Will be two questions in your final exam. “Knowing where one belongs can transform an ordinary person – hardworking and competent but otherwise mediocre – into an outstanding performer.” - Peter Drucker, “Managing Oneself’, HBR, Jan. 2005
Q1. Where do you think you belong?
Q2. What is critical for you to be an outstanding manager in the multicultural environment?
Write one to two pages on your answers to those two questions. Reflect on your readings, on what you heard and learnt in the previous visits for this course. Make this a personally meaningful statement and action plan for your future career goal (i.e. what skills should you be working on developing between now and then to ensure you get off on the right foot?)
- I am a kind of person who loves to handle pressure and face tough challenges. I can perform really well under stress. I always focus on completing my work on time. When the date of completion of the work comes near, I tend to give more effort and a lot of hard work and get the work done on time. Though working under pressure and stress is difficult, but I can perform only under pressure and the working environment which suits me most is one where a sense of team spirit is there. A group has the potential to accomplish more than what an individual alone can accomplish. In a team work, more thoughtful ideas come from the minds of different members which consequently produces a better quality of work. It also enables to develop one’s leadership quality. I enjoy working under a highly professional and committed team. I desire to join an organisation where I can find a friendly and easy-going environment. I like people who take the work seriously but at the same time enjoys doing the work. Job satisfaction is a very important factor (Ealias & George, 2012) and an organisation must give ample possibility to me so that I can maintain a balance between my working life and personal life. I will only be compatible in working in an organisation where I can find all these attributes
- In a multicultural organisation, a project gets affected by the cultural diversity. There are huge range of people in a multicultural environment and they bring different ideas, different styles and innovation along with them. In such a culturally diverse environment ageism, sexism and racism may gradually deteriorate the working ethics and may eventually cause failure to the organisation (ABUBAKAR, 2016). In the western culture rationalism is there. Western culture focusses on the current need and they value things accordingly. Competition and rugged individualism are valued by the Western culture (Chhokar et al., 2013). A sense of community, patience and team work might be valued by some culture while some other cultures might value privacy and direct authority. The cultural differences might hamper a project’s progress. There might arise misunderstanding between a manager and an employee because they have different values and these differences can cause resistance in the smooth running of a project.
In different countries there are different work ethics and different styles of communication. Relationship between management and labour also varies from one country to another country. Some cultures believe in communicating through indirect messages and they adopt some non-verbal codes while others believe in communicating directly. Some cultures feel that if an individual is praised it will have an adverse effect on the group harmony while some other cultures might feel that praising individual influences group harmony. Thus different cultural groups have different expectation from their managers which in turn can have a negative impact on the relationship between the employees and the managers. Thus it is critical for someone to be an outstanding manager in the multicultural environment (Caganova et al., 2015).
ABUBAKAR, S. G. (2016). EXAMINING THE CULTURE OF AN ORGANISATION, ITS LEADERSHIP STYLES, STRUCTURE, DIVERSITY ISSUES AND CONFLICTS: A CASE STUDY OF VIRGIN ATLANTIC, UNITED KINGDOM. Development, 4(2).
Caganova, D., Cambal, M., & Weidlichova Luptakova, S. (2015). Intercultural management–trend of contemporary globalized world. Elektronika ir Elektrotechnika, 102(6), 51-54.
Chhokar, J. S., Brodbeck, F. C., & House, R. J. (Eds.). (2013). Culture and leadership across the world: The GLOBE book of in-depth studies of 25 societies. Routledge.
Ealias, A., & George, J. (2012). Emotional intelligence and job satisfaction: a correlational study. Research journal of commerce and behavioral science,1(4).