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Managing cultural differences

………………………..

Department of Project Management, College of Professional Studies, Northeastern University, Toronto

CMN-6005, CRN- 22373, Foundation of Professional Communication, Winter 2022 CPS

Dr. …………

February 24, 2………

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Abstract

Undoubtedly, in today's world, one of the most important feature is the diversity of people with

different ideas and cultures, leaders who can communicate and deeply understand others are

essential. Faster and better learning in organizations and finding new customers are critical for

developing competitive logic. To create these talents, people of different cultures have to

communicate, negotiate, understand each other's values and worlds. Understanding the role of

culture is most relevant in achieve these goals.

Keywords: Culture, cultural values, behavior, negotiation, decision-making, safety culture

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Managing cultural differences

The effect of national cultural differences is related to all areas of world trade. Global

active companies have used different strategies to manage cultural differences, and culture

affects several dimensions of the organization, including:

The effect of culture on the ways of Communicating with all Stakeholders of Organizations

One of the essential features of today's world is the diversity of people with different

ideas. The stakeholders of organizations can use the words and say them with social-emotional

support and understand the parties' different perceptions to the conversation. The tone of the

discussion can create the three mentioned interactions effectively and professionally.

According to Meyer (2015), leaders can use the following rules to conduct successful

negotiations:

1. Identifying the method of expressing opposition.

2. Determining the method of expressing emotions.

3. Identifying ways to build trust in the other party.

4. Refraining from asking questions that answer yes or no.

5. Determining the extent of the commitment of the negotiating parties to the provisions of

the contract.

The effect of culture on the behavior of Leaders in Organizations and their Decision-Making

Methods

Individual, social, and cultural values influence the behaviors of leaders and managers of

organizations and their behavioral preferences in different societies and cultures. Therefore,

managers choose different behaviors and leadership styles based on the degree of importance of
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organizational hierarchy, individualism, employee equality, collectivism, and attitudes toward

time and innovation.

Given globalization, the ability of leaders to adopt behaviors appropriate to each culture

and cultural values to guide organizations and make decisions is an important step in national

development and society.

Meyer (2017) found that Attitudes toward decision-making can range from strongly top-down to

very consensual; attitudes regarding power can range from highly egalitarian to highly

hierarchical.

The effect of culture on Trading Strategies

Organizations cannot use the same method to enter the markets of different countries.

One of the most critical factors influencing sales strategies in countries is the culture and

demands of the parties to the transaction. However, companies should not ignore their ethical

principles for reaching new and emerging markets.

In addition, in joint venture companies, a person who is fully acquainted with the host country's

culture can be used as a translator and liaison, as this person can help both parties better

understand their differences (Shuibo & Tianbing, 2011).

The effect of cultural differences on the Safety Culture

One of the most essential concerns in managing an organization is to create a safe

working environment free of any accidents, which is achieved by implementing a safety culture.

Planning to implement a preventative approach to maintaining safety and health will help protect

the workforce and be a factor in increasing productivity and, consequently, reducing costs in the

workplace.
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Unfortunately, the culture of stakeholders in organizations affects the observance of

safety principles and standards. In some countries, buying equipment for employees to save their

lives and meet environmental standards to protect natural resources is a waste of money (Shuibo

& Tianbing, 2011).

But Blair (2003) said that using the following seven tips can increase the culture of safety

in organizations:

1. Define a safety culture as a value in the organization.

2. Attention to safety is essential.

3. Measure the degree of observance and attention to safety.

4. Companies' vision on safety culture must be written.

5. Leaders must identify behaviors that enhance the importance of safety culture.

6. Leaders must determine the needs and methods of meeting them in the context of safety

culture.

7. The rules of SH&E standards must be fully trained staffs.

Conclusion

To maintain their survival and increase productivity, organizations and their managers must

seriously consider the issue of cultural diversity among different countries and perform all their duties.

Those of the organization must determine and observe the values of other cultures.
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References
Blair, E. (2003). Culture & leadership. Professional Safety, 48(6), 18.
Meyer, E. (2015). Getting to si, ja, oui, hai, and da. Harvard Business Review, 93(12), 46-49.

Meyer, E. (2017). Being the boss in Brussels, Boston, and Beijing. Harvard Business Review, 95(4), 70-
77.
Shuibo, X., & Tianbing, Z. (2011). Culture clash in the boardroom. Harvard Business.