The Level of Cultural Differences - Assignment Example

MGT 3190 Teacher ANALYSIS OF THE ARTICLES/ANSWERS TO THE QUESTIONS Article Fitting In: Surface- and Deep-Level Cultural Differences and Expatriates' Adjustment. Introduction The article studied how expatriates respond and adjust to a new working and living environment with respect to surface- and deep-level cultural differences and how it affects their performance at work and adjustment to the local people and culture. This study basically gives a more in depth perspective of the previous studies of what aspects are related to surface-level and deep-level differences. What aspects of an expatriates behavior and life are affected by surface- and deep-level cultural differences The hypotheses made were: 1. "An expatriate's general, work and interaction adjustment is inversely related to his/her perception of the cultural differences regarding surface-level cultural differences." (Van Vianen, De Pater and Kristof-Brown) 2. "An expatriate's work interaction and adjustment is inversely related to the deep-level differences regarding values between him/her and the host, after the surface-level differences are controlled. The more these differences, the lower the adjustment to the new environment will be." (Van Vianen, De Pater and Kristof-Brown) Method Cultural values, status issues, general living conditions, climate, healthcare facilities, everyday customs, food, transport, living costs, religious or spiritual opportunities, openness to change, conservation and self-transcendence were the variables taken into consideration in the study. (Van Vianen, De Pater and Kristof-Brown) A survey questionnaire was given to the test subject expatriates over an interval of three months. Results Surface-level differences only affect the attitude towards living conditions and changes like living, eating, and climate etc. deep-level differences are the ones that actually affect interaction with locals and adjusting to the new working environment over time. The original hypotheses were supported by the research except the fact that adjustment to work and the local people was hardly affected by surface-level differences. Discussion Deep-level differences affect an expatriate's adjustment to work, more. The study gave a detailed account of previous findings. If people are trained and prepared better for cross regional assignments, it will be easier for them to adjust and perform well. The research should have also concentrated on the new outsourcing trend and how the adjustment process takes place in a web based business world. Article-2: Managerial behaviors and job performance: a successful manager in Los Angeles may not succeed in Hong Kong Introduction The article studies whether the behavior that affects work performance of American managers, also affects the performance of American managers in Hong Kong. This study further compared the two schools of thought and did an in depth analysis of the practical school of thought and how it's not the ideal one, even if it is most widely used. The research question basically asked if the practical school of thought was justified. And if American managers' behavior in the US would have a positive affect on performance in Hong Kong The hypotheses were: 1. "American expatriate managers will have a similar behavior overseas, to American managers in the US." (Black) 2. "Managerial behaviors which are related to performance in the US will be related to performance overseas." (Black) Method LBDQ subscale variables were representation, demand reconciliation, tolerance of uncertainty, persuasiveness, and initiation of structure, tolerance of freedom, role assumption, consideration, production emphasis, predictive accuracy, integration and superior orientation. Also, friendliness, openness to communication and defining roles etc. were included. (Black) Questionnaire surveys were given to American managers in the US and Hong Kong, as well has Hong Kong based local managers. Results The findings mainly showed that American managers' behavior in the US, didn't work the same way in Hong Kong, as far as performance was concerned. Hypothesis 1 was true, American managers did behave the same way in Hong Kong as they did in the US, but hypothesis 2 was refuted; the same behavior did not affect performance in Hong Kong. Discussion The practical school of thought, although is very popular in the US, is not proven to be effective in practice. The results contradicted the practical school of thought. The researchers explained it through a detailed practical experiment and charts to support the result. It would be a better decision to train employees before assigning them international assignments so that they function there properly. The researchers should have broadened their study to include more than just US managers in Hong Kong. 2. COMPARISON AND DISCUSSION The world today is no longer an inaccessible vast combination of landmasses and oceans, like it was in the previous century. The world isn't even the same as it was ten years ago. The concept of the 'global village' has enabled people all over the world to work together and help each other out by sharing expertise and resources in return for benefits. (Cross Cultural and Intercultural Management Training) Countries thousands of miles apart, coordinate with each other and work as a single unit. Of course, when people from all over the world are interacting with one another, it means that representatives from different countries work with their partners overseas for a common purpose. Therefore, it is important to ensure that these expatriates represent their country and firm in a respectable manner. Apart from that, the company should ensure that their employee's experience overseas is as pleasant as possible so that they perform well. (Effective expatriate management: Easier said than done) The two articles analyzed above share a common theme; the aspects that