Showing posts with label Cultural. Show all posts
Showing posts with label Cultural. Show all posts

Sunday, February 26, 2012

Results of Poor Cross Cultural Awareness

Results of Poor Cross Cultural Awareness

Results of Poor Cross Cultural Awareness. Having a poor insight of the affect of cross cultural differences in areas such as management, Pr, advertising and negotiations can ultimately lead to blunders that can have damaging consequences.

It is crucial for today's firm personnel to understand the impact of cross cultural differences on business, trade and internal firm organisation. The success or failure of a company, venture, merger or acquisition is essentially in the hands of people. If these people are not cross culturally aware then misunderstandings, offence and a break down in transportation can occur.

Thailand Hotel

The need for greater cross cultural awareness is heightened in our global economies. Cross cultural differences in matters such as language, etiquette, non-verbal communication, norms and values can, do and will lead to cross cultural blunders.

To justify this we have in case,granted a few examples of cross cultural blunders that could have been avoided with standard cross cultural awareness training:

An American oil rig supervisor in Indonesia shouted at an employee to take a boat to shore. Since it is no-one berates an Indonesian in public, a mob of outraged workers chased the supervisor with axes.

Pepsodent tried to sell its toothpaste in Southeast Asia by emphasizing that it "whitens your teeth." They found out that the local natives chew betel nuts to blacken their teeth which they find attractive.

A firm advertised eyeglasses in Thailand by featuring a collection of cute animals wearing glasses. The ad was a poor selection since animals are carefully to be a form of low life and no self respecting Thai would wear whatever worn by animals.

The soft drink Fresca was being promoted by a saleswoman in Mexico. She was surprised that her sales pitch was greeted with laughter, and later embarrassed when she learned that fresca is slang for "lesbian."


When President George Bush went to Japan with Lee Iacocca and other American firm magnates, and directly made explicit and direct demands on Japanese leaders, they violated Japanese etiquette. To the Japanese (who use high context language) it is carefully rude and a sign of ignorance or desperation to lower oneself to make direct demands. Some analysts believe it severely damaged the negotiations and confirmed to the Japanese that Americans are barbarians.

A soft drink was introduced into Arab countries with an consuming label that had stars on it--six-pointed stars. The Arabs interpreted this as pro-Israeli and refused to buy it. Someone else label was printed in ten languages, one of which was Hebrew--again the Arabs did not buy it.

U.S. And British negotiators found themselves at a standstill when the American firm proposed that they "table" single key points. In the U.S. "Tabling a motion" means to not discuss it, while the same phrase in Great Britain means to "bring it to the table for discussion."

In addition to interpersonal cross cultural gaffes, the translation of documents, brochures, advertisements and signs also offers us some comical cross cultural blunders:

Kellogg had to rename its Bran Buds cereal in Sweden when it discovered that the name almost translated to "burned farmer."

When Pepsico advertised Pepsi in Taiwan with the ad "Come Alive With Pepsi" they had no idea that it would be translated into Chinese as "Pepsi brings your ancestors back from the dead."

American medical containers were distributed in Great Britain and caused quite a stir. The instructions to "Take off top and push in bottom," innocuous to Americans, had very strong sexual connotations to the British.

In Italy, a campaign for Schweppes Tonic Water translated the name into "Schweppes Toilet Water."

In a Belgrade hotel elevator: To move the cabin, push the button for wishing floor. If the cabin should enter more persons, each one should press a estimate of wishing floor. Driving is then going alphabetically by national order.

In a Yugoslavian hotel: The flattening of underwear with pleasure is the job of the chambermaid.

In a Bangkok dry cleaner's: Drop your trousers here for best results.

In an East African newspaper: A new swimming pool is rapidly taking shape since the contractors have thrown in the bulk of their workers.

Detour sign in Kyushi, Japan: Stop--Drive sideways.

At a Budapest zoo: Please do not feed the animals. If you have any favorable food, give it to the guard on duty.

