A review of empirical research on ways to improve the effectiveness of multicultural teams. Chernov E.S.
Features of communication between representatives of different cultures. Increasing the effectiveness of intercultural communication.
Motivation of organizational behavior in different cultures.
Managerial leadership in different cultures. Transcultural managers and their importance in managing the organizational behavior of transnational companies. Culture shock and how to overcome it.
The concept of cultural adaptation. Obstacles to the management of the international work environment and ways to overcome them.
Ethnopsychological phenomena manifest themselves both at the level of individual characteristics of employees and at the level of groups and affect both the group dynamics of service teams and the activities of the organization as a whole. To explore these phenomena means to reveal the essential characteristics of the psyche of a particular ethnic group, their patterns and mechanisms of manifestation in work. Accounting for ethno-psychological factors is an important prerequisite for improving the efficiency of management and organization of the labor process.
National culture, traditions of the country leave a significant imprint on the way of thinking and actions of both the manager and the subordinate. That's why:
1) when negotiating with foreign partners, the manager should remember that he is not only representatives of the company, but also representatives of a certain culture.
2) in the event that the staff consists of representatives of different cultures, the effectiveness of the team activity of such a team is higher than that of a homogeneous one in the national plan.
Multinational team requires special management:
1) pay attention to the relationship between ethnic groups , because according to research, while the organization achieves positive results - nationalities are not given importance, as soon as malfunctions occur - they begin to look for the cause in the attitudes, traditions and values of another nation;
2) groups are necessarily formed on a national basis, headed by an informal leader - the group has its own ethno-group self-consciousness. An ethnic microgroup begins to act as an object of control; it should be remembered that different representatives of different nations react differently to the same managerial decisions. The main task of the manager such a team is the purposeful involvement of members of all microgroups in a common cause aimed at achieving the set goals, with a motivational component corresponding to each microgroup;
3) manifestations of enthocentrism - due to superficial knowledge about one’s own or another ethnic object, which, if negative political and ideological content is manifested, can turn into nationalism;
4) increased possibility of conflicts - to prevent them:
Pay attention to individual differences within the team - language, gender, age, skills, experience, cultural and national characteristics;
Build relationships within the team best sides each other;
To create conditions for the favorable manifestation of national characteristics.
The main types of relationships in a multinational team:
1) one of the microgroups purposefully influences and dominates over another;
2) cooperation when microgroups on an equal footing achieve unity in achieving their goals;
3) opposition, when one microgroup interferes with the actions of another, creates obstacles in obtaining production or other results.
2. Conflicts and ways to resolve them in multinational organizations
American researchers argue that a multinational organization is fertile ground for disagreements, misunderstandings and conflicts between managers and employees, which are based on cultural differences. As in any relationship between managers and employees, conflict is inherent in multinational teams from the very beginning. Under normal conditions, these may be disagreements in matters of pay, nomination for awards, conditions for overtime work, etc. However, interethnic interaction between managers and employees is further complicated by differences in communication styles and cultures.
Wilmot and Hawker provide one of the most accurate definitions of conflict. According to them, conflict is a clash of origins. Two different mentalities, coming face to face, cannot understand each other's positions. Differences in cultures no doubt complicate the conflict. Ting-Toomey and Ostzel believe that the beginning of intercultural conflict is often the difference in the expectations of the conflicting parties in relation to each other. Conflict acquires a certain specificity when it occurs within an organization. Tubbe and Moos offer the following definition: "Organizations are a collection or system of individuals, distributed along a hierarchical ladder and division of labor, who jointly strive for a set goal."
One can imagine big enterprise with hundreds and even thousands of employees. Each of them has its own face and individual behavior, all are somewhat different from each other. If the management fails to create a favorable atmosphere in the team, does not establish harmony in relations, the enterprise will inevitably begin to decline. In multinational teams, conflicts between managers and employees become one of the most important problems.