affect an expatriate manager's performance overseas. Article-1 focused on the cultural differences and their different levels, which affect an expatriate manager's ability to adjust in the new environment and perform well at work. It broadly divided the differences into two levels; surface-level and deep-level cultural differences. Surface-level differences are the differences that a person immediately notices; like the climate, living conditions, the type of food, the language and the day today routine in the new environment. Deep-level differences are the ones that a person gets to know with time. These are the values, the customs, the way people behave and react and the attitude of the locals towards everyday aspects. Deep-level differences take a certain amount of time to be understood, and usually come in when the effects of the surface-level differences start to fade away. (Van Vianen, De Pater and Kristof-Brown) Article-2 addressed the issue as a similar analysis. This article started off by discussing two major schools of thought regarding cross cultural and cross country management; the cross-cultural school of thought and the practical school of thought. The cross-cultural school of thought says that management practices differ culture to culture. Management practices and ideas present in one part of the world may not be as effective or possible in another part of the world. Therefore, when a manager or any employee is sent overseas to work, he/she must be trained so that they adjust well into the new environment and function efficiently. On the other hand, the practical school of thought, which is more widely accepted by companies around the world, especially the US, says that if management practices are successful and effective in one part of the world, they will also be as effective in any other part of the world. (Black) The articles are different but also address the same topic as well. Article-1 goes in depth, showing a detail statistical example, as to what types of differences affected what aspects of an expatriate's adjustment and performance overseas, while article-2 also adopts a detailed statitical analysis preceded by a thorough and detailed survey, to prove that management practices differ as cultural boundries are crossed (Differences between Chinese and Americans). Academically speaking, article-1 had a detailed and a more psychological approach aimed at the betterment of international management as to how managers can perform and adjust well overseas. The result and the determination of the factors that affect the daily life and the work life of an international manager, is really an idea that firms and even people in the field can learn from. (What is cross cultural management) It is a very informative article and the results can not only be applied at a company and management training level, but also at a personal level. Article-2, though not as in depth as the first one, had a tone more easier to understand, for more of the time. The language is easy and comprehendable. It gave a generalized and broad analysis of how training is important when sending emplyees overseas. Apart from that, the final discussion was a very comprehensive one. It discussed ideas and other possibilities and alternatives to improve the research and survey conducted. The scope of the research conducted was narrow, though. The idea of just conducting the study on managers from US and Hong Kong, although gave valid results for the scope, yet did not address a generalized result to the research. Therefore, article-1 was academically better. Even as a manager, I would find article-1 to be more useful, as it aims at the betterment of management practices overseas and gives a detailed analysis of an expatriate's psychology. This can help manager and trainers to analyze the best condition, practices and the ideal form of training for managers going overseas for assignemnts. The study that was conducted in the first article, was on a wider range of people from different nationalities and backgrounds and thus, an analysis on the basis of this criteria can be performed as well if the need arises. (Leyland F. Pitt) With respect to the world today, we see that the information age is upon us. More and more business are going web based and online. Managers and employees don't even have to fly over to another country to do business with them. With the latest technology, outsourcing and communication around the world has become an easy task. Business deals and projects are being worked upon in real time from different corners of the world. In my view, as far as the business world of today goes, both articles lacked this consideration (Staten). Although these practices and studies can be applied on an online level as well, but they need refinement and tuning for such forms of communication. Revision is needed, though not very significant. Technology and other advancements are making management easier and quicker everyday. Works Cited 1. Black, J. S. & Porter, L. W. "Managerial behaviors and job performance: A successful manager in Los Angeles may not succeed in Hong Kong." ournal of International Business Studies (1991): 99-113. 2. Cross Cultural and Intercultural Management Training. 23 July 2008 . 3. Differences between Chinese and Americans. 23 July 2008 . 4. Effective expatriate management: Easier said than done. 31 May 2004. 23 July 2008 . 5. Leyland F. Pitt, Pierre R. Berthon and Matthew J. Robson. "Communication apprehension and perceptions of salesperson performance: a multinational perspective ." Journal of Managerial Psychology (2000): 68-82. 6. Staten, Clark. Management Models and Participative Management: A Theory for the Future. 23 July 2008 . 7. Van Vianen, Annelies E. M., et al. "Fitting In: Surface- and Deep-Level Cultural Differences and Expatriates' Adjustment." Academy of Management Journal (2004): 697-709. 8. What is cross cultural management 23 July 2008 . Read More