Generational issues, while seemingly the obvious hindrance to a smooth flow of production, are, as Tulgan offers (198), "merely a reflection of the business issue at play - transition to the workplace of the future."
However, that said, the one pivotal / key sentence Tulgan offers, also on page 198, is very straight to the point, on the money, and a salient theme Charlie should launch in order to save his job, and the jobs of most people under his jurisdiction. "Charlie must get things back on track and restore harmony by getting people focused on mission instead of personality."
The 10 points Tulgan offers are all very cogent and wise; however, Charlie doesn't really have time to implement all those ideas. Gloria Regalbuto, with Bath & Body Works, offers some common sense solutions, as do Diedra Wager, Pat Crull, and others. But Judy Corson hits the nail on the head when she first notes that Charlie "should never have let this situation get to this stage," that "things have gotten out of hand," and that "everyone involved has to be in on the discussion" about how to right this ship of fools.
Charlie needs to install passion in the mission of the team's responsibilities," she writes (208)." That's a key here, and the way he can do that is several-fold. One, in advance of a mass meeting of all the teams, Charlie needs to bring each ten-member team's leadership (two or three per team) to a nice lunch outside the company on a Thursday, and lay it all on the line. He picks the brains of the leadership for ways in which to, first, have some fun together, and two, reach out one generation to another.
Then, two, Charlie next needs to bring the entire team (100 people?) into a warehouse or large conference room late the next day, Friday afternoon, with classy catered finger food and soft drinks and fun items for a party-atmosphere: like drawings for DVDs, for movie passes, and...
Cross-Cultural Communication With increased competition being witnessed in many industries, Multinational companies are setting shop to new foreign markets as a way of increasing their profitability and remaining competitive. Many countries have liberalized their markets, and present advancement in technologies has made it easy for companies to open new branches in foreign markets. However, this also comes with it challenges, particularly relating to cross-cultural communication. Effective cross-cultural communication is very important
J Lastly, in chapter 9, Hendon, Hendon & Herbig (1999) focus on "what" or the contract, of cross-cultural negotiations. The authors claim the only purpose of cross-cultural negotiations is to product a "contract" or an agreement, which they define as an "exchange of conditional premises in which each party declares it will act in a certain way" only on the condition that the other parties involved agree to live up
As these examples convey, it is highly important that anyone who will be engaged in cross cultural communication be familiar with the nuances in behavior or even the lack of behavior of other nationalities as dictated by their cultures. In American business culture, communication tends to be more dynamic compared to the Japanese (Lee, 2). Most Americans expect a lively discussion when they are involved in negotiations. In American business
Email was found to be a key culprit in the development of cultural misunderstandings among a diverse group of online users (Rainey, 2000). Stereotypes were found to interfere with online communication, and enhance the potential for cultural misunderstandings (Leidner, 1999). Navigation design, visual design, and information design had an effect on trust that varied among different cultures viewing a website (Cyr, 2008). This research suggests a need for culturally relevant
In that regard, fundamentally different interactions between the genders is one element of cultural practices that differs most substantially from national culture to culture and even among individuals of different ethnic or religious backgrounds within the dominant national culture. Typically, individuals of Muslim and Jewish religious traditions (and others) avoid any incidental or polite physical contact between members of the opposite gender, even though such gestures (like handshaking) might be
Cross-Cultural Communications The online library has nothing that matches a full-text search for "intercultural communication" or "cross-cultural communication" for the last 60 days. So the article used was Three Skills every 21st century manager needs, by Andrew Molinsky, published in the Harvard Business Review. The HBR is not a journal article but is a highly-respected article from business professors that is read by practitioners and academics alike. The article outlines common scenarios
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