Ting-Toomey and Ostzel believe that the conflict between the manager and the employee is unique in its kind, since the parties occupy different positions, while possessing unequal power and status. Power makes it possible to exert pressure and, moreover, to control the behavior of subordinates, using the entire set of administrative resources for this. The manager, having a prescribed status and maintaining it, relies on such effective opportunities as salary increases, promotion and promotion. In this regard, managers often use pressure as a method of smoothing the conflict with the employee. At the same time, Dr. Konrad (1991, p. 214) believes that pressure from the leader characterizes him as a person who is aware of his lack of experience and qualifications. Such a leader willingly resorts to using the advantages of his position or to a power approach in conflict situation with subordinates.
Ting-Toomey and Ostzel argue that such methods are characteristic of conflict situations caused by a clash of cultural priorities. In some cases, the manager is most concerned about his image, corresponding to the status and position, while the employee, doing work even in a conflict situation, takes care not only about himself, but also about the enterprise as a whole.
The manager's excessive concern for his image often manifests itself - in the form of pressure on subordinates - not only in conflict situations, but also in everyday cooperation. Taking care of themselves, trying to avoid conflict, employees, in turn, do everything possible to adapt to the prevailing conditions, thereby maintaining an established tradition and allowing the leader to take a favorable position for themselves and their image. Analyzing this kind of relationship, Ting-Toomey and Ostzel note that “the studies were carried out only in cultures with a large amount of distancing. In cultures (or organizations) of low distancing, there is usually no particular distinction or hierarchical distance between leader and subordinate.
The “large-small” scale of distancing is one of the distinguishing categories that allows one to qualify the stable differences of national cultures. The small amount of distancing, according to Hofsteed, is determined (in a broad sense) by the desire of a person to stand out due to personal abilities and experience, democratic decision-making process, equal rights well-deserved rewards and punishments as a result of specific actions. A large amount of distancing is determined (in the same broad sense) by the desire of a person to single out his abilities and experience as corresponding to a given status; dictatorial way of making decisions, asymmetric relations between people, rewards and punishments based on age, rank, status, rank, origin.
It is not difficult to imagine what might happen if a leader with a large amount of distancing happens to govern in a society with a small amount of distance. He will immediately feel discomfort, perceiving the behavior of employees as insufficiently respectful towards themselves, and they, in turn, do not even realize the nature of the misunderstanding that has arisen - due to differences in thinking and stereotypes. In cultures with a large distancing value, the hierarchical system is quite strong and well-established, while in cultures with a small distancing value, it may be absent altogether. According to Ting-Toomey and Ostzel, five main prerequisites can take place at the center of any intercultural conflict within the same organization: cultural differences, assimilation against the preservation of ethnic equality, imbalance of power and competition of conflicting parties in the struggle to achieve their goals, struggle for administrative resources .
The simplest example is when a manager asks a subordinate representing an ethnic minority to perform overtime work. There is no doubt that the subordinate will definitely decide that the choice fell on him on ethnic grounds, and, offended, he will agree, only avoiding complications.
In multinational teams, managers and employees resort to various methods to resolve conflict situations. Four main approaches to conflict are commonly considered: dispassionate, status-based, charitable, and collectivist. The first is based on the individualistic orientation of a small amount of distancing. The second is based on the individualistic orientation of a large amount of distancing. The third is based on the collectivist orientation of a large amount of distancing. The fourth is based on the collectivist orientation of a small force of distancing. Each of these approaches was formed in certain cultures and is typical for them.
According to Ting-Tumi and Ostzel, individualism means (in a broad sense) the desire of a person to single out his personal individuality in a group and personal rights in relation to group duties. Historically, this pattern is typical of much of northern and western Europe and North America. Collectivism (in a broad sense) is a preference for group individuality in relation to personal and intra-group orientation in relation to the aspirations of the individual. This pattern is common in Asia, the Middle East, Central and South America, and the Pacific Islands.
Leaders who profess an impartial approach want to be independent, but at the same time put themselves on the same level with others. These individuals see themselves as unique (in their personalities) but still similar to other members of the organization in terms of status. An unbiased approach to governance is common in Australia, Canada, the Nordic countries, the US and the UK. Individualistically oriented leaders representing low-distancing cultures are distinguished by a democratic style of communication with subordinates based on work experience and management. Their relations with others do not depend on the status, title or official position of the latter.
