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Culture Shock Experienced By Managers Who Work Abroad

682 words - 3 pages

In its evolution the multinational corporation faced serious contradictions. Evolving from its national context, the multinational corporation employs large numbers of employees of diverse nationalities and ethnicities. Westney (1993) notes that managers are, thus, caught between the institutional pressures to conform to the company norms and values, as well as to the cultural and social influences of its local national environment.
Foreign assignments require adjustment to new culture, new job, new language. The need to interact with host nationals at work and in general life makes the expatriate feel the culture shock. Culture shock can be best defined as a natural response to ...view middle of the document...

A world wide team of scholars, in a project called “Globe” identified that Country-by-country differences are so prevalent. The group of researchers came up with nine dimensions of culture that influence management and leadership. Namely: performance orientation, uncertainty avoidance,
power distance, gender egalitarianism, institutional collectivism, humane orientation, Future Orientation, assertiveness, global ventures gone awry. In humane orientation for example people should be rewarded for being assertive, generous, and altruistic in countries with high humane orientation like Malaysia where as it is normal in countries with low humane orientation like Germany.
Finally if we take United States of America as an example there is a direct nature of a communication that questions are responded directly. In America individuals are rewarded for their performance rather than family back ground and proximity to top leaders. Besides the assertive nature of the culture encourages...

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