Cultural Intelligence An organizations understanding of culture can determine its success or its failure. According to Gogheri, Nawaser, Vesal, Jahanshahi, and Kazi (2013) international cultural knowledge needs to be an organizations biggest investment, which can lead to the greatest positive gains. It is important for organizations to incorporate their employees, customers and host countries values in the psychology of the organizations policies and operations. Wang-Cowham (2008) explains that one of the biggest concerns with globalization and the expansion of MNCs into different countries is cultural differences. These differences engender misunderstanding, communication issues, and disagreements that create friction. Sumelius, Smale, and Bjorkman (2009) also mention the difficulties associated with an MNCs human resource (HR) department trying to maintain a sense of uniformity in subsidiaries; it is difficult to develop strategic HR policies that maintain a parent companies strategies and policies while adapting to necessary laws and cultural norms found in a host country. The history of a country and it relationship with your own is also important. If there is preexisting animosity, aversion, or hostility, it may create excess barrios the MNC and its expatriate employees may find impossible to overcome. Possible issues middle-aged female executive. Possible Issues the middle-aged female executive may encounter in China center around how difficult The Peoples Republic of China (PRC) makes it on expatriates. According to Fayol-Song (2011), the Chinese government pressures MNCs through legislation, imposing government quotas on expatriates working in the country. They are also stricter on work permits for expatriates. The PRC is taxing expatriate salaries higher than national employees and increasing audits, targeting expatriates working in foreign corporations. The government is trying to reduce expatriates in their country and government legislation is only the tip of the iceberg. Female expatriates working in China also have the added stress of living in a country that historically and culturally has devalued women. Tung (2004) mentions that female expatriates have less support from their MNC headquarters and the little support they do have, is inadequate. Female managers are less likely to have support from counterparts when challenged by male subordinates in a male-dominated society like China. Female managers in China also find it difficult if not impossible to break into social and business networks. These networks are essential, they build connections necessary in the PRC, a society that is controlled by the central government. Finally the female manager may find that women have a negative stereotype in the PRC. Women are not seen frequently in positions of power. Possible issues for the young male executive. The young male executive who is going to the Czech Republic from Germany may face opposition and even some hostility from his subordinates. The history between the Czech Republic and Germany has been extremely tumultuous and reached a peak in Ward War II. According to Cordell and Wolff (2005) the Nazis committed horrible crimes against the Czechs during the War. They also occupied and annexed part of the country, punishing ethnic Czechs. Nazi sentiments of ethnic superiority and a view of ethnic Czechs as inferior humans, made them take the stance that Czechs were expandable. After the war, the country was restored to its pre-war boarders, but during the process the government attempted to rid itself of all Germans, this expulsion took place in 1948, over 660,000 Germans where expelled. Another big issue the young male executive may encounter is the lack of representation for Germans in the country. Even though the relationship between the two countries has improved tremendously there is still little to no representation for German/Czech citizens, German visitors, and expatriate Germans. According to Cordell and Wolff (2005) the German minoritys small size and the fact that it lives scattered throughout the country account in part for the fact Germans have virtually no chance of achieving collective political representation at any level (p. 260). There is an existing German prejudice, many Czech people still view the Germans as the arc-enemy. Preparing for an International Assignment According to Cavusgil, Yavas, and Bykowicz (1992), preparation is the key. Preparation includes pre-departure training, language studies, documentary knowledge, sensitivity training, orientation and assimilation to a the new country. Prior to any executive making the move abroad, they must first understand where they are going, the customs, language, food, history, political stance, and worldviews held by the host nation. After learning which language or languages are spoken in the host country, the individual should educate themselves on the basics of communication there, because mastering a foreign language can take years, the basic purpose of initial language training should be on the acculturation process. Particular words, idioms and phrases that will open windows on the foreign society should be taught (p. 260). Expatriates should also understand what the necessary legal documents needed for entrance into the country are, as well as any documents needed to work and live in that country for themselves and their families. The individual and his family will also need to be coached on how to be tolerant of different views from those held by them. They will be guests in a foreign country that may hold different views, beliefs, and tolerances than they are used to, this needs to be understood prior to taking the assignment. Finally the corporation needs to assist the individual and their families adjust to the new environment. By having a person or group of people (e.g., community) they can lean on to help them find what they need and how to navigate around this new and unfamiliar country, the expatriate will feel less overwhelmed and success is more likely. References Cavusgil, T., Yavas, U., &Bykowicz, S. (1992). Preparing executives for overseas assignments. Management Decision, 30(1), 54. Retrieved from http://search.proquest.com/docview/212114581?accountid=34899. Cordell, K., &Wolff, S. (2005). Ethnic Germans in Poland and the Czech Republic: acomparative evaluation*. Nationalities Papers, 33(2), 255-276. doi:10.1080/00905990500088610. Fayol-Song, L. (2011). Reasons behind management localization in MNCs in China. Asia Pacific Business Review, 17(4), 455-471. doi:10.1080/13602381.2010.546642. Gogheri, A. S., Nawaser, K., Vesal, S. M., Jahanshahi, A. A., &Kazi, R. (2013). Which organizational culture moves towards organizational excellency.Asian Social Science, 9(11), 221-236. Retrieved from http://search.proquest.com/docview/1445136542?accountid=34899. Tung, R. (2004). Female expatriates:: The model global manager? Organizational Dynamics, 3(33), 243-253. doi:10.1016/j.orgdyn.2004.06.002. Wang-Cowham, C. (2008). HR structure and HR knowledge transfer between subsidiaries in china.The Learning Organization, 15(1), 26-44. doi:http://dx.doi.org/10.1108/09696470810842501.
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