely important in
interpersonal interactions. This contrasts dramatically with notions of constructive conflict and devil's
advocacy popular in some individualist cultures, such as the United States. Cultural orientations such
as individualism and collectivism have been shown to be related to the metaphors that individuals in
different cultures used to describe their teams. For example, metaphors in individualist cultures
reflected clear team objectives and voluntary membership, such as sports teams, while metaphors in
collectivist cultures emphasized a broad scope of activity and clear member roles, such as in families.
· A number of studies support the idea that individuals bring such mental representations (metaphors
or scripts) to the work group with which they interpret events, behaviors, expectations, and other
group members. For example, research shows that group members initially base their actions on their
previous experiences in other groups. In one study, members of new groups who previously
developed norms for cooperation acted cooperatively in a subsequent similar situation. There is also
evidence to suggest that people with different cultural orientations have different views of what are
appropriate group processes. For example, the task-related norms of a group might be set based on
the individual cultural backgrounds of group members. In another example, individuals from a
collectivist culture have been found to be less likely to engage in social loafing than were members
from a more individualist culture. The reason that social loafing does not occur among collectivists is
that they bring their norms for placing group goals ahead of their own interest to the work group
situation. By contrast, the motivation for personal gain of individualists also carries over into the work
group setting. In summary, like other behavioral norms, the norms for interacting in a group can vary
according to culture. Although the norms for any work group are unique, one of the bases for these
norms in all groups is the individual's previous group experience (Feldman, 1984). Therefore, in
multicultural work groups, individuals from different cultures are likely to have very different ideas, at
least initially, about how the work group should go about its task, how they should behave, and how
they should interact with other group members.
some countries, women are expected to cover themselves from head to toe. In others, bikini
bottoms are plenty sufficient. In some places, baskets are carried in the arms. In others, they are
placed on the head.
Cultural norms are the standards we live by. They are the shared expectations and rules that guide
behaviour of people within social groups. Cultural norms are learned and reinforced from parents,
friends, teachers and others while growing up in a society.
Norms often differ across cultures, contributing to cross-cultural misunderstandings.
Many studies have documented these differences. Far more casual observers have commented on
them. Recently, Michele Gelfand and a large team of cross-cultural psychologists stepped back from
the cataloguing process and asked a bigger question.
They wanted to know how much cultural norms really matter. Do norms matter more in some places
than others?
Some societies may care quite a bit about their cultural norms, insisting on strong conformity to
them across the board. They reflect “cultural tightness.” Others tolerate a lot of deviance from the
norms. These are “culturally loose” societies.
Gelfand and colleagues theorized that tightness and looseness are reflected at different levels within
a culture that mutually support one another. They published their research in a Science article,
“Differences between tight and loose cultures.” In it, Gelfand’s team describes evidence for each of
the following four levels:
 1. Ecological & Historical Threats. Hostile neighbours, disease, and dense populations increase
the need for coordinated and disciplined action from the population. More factors like these
tighten the cultural norms. As the threats diminish, cultures loosen up.
2. Socio-Political Institutions. Culturally tight nations tend to have more autocratic
governments, restricted media, stronger suppression of dissent, and more severe
punishments for crime.
3. Everyday Social Situations. All kinds of interactions with fellow members of the culture are
more formal in nations with tight cultural norms. These include situations at home, the
workplace, school, places of worship, parks, and others. Loose cultures provide more room
for individual discretion in such situations. A wider range of behaviour is counted
“appropriate.”
4. Psychological Adaptations. People’s minds become attuned to the different requirements of
living in places with tight or loose cultural norms. Individual psychology then further supports
the level of cultural tightness or looseness. People living in tight cultures become more
focused on avoiding mistakes. They are more cautious in their own behaviour, and more
closely monitor themselves and others for norm violations.

Culturally tight or loose societies appear completely dysfunctional when viewed from the other
perspective. The cultural tightness-looseness framework can help you to take a step back, and see
things a bit differently. It can help you take a cross-cultural perspective. When you see or read about
events around the world, think about whether the players involved are from tight or loose cultures.
Consider how they got that way, and all the factors involved in maintaining the system as it is.
Without understanding, the differences between countries with tight and loose cultural norms
provide much fodder for conflict. Going back to that first level, falling into conflict can increase
tightness in cultural norms across the board.