In a conflict, such leaders do not deviate from impartiality and adhere to a clear line in resolving a controversial issue. In the event of a fire interpersonal conflict in relations between a leader and a subordinate, the first one goes for it directly and openly. As for the subordinate, he also clearly formulates his claims or interests. If service relations create some problems for the subordinate, he does not hesitate to bring them to the attention of the manager. Trying to achieve a positive result, both rely on the principle of impartiality. The effectiveness of this approach depends on the ability of the leader to choose the right strategy, to act honestly and openly.
The status-based approach is based on the desire to achieve a certain status in conditions where each individual, depending on the abilities and efforts expended, has the opportunity to rise to a certain hierarchical level. This approach reflects the individualistic orientation in managerial communication of a large amount of distancing. Leaders of this category consider themselves independent of the environment, standing significantly above their subordinates, value their own freedom and well-deserved inequality. The countries where this is most common are France, Italy and, to a lesser extent, the US and the UK.
Brizlin notes that such a leader pays excessive attention to various hints, tips and advice from the outside. At the same time, he is far from the same in the style of communication with subordinates and employees equal to him in status. If a conflict arises between a leader and a subordinate, then reconciliation in this case depends solely on the subordinate, who in any circumstances is forced to make concessions.
A charitable approach involves the leader feeling a strong interdependence with subordinates, but at the same time understanding their unequal position in comparison with him. Such leaders are aware of their connection with the rest of the team members, but they understand themselves as a separate link in the upper part of the hierarchical chain. A charitable approach is typical for the countries of Central and Latin America(Mexico, Venezuela, Brazil, Chile), for most of the peoples of Asia (India, Japan, China, South Korea), for the Arab peoples (Egypt, Saudi Arabia, Jordan) and for most of Africa (Nigeria, Zambia, Chad, etc.). d.).
The charitable approach includes mentoring the leader, educational motives in his communication with subordinates, caring for interpersonal relationships within the team. Employees who want to work with a leader of this orientation want to be treated like family members. Hofsteed argues that "when dealing with minor conflict, such a leader smoothes the situation, starting from interpersonal relationships, and tries to restore harmony in the team." Over time, leaders of this kind and their subordinates develop the ability to pick up each other's non-verbal, paralinguistic signals, which are necessary for accurate understanding of verbal messages. Subordinates know that their leader treats members of his team better than other people. They see their manager as a “protector” and “mentor” who will help them grow their careers, expect clear instructions from him about work, and try not to bother him by avoiding unnecessary contacts. They recognize his authority, his influence, prescribed by status, appreciate the established connections and competence in resolving any issues.
The same charitable approach in the cultures of Latin America and Asia - in conditions of limited communication - differs significantly in style. The Chinese, for example, are characterized by restraint and self-discipline in the workplace. Brazilians, on the contrary, believe that tactile communication and the expression of emotions contribute to strengthening bonds. The charitable approach covers a wide range of styles of interaction, which can cause unintentional clashes and disagreements in the team.
Managers using the least common collectivist approach see themselves as dependent and on an equal footing with their subordinates. The connection of such leaders with other members of the team is so strong that the boundaries of subordination are blurred. As far as we know, there is only one country whose culture is characterized by a collectivist approach, and that is Costa Rica. However, some researchers identify two more groups that are characterized by a collectivist approach: Israeli kibbutzim and organizations based on the principles of feminism. In the event of a conflict, the leaders of this orientation identify common goals in the situation and use power to resolve it. Ting-Tumi and Ostzel note that those leaders and employees who openly express their requirements and jointly make mutually acceptable decisions are considered equal. In the event of a conflict flaring up, the parties discuss controversial issues face to face.
Regardless of traditional approaches, managers and employees must adhere to certain principles that contribute to the resolution of contentious issues within organizations, especially multinational ones. Despite belonging to a particular culture, leaders always have more power than employees. However, Ting-Toomey and Ostzel believe that the meaning of culture is just as important as positional power. The importance of culture is especially relevant where an organization or society supports or suppresses cultural differences.
