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Cross Cultural Communication Theory and Practice PDFDrive (1)
and appraisal
In Western cultures, it is generally accepted that some form of performance appraisal is carried out both domestically and in an international context. In the latter case, it is considered even more important to assess whether managers in senior positions fulfil their potential, not only regarding their technical and specific professional functions but also ‘in their cross- cultural skills, sensitivity to foreign norms and values, understanding differences in labour practices or customer relations and ease of adaptation to unfamiliar surroundings’ (McKenna and Beech, 2008). However, in many cultures, in particular Asian cultures such as Japan, China or South Korea, there are very real problems in implementing any form of direct performance appraisal. This is particularly the case when sav- ing ‘face’ is a problem if managers provide feedback to their staff which draws attention to negative aspects of their performance. In addition, the focus on individual responsibility is seen as inappropriate in collectivist cultures. The following are the key areas of cultural concern when considering the implementation of a performance appraisal system: the extent of the differences between national and corporate culture; the problems of giving feedback, in particular saving ‘face’; whether the focus on individual responsibility is seen as inappropriate in a collectivist culture; • • • • • • • Leadership Across Cultures 139 whether attainment goals can be measured and time- managed; power- distance differences; some cultures see organizations in terms of social relationships, with the focus on managing people, not tasks. Summary There are a range of challenges facing twenty- first- century leaders. There is no one best form of leadership style as there are many variables. It is evident from the substantial research available that culture has an important effect on leadership styles. In the increasingly globalized world, those selected as the potential leaders in business need to have special competencies and skills to be effective across cultural borders. Different styles of leadership are appropriate in different cultures, and misunderstandings and even conflict can arise when these differences are not recognized and accommodated. Research has been undertaken to determine the important criteria in their recruitment and selection, and to collect data to identify the practices and values associated with different cultural leadership styles. Global leadership training has been widely developed to increase the pool of talent available for recruitment and selection of the global busi- ness leaders of the future. Research into leadership by the GLOBE and INCA Projects has identifed some desirable cultural qualities in potential leaders. There are strong social and cultural factors which still inhibit the progress of women in attaining senior leadership positions, but considerable recent progress has been made in both career development and the wider and now more accepted realization of the benefits and qualities that women can bring to senior appointments. Download 1.51 Mb. Do'stlaringiz bilan baham: |
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