Social Norms are unwritten rules about how to behave.  They provide us with an expected idea of
how to behave in a particular social group or culture.  For example, we expect students to arrive to a
lesson on time and complete their work.
The idea of norms provides a key to understanding social influence in general and conformity in
particular. Social norms are the accepted standards of behavior of social groups.
These groups range from friendship and workgroups to nation-states.  behavior which fulfills these
norms is called conformity, and most of the time roles and norms are powerful ways of
understanding and predicting what people will do.
There are norms defining appropriate behavior for every social group. For example, students,
neighbors and patients in a hospital are all aware of the norms governing behavior. And as the
individual moves from one group to another, their behavior changes accordingly.
Norms provide order in society. It is difficult to see how human society could operate without social
norms. Human beings need norms to guide and direct their behavior, to provide order and
predictability in social relationships and to make sense of and understanding of each other’s actions.
These are some of the reasons why most people, most of the time, conform to social norms.

Social group usually enforce norms to:

• Facilitate group’s survival

• Increase predictability of behaviors

 • Reduce embarassment for members

• Express central values (group’s identity)

2)Culture identity

Cultural identity is the sense of belonging towards a culture. This belonging can be justified with the
shared set of companionship, principles or beliefs of living.
Basically, it can be considered as owning the culture and its various boundaries of ethnicity,
nationality, language, religion, and gender. And owning the culture means that the person embraces
all the traditions that have been passed down through
out history. The cultural identity reveals the person’s heritage, as well as help identify with others
who have the same traditions or similar belief structures.

Importance of cultural identity

It is more of a foundation or foreground on which every other boundary is established. Starting at a
very young age, we embrace the traditions and norms of our parents and grandparents and hold on
to them as we grow older.
We continue to practice them as it becomes a source of identity for us and helps us better
understand the people who share these common aspects of culture with us. This not only broadens
up our relationships but lead to further advancement of the cultural acts which would have
otherwise been abandoned if not for the ownership demonstrated by the culture’s youth.
Ownership of culture directly adds value to cultural identity and it includes practicing of religion,
wearing traditional clothes or even eating food that reflects the respective culture. It establishes
means of identifying the person as part of that culture or nationality.
Aspects of cultural identity

• Physical appearance

• Religion

• Political views
 • Lifestyle

• Country of origin

 Nationality. It is the country that the person is born in, and/or the country that the person
currently lives in. It determines cultural identity because the person adopts the culture of that
country.
 Ethnicity. It is the culture of the person and is a very crucial aspect of cultural identity as the
person usually has the culture of his/her respective ethnicity. It also often helps identify the physical
looks of the person.
 Religion. It is the set of moral beliefs and principles related to the existence of God and the
world. It contributes to cultural identity by helping in determining the personal and moral
characteristics of the person. Religions have throughout time, shaped many cultures.
 Education. Cultural identity has a direct impact on the way children perform in education.
This can be described by the following example – Asians are usually quiet in class and consider it
inappropriate to make eye contact with the teacher. However, European children value active
classroom discussion and maintain eye contact as it reflects their respect and engagement.

2) Social Cognition
Social cognition, like general cognition, uses schemas to help people form judgments and
conclusions about the world.

Social cognition, like general cognition, uses schemas to help people form judgments and
conclusions about the world.
Key Points

