PhD Samoilenko A. O., Stepulonok S. S.
Oles Honchar Dnipropetrovsk National
University (Ukraine)
THE RATIONALE FOR THE IMPLEMENTATION OF CROSS-CULTURAL
MANAGEMENT AT THE ENERPRISE
Creating transnational corporations allowed to unite representatives of different
business cultures into a single system that works for positive economic
results. Such companies firmly established in the market and proved that a windfall
is achievable when combining technology and information at international level.
At the junction of such a system elements, the company has to deal not
only with opportunities but also with obstacles in the way of business and its individual
divisions.
This led to the emergence and development of the individual disciplines
– cross-cultural management. It task was to prepare the practical tips for the selection
and management of positive and negative factors which occurring in the economic
processes between actors at the international and corporate levels.
First, cross-cultural management was directed exclusively at
systematization of concepts such as business culture and its components, cultural
traditions and values of different nations, nationalities and people
mentality and psychological characteristics of people [1]. All this was possible through the use
of related economic sciences such as psychology, sociology, history and philosophy.
Further attempts were made to avoid negative impacts on the business
culture in general, were manifested by bad merger multicultural companies which
were quite successful before it. Culture is considered as a factor that
generally does not affect management.
Much later approach to the impact of culture on business has changed.
Professor of Comparative and International Management Business School and the University
of Nottingham Nigel Holden [2] put forward the thesis that culture should be
seen and viewed as an organizational resource and cultural differences as a
form of organizational knowledge, which leads to the solution of international
cultural problems.
The biggest challenge of integrating cross-cultural management is a
small number of specialists in this area and the difficulty of forming a
separate unit within the existing organizational structure.
Managers of this level should have [3]:
- linguistic competence, i.e. using
business English at a high level and the ability exactly convey their
views to avoid inaccurate translation, which can then lead to misunderstanding
or wrong interpretation of incoming information;
- intercultural competence, i.e. sufficient
level of knowledge about the culture and business culture of business
partners, understanding their mentality and traditions, knowledge and
understanding of "logic";
- communicative competence, i.e. the
application of cross-cultural knowledge in practice, using human and technical
resources (the change of company's mission, motivational models and operating
systems, change the organizational structure to maximize the involvement
of a new staff;
- psychological competence, i.e. positive
perception of business partner culture, customs, traditions and values.
The possible negative impact of the cultural aspects can be minimized
when all these options are considered by specially created team of managers and
experts. On the other hand, appears limitless source of experience, knowledge
and techniques to develop a multicultural company. These teams will be the
link between the two "worlds".
The basis of the formation task team is a method of facilitation –
assistance which helps to spread necessary information on the ground and create
the necessary impact between departments. Facilitators should be
harbingers of changes, trying to unify and standardize new corporate
philosophy, rules and values, strengthen the ethical standards of the
company and to use knowledge to create innovative approaches to management.
There are no opinion leaders and "responsible persons" in a
multicultural force. The principle of equality is fundamental. Moreover,
the differences in age and years of service should be relatively minor.
Communication skills, linguistic skills, ability to listen and hear the
ability to adapt to circumstances and changes are much more important [4].
The list of references:
1. Intercultural communication managers in Ukraine [Åëåêòðîííèé ðåñóðñ]. – Ðåæèì äîñòóïó : http://www.management.com.ua/hrm/hrm197.html
2. The essence of cross-cultural management [Åëåêòðîííèé ðåñóðñ]. – Ðåæèì äîñòóïó : http://www.proreklamu.com/articles/all/21170-suschnost-krosskulturnogo-menedzhmenta-kontseptsii-kulturyv-krosskulturnom-menedzhmente.html
3. Cultural features
of doing business [Åëåêòðîííèé ðåñóðñ]. – Ðåæèì äîñòóïó : http://ccmanagement.livejournal.com/339.html
4. Journal
of Marketing MBA. Marketing management of the enterprise. "Cross-cultural
management: features of business cultures and communication problems" [Åëåêòðîííèé ðåñóðñ]. – Ðåæèì äîñòóïó : http://www.marketing-mba.ru/article/v3_12/Chesnokova_2012_3.pdf
5. Bunina V. G. Cross-cultural management and
intercultural communication [Åëåêòðîííèé ðåñóðñ] / V. G. Bunina. – Ðåæèì äîñòóïó : http://old.mgimo.ru/files/120188/120188.pdf