Perceived Effectiveness Of Influence Tactics Of The United States And China

When decisions are necessary, especially risky ones, Americans do things differently than Chinese people do. Americans like to get involved and, if possible, make the decisions themselves. They are less likely to avoid the situation for fear of embarrassment or uncertainty. If they are uneasy about their authority to make a decision, they are content to defer or delegate. The Chinese are more likely to make decisions in groups where many people participate. This is somethine to consider when doing business with the Chinese because the way we would handle things in America might make them feel slighted or

23. Does your cultural background influence your views about the effectiveness of leaders who show a great deal of interpersonal sensitivity? Explain. Page 231

Business leaders in the US may rely more on formal policies and processes, while Chinese business leaders may stress people orientated practices of loyalty and trustworthiness. These ethical concepts are not necessarily incompatible (many may actually overlap), but do highlight the importance of understanding perceptions from each culture.

Intercultural Management - UAE and Dubai. (n.d.). The downside to a paternalistic management style is it can cause employees to have little initiative. The positive is that all the employees know their place within the company and that helps to maintain

Globalization and technological advancement have dictated the need for managers to deal with multiple ethnic groups with different culture in their day to day interactions. According to Kulkarni (2012), cultures play critical roles in individuals, including values, beliefs, humor, worries, fears, hopes, opinions, attachments, and anxieties.

Mismanaging cultural differences can render otherwise successful managers and organisations ineffective when working across cultures. As stated byOsland (1990, p. 4) ``The single greatest barrier to business success is the one erected by culture''. Hofstede (1983) defines culture as "the mental programming of the mind which distinguishes the members of one human group from another" (Hofstede 1983 p. 25). Through the comparison of Chinese culture and Australian culture using Hofstedes five cross-cultural dimensions: power distance, uncertainty avoidance, masculinity, individualism, and long-term orientation an insightful view into the differences and similarities of the cultures can be obtained (Chong & Park 2003). Human Resource Management

With the unstoppable trend of globalisation, it becomes extremely significant for international businesses to have a thorough understanding of different cultures. Hofstede (1980, pp. 21-23) defines culture as ‘the collective programming of the mind distinguishing the members of one group or category of people from another’. This essay examines Hofstede’s cultural framework and suggests that Hofstede’s cultural framework is an outstanding and authoritative tool to analyze culture differences. In this essay, cultural frameworks will be discussed firstly, following by a discussion of my cultural scores and background. Finally, recommendations on cross-cultural management between China and Australia will be provided.

Another value that is very important in Chinese culture is trust. Trust lies at the heart of successful long-term intercultural business relationships. Therefore, Oldtown employee must be prepared in gaining the Chinese Manager in China trust to deal with business. In China, the cross-cultural business relationships, trust plays an indispensable role since partners from different cultures don’t always have the same values or assumptions about how business works. When trust is developed, partners can navigate difficult issues over time by fostering a candid exchange of ideas, issues and agendas. Developing trust can significantly reduce what Westerners often complain of in their dealings with Chinese counterparts: unpredictable behavior and a lack of transparency. As a Chinese executive at Google put it, “In China, your success depends on how well a person trusts you.”

Managers were concerned about knowing and understanding each and every perspective of their employee’s cultures. As they know that without studying or knowing the culture, coordination cannot be built between the employees. It is the existing perspective of managers dealing with cross-cultural management (Sultana, 2013).

The time that I had an experience with someone using one of the nine influence tactics was when I was helping a friend do some work around his house. The influencing tactic that was used was personal appeal. My friend used our friendship and loyalty to each other to get me to help him take down a fence that he needed to take down for his parents while they were gone for the day. But, because I was coming over, he was going to get in trouble if the fence wasn’t taken down and I was at his house. So, he asked if I would help him to not get in trouble and help take the fence down.

A leader may use one type of influence process when addressing an older, experienced employee, but a different influence process when dealing with an inexperienced, younger employee. The leader needs to be able to know which influence process is needed in a situation and the correct way to use the influence process to be effective. The diversity of cultures is another situation in which contemporary leaderships need to use different influence processes. An example of this would be a leader who has a cross-cultural work team. The culture of both employees is different and to motivate and influence the employees the leader will need to understand what is important to each. Cultural Diversity will continue to grow as more organizations begin to expand on a Global

Both the authors have taken descriptive approach to elaborate in detail their respective areas of cross cultural management. As per article, “Rethinking Cross Cultural Management in a Globalizing Business World” by Soderberg & Holden (2002), due to globalisation and its increasing trend, the organisations and its environment has gone through significant changes. Thus the traditional way of defining the cross cultural management needs amendments. Further the author has elaborated that in this commitment the authors are contending for a split far from the conventional method for considering and portraying diverse administration for two fundamental reasons. To begin with, the winning idea of society as-substance, which in this logical connection is vigorously connected with national societies (and, by augmentation, country states) is distant with the hypothetical improvements of conceptualization of society and character. Moreover a conceptualization of hierarchical and national society’s too characterized and homogeneous substances is out of stage with the new economy, with its accentuation on systems administration, hierarchical learning and information as the fundamental hierarchical asset, which rises above firm, industry, and national limits. Second, the new economy requires not simply new skills and 'worldwide education but also needs to adopt 'the worldwide attitude'. A globalizing business world too needs suitable calculated apparatuses and expository methodologies of advantage to both analysts besides, specialists. Consequently the article “Cross cultural Differences in Management” by Amman & Jordan (2012) has concluded that due to cross cultural environments, the managers can encounter different impact on different areas of management. These impacts can create many limitations and barriers on different areas of business. Therefore, managers of the

Scott, Bishop and Chen (2003) researched how well Chinese employees perform under western management principles and practices. They stated that the traditional Chinese culture might have conflicting influences on the success of programs that involve employees. They examined components that underlie participative management efforts in the U.S., which include the nature of the tasks individuals perform in Guangzhou, China. According to their results, perceived group support and

A manager communicating with associates in China, using the Hofstede 's cultural dimension, will be mindful of such things as power distance, individualism, masculinity, uncertainty avoidance and many other variables. Power distance rankings 80, masculinity 66, uncertainty avoidance 30. A manager dealing with associates in China, will need to be aware of associates rankings and address them accordingly, because the higher ranking you have in China, the less your authority is questioned. China ranks 20 on hofstedes cultural dimensions power of individualism and this is considered very low, so a manager should inspire group activity in associates and focus less on individual work. The manager should group projects to associates, because the Chinese ranking is medium in masculinity and low in uncertainty avoidance due to their high inclination to be entrepreneurs they are willing to take on challenging tasks: (Geert-hofstede.com, 2016).

Moreover, in a cross culture studies at International level, Low et al., (2002) presented a study on Singaporean construction firm working in China, which showed that mismanaging cultural differences rendered otherwise successful managers and organisations ineffective and frustrated when working across cultures. According to Ping Chen et al. (2004), effects of culture on transfer and implementation of management philosophies in a cross culture project is not always