 Social cognition is the encoding, storage, retrieval, and processing of information about

other members of the same species.
 A notable theory of social cognition is social- schema theory.
 Through schema activation, judgments are formed that go beyond the information actually
available; in social schemas, the same holds true.
 There are thought to be cultural differences in social cognition; Western social cognition is
thought to be more analytical, while Eastern social cognition is thought to be more holistic.
 The relationship between social behaviour and neural activity is not fully understood.
 schema: A pattern of thought or behaviour that organizes categories of information and the
relationships among them.
 salience: The degree to which a particular object stands out relative to other objects in a
situation.
 priming: A prior experience that causes a schema to be more accessible.
Social cognition is the encoding, storage, retrieval, and processing of information about members of
the same species; from a human perspective, it is simply the ability to think about and understand
others. Social cognition is a specific approach of social psychology (the area of psychology that
studies how people’s thoughts and behaviours are influenced by the presence of others) that uses
the methods of cognitive science. Because of this it has a heavy emphasis on information processing:
How do people process information about the people around them, and how does that affect their
own perceptions of the world?
Schemas
In schema theory, when we see or think of a concept, a mental representation or “schema” is
activated that brings to mind other related information, usually unconsciously. Through schema
activation, judgments are formed based on internal assumptions in addition to information actually
available in the environment.
Similarly, a notable theory of social cognition is social-schema theory. This theory suggests that we
have mental representations for specific social situations. For example, if you meet your new
teacher, your “teacher schema” may be activated, and you may therefore automatically associate
this person with wisdom and authority if that is how you have experienced past teachers.
When a schema is more “accessible,” this means that it can be more quickly activated and used in a
particular situation. Two cognitive processes that increase the accessibility of schemas are salience
and priming. In social cognition, salience is the degree to which a particular social object stands out
relative to other social objects in a situation. The higher the salience of an object, the more likely
that schemas for that object will be made accessible. For example, if there is one female in a group
of seven males, female gender schemas may be more accessible and influence the group’s thinking
and behaviour toward the female group member. “Priming” refers to any experience immediately
prior to a situation that causes a schema to be more accessible. For example, watching a scary movie
late at night might increase the accessibility of frightening schemas, increasing the likelihood that a
person will perceive shadows and background noises as potential threats.

Cultural Differences in Social Cognition

Social psychologists have become increasingly interested in the influence of culture on social
cognition. Although people of all cultures use schemas to understand the world, the content of our
schemas has been found to differ for individuals based on their cultural upbringing. For example,
one study interviewed a Scottish settler and a Bantu herdsman from Swaziland and compared their
schemas about cattle. Because cattle are essential to the lifestyle of the Bantu people, the Bantu
herdsman’s schemas for cattle were far more extensive than the schemas of the Scottish settler. The
Bantu herdsmen was able to distinguish his cattle from dozens of others, while the Scottish settler
was not.
Studies have found that culture influences social cognition in other ways too. In fact, cultural
influences have been found to shape some of the basic ways in which people automatically perceive
and think about their environment. For example, a number of studies have found that people who
grow up in East Asian cultures such as China and Japan tend to develop holistic thinking styles,
whereas people brought up in Western cultures like Australia and the USA tend to develop analytic
thinking styles. The typically Eastern holistic thinking style is a type of thinking in which people focus
on the overall context and the ways in which objects relate to each other. For example, if an
Easterner was asked to judge how a classmate is feeling, she might scan everyone’s face in the class,
and then use that information to judge how the individual is feeling. On the other hand, the typically
Western analytic thinking style is a type of thinking style in which people focus on individual objects
and neglect to consider the surrounding context. For example, if a Westerner was asked to judge
how a classmate is feeling she might focus only on the classmate’s face in order to make the
judgment.