In conclusion, poor cross cultural awareness has many consequences, some serious others comical. It is imperative that in the global economy cross cultural awareness is seen a important speculation to avoid such blunders as we have seen above.


Results of Poor Cross Cultural Awareness

Friday, December 23, 2011

Managing Cultural Diversity - A Key to Organizational Success

Managing Cultural Diversity - A Key to Organizational Success

Organizations around the world has been realizing the cultural diversity within club is not a negative aspect, rather can facilitate organizational stalk for glory (Papers4you.com, 2006). However it is not an easy task to conduct employees with separate cultural backgrounds. Nevertheless there are many procedure guidelines that can make task easy.

On a broader perspective, cultural diversity can be conduct straight through communicating (creating awareness among all employees about diverse values of peers straight through communication), cultivating ( facilitating acknowledgement, retain and encouragement of any employee' success by all other workers), and capitalizing (linking diversity to every enterprise process and strategy such as succession planning, reengineering, worker development, operation management and review, and recompense systems) strategies ( Cascio, 1995).

Thailand Hotel

There are many separate innovative ways that organizations have adopted to conduct diversity. For instance Tabra Incorporation, a small manufacturer of jewellery and accessories in California comprised of modest workforce is composition of Third World immigrants from Cambodia, China, El Salvador, Ethiopia, India, Laos, Mexico, Thailand, Tibet Vietnam and other nations. To respond importance of their cultural association, at least 10-12 separate flags are all the time hanged from the ceiling of its main yield facility which represents the countries of origin of the employees. The owner's view point is 'I would like for this to be a puny United Nations everybody getting along and appreciating each other's culture instead of just tolerating it'. (Bhatia & Chaudary, 2003)

If cultural diversity can be managed effectively, there is a possible to use diverse workforce for organizational benefits. Cox and Balke (1991) asserts that multi-culturism is directly linked to organizational success as

Effectively managed multi culture companies have cost efficient competitive edge

It helps in promoting minority amiable reputation among prospective employees

Diverse cultural corporations help to get best customers which has a range of people

Diverse group of employees are perceived to be more creative and efficient in qoute solving as compared to homogenous group


Ability to conduct cultural diversity increases adaptability and flexibility of an club to environmental changes.

Many organizational examples can be taken in this regard. In Australia, for instance, Hotel Nikko in Sydney has unique edge that staff members in direct guest touch areas speak a total of 34 separate languages. Similarly Qantas Flight Catering has sixty-six nationalities on staff, with various overseas-born chefs. So dedicated diverse 'ethnic' kitchens gave Qantas a huge competitive edge that offers food based on customer's ethnic taste and requirements. Moreover Don's Smallgoods straight through literacy, language and cultural trainings increased cross-cultural transportation and increased profits while lowering costs at the same time. Similarly The Cheesecake facility had put special effort to understand Japanese ability and containers culture as Asian employees sustain management to understand Asian tastes so that they can target exports to Asia (Nankervis et al, 2002)

Hence the consulation suggests that it is imperative to realize that cultural diversity should be taken as a tool for best organizational improve rather than a managerial qoute and if effectively managed, it can be a key to gain competitive edge and success

References

Bhatia, S., K., & Chaudary, P., ( 2003),'Managing Cultural Diversity in Globalization- Key to enterprise Success of Global Managers- Insights and Strategies', New Delhi: Deep & Deep Publication Pvt Ltd

Cascio, W., F., (1995), 'Managing Human Resources' International Edition, Us: McGraw Hill.

Cox, T. H., & Balke, S., (1991), 'Managing Cultural Diversity: Implications for Organizational Competitiveness' Academy of management Executive, Vol 5, Issue 3, August 1991

Nankervis, A. Compton, R., & Baird, M., (2002) 'Strategic Human reserved supply Management'. 4th Edition. Victoria: Nelson Australia Pty Limited

Papers For You (2006) "P/Hr/188. Views on diversity management", available from Papers4you.com [19/06/2006]


Managing Cultural Diversity - A Key to Organizational Success