Cultural Conflict In Human Management
Multinational Companies: Cultural Conflicts in Human Management
Recently, emerging-market multinationals (EMMs), companies based in emerging markets with operations in more than one country, are expanding at a speed and scale to make even the largest Western multinationals take notice (Accenture, 2007). In order to lead a multinationals organization within one of the most complex markets-emerging market, Lee and Reeves (2013) have mentioned that companies need to segment the various cultural environments in which they are dealing with and adapt strategies to match those conditions. However, adaptation is never an easy task. Thus, cultural and cross-cultural in differences have long been among the most pressing causes of present time conflicts.
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In addition, the author will analyze a particular cross-cultural conflict and compare the findings of the theatrical aspect of Hofstede to the practical experience of the author so that one can …show more content…
In the author point of view, one of the most acquired complains that an employee in Viet Nam particularly and in collectivistic culture nations generally typically get is unpunctuality and absenteeism. As cited from the context of value researches by Kaiser (1998), Javidan and House (2001), Gelfand, Bhawuk, Nishii and Bechtold (2004), one can figured that individualistic people would express absenteeism at lower level than those in collectivist countries (K, Addae & Cullen, 2005). In a collective of colleagues, if there is somebody absented, the others will have to cover the workload for these absentees. This incident could lead into a serious conflict because in collectivistic group, people tends to prefer similar performance rewards rather than peculiarities (Javidan & House, 2001).
Conclusion and Solutions
In summary for above paragraphs, to overcome a conflict in human management, it is crucial to apply methods that are tolerable for every parties within the policies of the organization. Human Resources Department must have innovative and accordant policies to motivate, satisfy and ensure equity in the workplace. Additionally, as a leader of organization, one must have the ability to not only skillfully manage internal conflicts but also superintend the employees’ reaction to reduce unrighteousness and feelings of chagrin (Ayoko,
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