Management and Organization Global Environment

Question: Discuss about theManagement and OrganizationforGlobal Environment. Answer: Introduction: Global business environment or Global environment indicates to the nations that exist outside of the home environment of the organization. These nations influence the decision of the organization regarding their usage of the resources (Benton and Redclift 2013). The assessment delves through a systematic observation of the key ideas and application through case studies of the national and organizational culture that changes and transforms the work culture in different countries depending on the social norms. The Nature of Globalization: National Culture Key Ideas: The cross-border interactions, the changing of the workplace atmosphere, global environment influencing the management of resources and the cross-cultural influence play the key roles in the national culture of an organization. Now as globalization tends to blur the virtual borders of the countries the cultural dimensions play important roles in the management of global environment of a company. In fact, one of the significant features of globalization focuses on the increasing integration of the local, normative culture with the culture of the organization, its activities, and terms. Foreign organization, to settle in a new country means to involve in its culture through the employees leading to a mix-cultured atmosphere, which not always proves to be helpful for the employees of different cultural and national background. In this context, the power distance index of Geert Hofstede is significantly relevant. The aspect indicates to the degree in which less powerful members of a soci ety accept and expect the power is distributed unequally (Geert-hofstede.com 2016). For example, an article mentions in the website of AACSB, the members of high power distance, Malaysia accept status differences and are expected to show proper respects to their superiors. However, the members of high power distance' regarding belonging from a different country are expected to accept the work culture and the terms of the country. Similar dimensions are applicable for the companies coming to a new country to establish a business. Case Study Reference: Geert Hofstede, mentioned about the cross-cultural misunderstandings that emerge when people hailed from a different cultural scenario interview the other, in his case when the American interviewers interviewed the Dutch applicants as he mentions, "American candidates, to Dutch eyes, oversell themselves. Their CVs are worded in superlatives" (Geert-hofstede.com 2016). The inevitable result of such a cross-cultural misunderstanding resulted in the rejection of the application of Hofstede. . However, Hofstede went on mentioning the position of the Dutch in American eyes; Dutch undersell' themselves and their CVs are 'short' requiring a lot of questions to be asked. To an American interviewer, a Dutch applicant seems to be more like a sucker. To an uninitiated Dutch interviewer an American applicant turns out to be a braggart" (Geert-hofstede.com 2016). The case indicates to the problems of cross-cultural notion of different nations for other countries. Such cases are not different and intercultural confusions often lead to unpredictable results. In this context, the theory of Hofstede regarding Power-Distance plays relevant role. In the framework of the theory, the difference of status can exist within the hierarchy of organization but can differ based on social position, class or age. In the incident mentioned above, the preconceived notion of the Americans for the Dutch influences their opinion of them that reflects on the interview results. Thereby, the role played by Dutch based on their role in the society and class differentiated their status from the Americans. However, Organizational Behavior is necessary regarding controlling and managing such confusions in the existing atmosphere of cross-cultural influence in the workplace (Pieterse 2015). Organizational Culture and Management: Key Ideas: In the context of organizational culture and management Means-Goals, Internally-Externally driven, Work control, orientation towards work, acceptance of leadership, identification with the organization and systems play the key importance. The management of organizational culture in important in a workplace for as Duncan Kitchin mention "if management could work out what a successful culture looked like, then they would be able to design and impose such a culture, and the organization could move rapidly to being more successful, however success was defined (kitchin 2013). The fundamental idea of control hereafter remains relevant. As the traits of the impact of globalization on National culture, to prevent the cross-cultural confusion influencing the behavioral trait of an organization, the management needs to control the impact of different cultures on the organizational behavior. However, adopting the organizational behavior thus creates an organizational culture for all the employe es of same or different cultures resulting in the increasing productivity and profitability (positive performance) of the company. The orientation of the employees and work is important in maintaining the organizational culture for it defines the responsibility of the organization towards the employees. The conflict lies the attitude of the management towards the employees; they take responsibility for the welfare of the people versus the managerial belief that if they dont put their people under pressure nothing will happen (Hofstede 1991). Moreover, an important key idea is the identification of the employees with the organization that leads to the adaptation of the same organizational behavior creating a well-proportionate corporate culture. Case Study Reference: Duncan kitchin put an example on the importance of Organizational culture and its management. It is as he mentions; organizational culture emerged as a matter of interest in the 70s when analysts began to analyze the reason behind the Japanese companies being successful than other companies, on the world scenario, resulting in a rapid growth in the number of industries. Japanese cars, motorcycles, electronics, to name a few products and industries, were dominating the world market. Inevitably, the national industries in the other portions of the world came under some important competition resulting in a loss in market profit. Some firms went bankrupt and had to reduce resources. The conclusion drawn after several research and survey was that the organizational culture within the Japanese firms (organizations) curved the way of difference (kitchin 2013). A key factor in this formation of organizational culture can be the personality, values and beliefs that the employees of the organization share. They can as well be the managerial control that has identified the cultural trait for the company that has been put to be the culture of the organization and the organization has moved to be more successful. However, to follow the metaphor of Schein for organizational culture as an iceberg (Frederick 2014), the case study of the Japanese company can be defined further, depending on the basic assumptions that all member of the company believes. Moreover, the technological progress and the behavior of the employees tend to be the artifacts that result in the profitability of the enterprise. Conclusion: The effect of globalization that has blurred the borders allows people from all over the globe to be a part of another nation. It eventually invites changes in the cultural and behavioral changes of an organization. The social norms of the concerned country, language and culture play significant roles in the management and the work culture of the organization that influences the management and organization of a global company to change its traits in several nations. Reference: Aacsb.edu.(2016).[online]Availableat:https://www.aacsb.edu/~/media/AACSB/Publications/CDs%20and%20DVDs/GLOBE/readings/national-cultural-differences-and-multinational-business.ashx [Accessed 1 Sep. 2016] Benton, T. and Redclift, M., 2013.Social theory and the global environment. Routledge. Dunning, J.H., 2014.The Globalization of Business (Routledge Revivals): The Challenge of the 1990s. Routledge. Frederick, P.R., 2014. Organisational Behaviour and its Role in Management of Business.Global Journal of Finance and Management,6(6), pp.563-568. Geert Hofstede, Cultures and Organizations: Software of the Mind, Intellectual Cooperation and its Importance for Survival. Harper Collins, 1991, pp. 79. Geert-hofstede.com. (2016).Dimensions - Geert Hofstede. [online] Available at: https://geert-hofstede.com/national-culture.html [Accessed 1 Sep. 2016]. Kitchin, D., 2013.An introduction to organisational behaviour for managers and engineers. Routledge. Pieterse, J.N., 2015.Globalization and culture: Global mlange. Rowman Littlefield.