Navigating Cross-Cultural Leadership - Identifying the Right Behaviors Jointly written by Raj Kumar and Manish Mehta The rapid transformation of world business in the last few decades has heralded an era when cultural differences have become vitally important to leaders in the world 's international and multinational companies. Constant pressure on costs and challenges in expatriate mobility demands global companies to consider development of Asian leaders in order to build a sustainable future-ready leaders. How do you select the right leader for a specific role in another country? Examining leadership in a cultural context will be particularly relevant as workplaces become more multicultural, companies continue to expand globally and competition
CHAPITER 1: INTROUCTION The noticeable presence of Chinese multinational corporations on the global stage is renewing the landscape of international business and politics. Western firms, once with virtually undisputed power over the financial resources and requisite political ties to control global business, are now being challenged by a host of emerging country corporations with China being at the forefront. In fact, many Chinese enterprises take root around the world, particularly in Africa. Settled in Africa, Chinese multinationals operations are not always easy due to many issues. Indeed, one of the problems faced by the Chinese multinationals is the management of the workforce diversity.
Alongside contemporary society 's’ increasing dependence on media, these assets become integral for identity formation. The influence of culture and media exposure upon identity formation can be understood through application of Harris and Erikson’s’ theories. Major foundations of identity are established in adolescence due to the immensity of cognitive and physical changes. The dominant cultural discourse and media exposure are imperative upon adolescent identity formation as context predetermines’ identity, but media exposure challenges cultural narratives and thus- moulds identity. The dominant cultural discourse succeeds’ in establishing the foundations’ for identity formation, more so in adolescence from its’ permeating influence.
Globalization today is not a new thing in the society especially Malaysia. In previously, the process of globalization is a new thing and difficult for the society to adapt with it, especially people who are hold on tight to the culture and religion of certain groups of society. There are many various opinions, perceptions and views that can be raised for debate on all the sociological phenomena that happen right now. Now, Malaysia is on track in rapid development and growth. The situation in tandem with changing winds of progress in an increasingly global stage there are no boundaries anymore.
KHMER CULTURE THROUGH THE YEARS The line of culture is dimly distinguished by one another. The new age of globalization, technology, information and transnational economic have allowed wealthy countries to export not only their political and economic ideologies but also their traditions and values as well. The Cambodian people has made tremendous efforts to preserve Khmer traditional, culture and value, but younger generations are hungry for a change. In this critical uphill battle to maintain c ultural identity in current increasingly homogeneous global community, Khmer individually has to endure the mission of nurturing and preserving the applicable past for the bright future. Due to the geographical position and to the peculiar
Therefore, in order to remain competitive, Shokubutsu (Singapore) has to quickly adapt to the upcoming trends of the industry. To begin with, there is a significant increase in consumers’ social responsibility and environmental awareness. Next, dependency on technology sees a sharp growth among millennials. The above consumer trends highlighted in this report will assist in the potential development of Shokubutsu’s brand direction. Firstly, the next generation of consumers have grown considerably to become mindful of the environment and their personal social responsibility.
It is not known if the FTZ will be a replacement for Hong Kong or Singapore? This will have to be assessed, especially as the current disagreement between UK and PRC regarding Hong Kong and its proposed governmental legislation, this may be seen as preparing the way ahead for this region and removing Hong Kong as a financial hub? 8.6 CHALLENGE 4 - SKILLS SHORTAGE There is a skills shortage within the PRC banking sector, a problem for is a lack of key talent at the local level, many are recruiting externally but this then causes the problem of increasing salaries, (PWC, 2012). As the financial sector in PRC grows, there will be a high demand for skilled personnel, this will place increased burden on salaries and benefits as local PRC banks seek to retain staff. At a managerial level there are perceived skills shortages in the
Companies tend to struggle and end up being caught in expensive and frustrating cycles of organisational change. The continuous search for new and different organisational forms is driven by the basic changes in the nature of competition and economy. EY organisation has set out the objective of becoming the leading global professional services organization by 2020. This objective was set in response to the changes that have been occurring globally, with the vision that by becoming a leader in professional services, it will allow them to be in a position of success and offer their shareholders more opportunities. The objective, has been communicated throughout the global EY
Although, significant growth has been achieved since the year 1960, Singapore 's economy was still far from being a success and it was still facing more economic problems throughout the upcoming years. In the upcoming years, Singapore faced problems such as the lack of capital, an abundance of low-skilled workers, and also the need of advanced technology. Therefore, a strategy that Singapore realized in the 1990s was that they needed to expand its economic activities in the region. Then, an economic cooperation among Indonesia, Malaysia and Singapore was made and it was called The Singapore-Johor-Riau (SIJORI) growth triangle. SIJORI 's aim was to relocate Singapore 's investments in manufacturing to the nearby areas of Johor in Malaysia and the Bintan and Batam islands of the Riau Province in Indonesia.
Youths have the potential to develop a nation and raise the fundamental of the national unity spirit. Therefore recognition and contribution from youths is highly needed as they are valuable assets and represent the future generation of national leaders. First, the youths should understanding and respecting the diversity of our ethnic cultures in Malaysia. This is important because youths often interact with various ethnic groups in the course of their studies and during participation in co-curricular activities at campus. Both academic and non- academic activities are prime means of enhancing the spirit of unity.