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Cross cultural management

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For instance, individuals belonging to a specific region might desire for performance-based incentives whereas some other culture might give more importance to basic salary rather than incentives. Globalization has a common objective which is to improve upon productivity level and build a strong corporate image in new markets. This can be accomplished when CEO works in collaboration with local suppliers, experienced HR professionals of that area and even gain information from team members who are aware of new cultural trends (Barry, 2002). Leadership styles would also change from one to another.

In some countries, democratic leadership style will be most suitable while in other culture, laissez-faire might be found as appropriate. CEO should take into consideration this aspect of expanding operations globally. With change in leadership approach across varied cultures employees will find it more comfortable to work in such organizational environment. Local responsiveness also needs to be included when a company opts for expanding globally. On the other hand, global companies like SICLI also need to be concerned about employment techniques. Cross-cultural diversity should form a major for an organization.

This is simply because the wide base of knowledge can be easily accessed (Fortier, 2008). Acquiring and retaining a pool of talent is the main task of SICLI’ s new management. Apart from organizational restructuring in terms of quality improvement, team restructuring, product diversification, imposing deadlines, etc. , CEO also needs to improve upon employment mechanism. Amongst various approaches regiocentric approach is a suitable one during hiring employees from different cultures or countries. This is a commonly used geographical structure where focus is on enhancing resource strength of foreign subsidiary.

On basis of this policy, key positions are offered to those individuals who possess expertise. Cultural factors should not dominate any type of employment conditions.  

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