TIẾNG ANH TRONG

KINH DOANH QUỐC TẾ

Chapter 4: MANAGEMENT
AND CULTURAL DIVERSITY
Lecturer-in-charge: BUI DO CONG THANH
Learning objectives

• Upon the completion of Chapter 4, students will be able to:

1/ describe and analyze different leadership styles
2/ generalize the work of a manager
3/ offer advice to customers
3/ identify and analyze the benefits and drawbacks of a
multicultural work environment
CROSS-CULTURAL PROBLEMS IN THE WORKPLACE

1/ a conflict between individualism and collectivism (In some cultures, the

individual is emphasized while in others, the group is emphasized.)
2/ lack of intercultural awareness (taboos, misconception, politeness strategy,
social etiquette, work culture, culture shock)
3/ a conflict in a wide variety of work styles and personal preferences
4/ miscommunication (language barrier, body language, different levels of English
use, colloquialism, misunderstanding)
5/ generational differences (Millennials, Generation X, Baby Boomers and
Traditionalists)
6/ attitudes to changes (some cultures tend to accept change as a challenge while
others don’t)
7/ gender discrimination
8/ …
WAYS TO DEAL WITH CROSS-CULTURAL PROBLEMS

Share your opinions on the solutions to cross-cultural problems by

adding more inputs into the list from the two sides – the manager and
the staff.
1/ Managers must listen closely to the ideas that staff from different
cultural, race and age groups have.
2/ Managers ask them for input rather than just telling them what to do.
3/ Employees are encouraged not to use slang or jargon in team
meetings and emails.
4/ Employees should not hesitate to ask for clarifications in case of
being confused.
5/ …
The term “GLOCALIZATION” and three different types of cultures

• The conflict between globalization and localization has led to the

invention of the word 'glocalization'. Companies that want to be
successful in foreign markets have to be aware of the local cultural
characteristics that affect the way business is done.
• According to Richard Lewis, there are three different types of
cultures in the work environment.
1/ Linear-active cultures (Britain, Germany and the USA): People are
organized, rational and try to act logically rather than emotionally, plan in
advance and like to do one thing at a time. They respect and follow
rules.
Three different types of cultures

2/ Multi-active cultures (Southern Europe, Latin America,

Africa): People are in favour of feelings, emotions and
intuitions, and relationships and connections. They like to do
many things at the same time. They are good at changing
plans and improvising and believe in company hierarchy.
3/ Reactive cultures (Asia): People prefer to listen to and
establish the other’s position, and then react to it. They try to
avoid confrontation and do not want to lose face.
To conclude, take a look at the picture.
Three different types of cultures
• Think of examples of good leaders in different walks of life, e.g. politics, sport, business, and
education.
• https://says.com/my/news/11-qualities-in-lee-kuan-yew-that-made-him-a-great-leader
• https://www.businessandleadership.com/leadership/item/lee-kuan-yew-leadership-
• http://www.yan.vn/xuan-truong-lang-le-lay-ao-khoac-cho-dong-doi-trong-tran-ban-ket-154486.htmltr
ansformed-singapore
/
• https://cmoe.com/blog/13-of-the-most-influential-leaders-in-business/
KEY CHARACTERISTICS OF AN EFFECTIVE LEADER
What should a good manager/ leader avoid doing?

1. Being late
2. Telling off-color stories
3. Not allowing others to express themselves
4. Criticizing employees in front of others
5. Failing to staff departments adequately
6. Not allowing through with commitments
7. Not supporting their employees
8. Not treating employees fairly
9. Not conducting timely performance reviews
10. …
Leadership styles
1.Autocratic – “Do it my way” (Authoritarian or
directive leadership)
2.Bureaucratic – “By the book”
3.Laissez-faire – “Hands-off” (Delegative
leadership)
4.Democratic – “Let’s vote on it” (Consultive,
participative, or shared leadership)
The work of a manager

Planning Organizing Integrating Evaluating Developing

PLANNING and ORGANIZING
• Set objectives
• Decide how their organization can achieve them
 This involves developing strategies, plans and precise
tactics, and allocating resources of people and finance.

• Analyze and classify the activities of the organization and the

relations among them.
• Divide the work into manageable activities and individual
jobs
• Select people to manage these units and perform the jobs.
INTEGRATING | EVALUATING | DEVELOPING
• Practise the social skills of communication and motivation
• Communicate objectives to the people responsible for attaining them
• Make the people who are responsible for performing individual jobs form teams
• Make decisions about pay and promotion
• Organize and supervise the work of their subordinates

• Measure the performance of their staff

• Give feedback and suggestions for areas of improvement

• Develop their staff’s full potential

• Empower staff to make decisions
• Offer training sessions