Topic 1: Challenging Role of Global Manager

1) Different roles of global managers
Global Managers:
Global manager is a manager who has specialization to manage in different skills of management. A
person who manages or works globally/internationally. A person who manages or works globally. He
has to play multidimensional role by combining his technical skill, people skill and soft skill. He must
be able to organise analyse and motivate people at international level. The roles of manager include
interpersonal roles, informational roles, decisional roles. In an informational role, the manager may
act as an information gatherer, an information distributor, or a spokesperson for the company. A
manager’s interpersonal roles are based on various interactions with other people. Depending on
the situation, a manager may need to act as a figurehead, a company leader, or a liaison. When
acting in a decisional role, a manager may have to think like an entrepreneur, make decisions about
resource allocation, help resolve conflicts, or negotiate compromises.
International business basically refers to commercial transactions that involve more than one
country. Globalization has made it possible for business organizations and nations to carry out such
transactions.
Business managers have to perform several important roles to earn profits and minimize losses. Since
cross-border transactions require large-scale operations, management becomes very difficult. Due to
this reason, international management has gained immense significance over the years.
Role of International Managers
Planning, organizing, staffing, directing and controlling are basic functions of management. Given the
peculiar characteristics of international business, these functions also require some changes in
implementation.
Planning
To do business internationally, managers must first plan their approach well. They have to decide how
exactly will they be conducting their activities.
This includes deciding whether they will export products or enter into joint ventures with a local
business. They may even function as an MNC by opening offices in various countries by operating from
one location.
International planning always requires a thorough understanding of local political, social and
economic environments. These factors also include political stability, government pressure, intellectual
property policies, competition, etc.
Organizing
It is not possible for an international business to operate in multiple countries using standard and
common practices. International managers always have to organize their business to adapt to local
requirements of all countries.
Firstly, they have to create a command hierarchy that involves people operating in multiple countries.
Then, they have to adhere to local laws and regulations of the nations they operate in. Managers even
have to keep local business practices and customs in mind while organizing.
International businesses also have complicated management hierarchy structures as people operate
from many nations. Managers must ensure that they have a robust communication protocol to deal
with this problem. Employees must always be able to address their grievances, ideas and suggestions.
Staffing
International managers next have to figure out whether they will hire local employees or send their own
staff abroad. Consequently, they will need to be aware of all local labour laws if they decide to hire
employees locally.
Directing
Directing can often become very difficult when people from multiple countries work together. Since
cultural differences influence people to work differently, managers have to adapt themselves in every
unique situation. Even language can become a barrier in cross-border business.
To deal with such problems, managers can try to involve people of diverse cultures and nationalities in
management. Human resource departments of large companies always try to encourage cultural
diversity in their organizations. They even conduct sensitivity seminars to make employees and
managers aware of diverse cultures among their workforces.
Controlling
The problems that affect the function of directing apply to the process of controlling as well. Controlling
requires meetings between people which helps in the exchange of information on a routine basis.
Reporting and inspections are also important aspects of control.
Cultural differences amongst employees can always affect these kinds of functions. Managers, thus,
should be able to adapt to all peculiarities and facilitate the controlling process.
2) Growing economic interconnectedness
3) Analyse advantage and disadvantage of doing business in a multicultural
environment.
Cultural Diversity leads to Higher Morale
When diversity is managed well, and employees are subject to cross-cultural or diversity and
inclusion training, the result is that all people feel validated and considered important no
matter their differences. Giving employees the opportunity to work with people who bring
different skills and views to the table helps them recognize that everyone is important for
different reasons. Feeling valued improves the morale of each worker and promotes
positivity in the workplace.
Advantage: Growth and Learning, Cross-cultural Understanding
If you manage your multicultural team well, your employees will all benefit. They'll learn
about other cultures, and how to interact across cultural barriers. That can be an  asset in
their careers. They may also have a chance to practice any foreign languages they know,
which is important to stay fluent.
While homogenous groups may naturally get along better, in an increasingly diverse world,
cross-cultural understanding creates a better working environment and a better world.
Rather than relying on a crutch of old-world prejudices and misconceptions, diverse work
groups improve internal climates and external results for businesses
Cultural Diversity has Worldwide Influence, Familiarity with Diverse Markets
In an increasingly globalized economy, culturally diverse workforces can help companies
expand their business. The ability to communicate effectively in different parts of the world is
a key benefit, as well as knowing how to create relationships and understand the cultural
nuances and differences in doing business in foreign countries. With a workforce that
understands these concepts, you create the opportunity to effectively develop your business
in a global market.
A multicultural workforce can help your company expand into geographic and
demographic areas that might otherwise be unfamiliar to your firm. Workers from other
cultures, for instance, have an intimate knowledge of the foods people enjoy, the music
they listen to, even the styles and colours of clothing they find most acceptable. This is
knowledge that can be put to effective use in marketing your products to new groups of
consumers.

