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The Role of HR Head for Company: Cross-Culture Management

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As HR head of the company, the researcher has found that most of the previously discussed opportunities or challenges fit into the underlying relevant scenario for the UK based company planning to expand business in countries like China, Nigeria, and Brazil. At least two of the previously discussed challenges in the literature have practical consequences for the company of the researcher. For example, Cheng, Jiang, and Riley (2003) mentioned that UK based company managers face difficulties in communicating with Chinese employees who are more comfortable in Chinese, instead of English. In the similar context, as the company is planning to expand in China, managers are bound to encounter hardships in understanding Chinese language or even in conveying the performance objectives to Chinese employees in English.

In case of Nigeria and Brazil, English is widely used; hence, the company managers will not face many difficulties due to language barriers. Time difference exists between home country of the company and other three countries of China, Nigeria, and Brazil. So, it will be challenging for the company to communicate all information in real time manner to its strategic business units in abovementioned countries.

On the other hand, another example can be cited in order to show congruency between opportunities or challenges in the literature and actual business context for the company. Consideration of research works of Cheng, et al. (2004) and Dalton, et al. (2002) reveal the fact that employees in countries like China, Nigeria, and Brazil, prefer certain communication styles due to collectivist nature of their society. For example, Chinese employees prefer face-to-face communication over virtual communications; they believe that while communicating directly, feelings are expressed in an unconstrained manner, thereby even engaging in informal conversation with other members (Cheng, et al. , 2004).

In case of Nigeria and Brazil, they also prefer face-to-face communication over virtual communications, besides their preference to engage in group chatting (Geert-Hofstede, 2014).

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