Cultural Diversity increases your Community Relations

Many communities are becoming increasingly culturally diverse. It’s important that
companies recognize this and mimic the communities that they serve. Companies need to be
able to communicate effectively with customers and understand their needs, no matter the
customer’s language or culture. Having people on staff who have the background and skills to
do so are vital to an organization. Communities and customers also prefer to engage with
those that employ people who are similar to them. For this reason, hiring and managing
diverse cultures is an advantage in a competitive market space.
Culturally diverse workers are one of the greatest assets your business can have. Although
workplace diversity comes with some challenges, the benefits more than outweigh the
difficulties you may encounter, especially with the use of proper management
techniques and training
Advantage: Different Perspectives, Creative and Innovative Thinking
If everyone acts and thinks alike, you’re likely to see the same-old, same-old when it comes
to approaches to products, distribution, marketing, management and sales. However, when
several people approach problems and challenges from varied perspectives, you’ll discover
more creative solutions. Research suggests that diversity increases innovation and
improves market growth.
People from different cultures see the world in different ways. They're raised to have
different priorities, different beliefs in what's possible and appropriate, and they learn
different methods of getting the job done. That's a big advantage when you need
some out-of-the-box thinking for your latest project.
When people from different backgrounds and cultures work together, they are exposed to
varying viewpoints and ideas. This helps people become accustomed to hearing and sharing
different perspectives and presenting their ideas. Allowing culturally diverse employees to
brainstorm brings a wide variety of solutions to the table. Solutions based on different
experiences and schools of thought. With more ideas to choose from, you improve the
chances of finding the best possible solution
.
Disadvantage: Difficulty in Transitioning
If your company is just beginning to recognize the potential of diversification, there will
likely be challenges to creating a more diverse work environment. Old ways of thinking and
entrenched prejudices may hinder your efforts and create tension and conflict.
Additionally, as cultures collide, there may be misinterpretations of meanings. What’s
funny to one culture may be considered disrespectful to another. Management needs to
buy in and educate employees across the board if workplace diversity is to have its first
measure of success.
Disadvantage: Short-Term Cost Outlay
Depending on how long you’ve been in business, you may have already learned a great deal
about accommodations in the workplace. Just as the Americans with Disabilities Act
brought significant changes to some businesses at a financial cost, so will diversity require
some flexibility. For example, if you have employees who are practicing Muslims, you’ll
need to give them time and space for daily prayer. Transgender employees may need their
own bathrooms. As your employees become more diverse, you may face associated costs
that you hadn’t considered.
Although the transition to a diverse workplace can be difficult, employers across the
country and the globe are making moves to diversify. They’re finding it’s worth the effort
and the investment and that the results are both morally and financially rewarding.
Disadvantage: Different Styles of Collaborations
Reaping the benefits of multiculturalism takes a conscious effort, though. Different cultures
have very different styles of collaboration. Many Asian and Central American cultures
place a high value on developing a team consensus before moving forward. U.S. culture
puts a greater emphasis on individual thought and action. In other cultures, questioning
your superior or telling him bad news is a terrible faux pas. You'll need to balance the
different styles to get the benefit of different viewpoints.
Disadvantage: Paperwork Challenges
One disadvantage of developing a multicultural workforce is the paperwork. The U.S.
has strict visa requirements for bringing workers from overseas into a company. The
regulations vary from country to country, and over time. You shouldn't let this stop you,
but it'll probably take more effort than hiring someone from Indianapolis.
Disadvantage: Steep Learning Curve 
Dealing with customers or vendors from other cultures or other countries presents a lot of
challenges. Around the world, many countries approach handshaking differently from those
in the U.S. In Turkey, for example, you squeeze gently, not firmly, and hold the other
person's hand for a long time. Having staff familiar with other cultures gives you a quick
source for "how to" advice on cross-cultural communication. They may also be able to
speak the customer's language such as Spanish, German or Japanese.
 The downside is that in a multicultural workplace, the same problems can crop up in the
office. It may take time and guidance for all your employees to learn and understand each
other's customs and body language .