A manager who is sensitive to a person belonging to a different culture can serve as a bridge in the organization between employees. It prepares them for life in a team, for subordination to constructive authority, and at the same time protects them from dangers in the process of getting used to a multinational team. In addition, and most importantly, such a leader is a link between the ethnic majority and minorities. According to Ting-Toomey and Ostzel (2001, p. 206), he is able to model the behavior of subordinates based on cultural differences and channel these differences for good. Ting-Toomey and Ostzel believe that "involving people of different cultures in all aspects of an organization's activities is an important step towards their progress towards success."
Employees, for their part, must recognize the authority and authority of the leader. An experienced employee will never enter into an open confrontation with a leader, knowing that this will discredit the latter. In the event of a conflict, the subordinate should take the first step towards a constructive dialogue. Leaders and employees, following common interests, can actively cooperate, realizing that each member of a multinational team - regardless of ethnicity, race or culture - needs understanding and respect.
However, conflicts based on cultural differences are possible not only in multinational teams, but also between foreign subdivisions of transnational companies and joint ventures.
Ting-Toomey and Ostzel give the following example. A model for such a conflict might look like this: The board of directors of the American pharmaceutical company Thorndike (the names given, the names and surnames of the actors are fictitious) decides to temporarily stop investments in the modernization of one of its structural divisions- Shalimar company, located in India, in the state of Punjab. The political situation in this state - according to executive directors - tends to worsen, which creates unjustified financial risks. Indian hand dr Dara Rau, who received this message, reacts to it in the most unexpected way, telling his Indian business partners, officials and members of the press that Thorndike plans to completely wind down its activities in India.
Harrington Stewart, who has just taken over as head of the Aspirin division, is assigned to fly to India and negotiate with Dr. Rau to clarify the situation and reach a mutually acceptable solution. Meeting with Dr. Rau, Stuart tries to convince him that the restrictions adopted by Thorndike are only temporary. Since Shalimar has established itself well in the Indian market, Stewart suggests that Dr. Rau continue to develop in this direction until better times. However, Dr. Rau, with a sense of outraged dignity, continues to inquire about what led the Thorndike company to come to the decision to wind down its activities in India. Stewart, in turn, tries to convince Dr. Rau that at the level that Shalimar has reached, it can operate quite successfully on its own. Negotiations continue, but do not achieve success, because the parties cannot understand each other.
The reason for the misunderstanding is, first of all, the differences in cultures to which Harrington Stewart and Dr. Dara Rau belong. If we analyze these differences using the high-low contexting scale, it turns out that Stewart, who represents the culture of low contexting, formulates his thoughts accurately, choosing his words carefully, trying to express all the necessary information through a verbal code. For Dr. Rau, a member of a high-contexting culture, words are less important than the context in which, according to him, the true essence of the information is encrypted.
Dr. Rau takes Stewart's words only as an opportunity for him, Dr. Rau, to independently decipher the bad news and accept it without losing face. In addition, Harrington Stewart represents a culture for which there is a creative solution. The best way conflict resolution. Dr. Rau believes that the discussion of the issue (in order to avoid conflict) is necessary, first of all, to maintain harmony in relations - between him and Stewart on a personal level, "Thorndike" and "Shalimar" - in business.
Not only that, Harrington Stewart and Dr. Rau, as leaders, diverge on a large-to-small scale of distancing. In detail, Dr. Rau, who represents a culture of great distancing, could not understand, for example, why a visiting manager should be given not a simple hotel room, but an expensive apartment. According to Dr. Rau, Start is still too young for such veneration. Stewart, communicating with Dr. Rau within the framework of his usual small amount of distancing, behaved with him as an equal, not realizing that his status as an ordinary American manager and the status of Dr. , finally, the older one - according to Indian concepts, they are incommensurable.
Considering all this, it is not difficult to conclude that the negotiations between Harrington Stewart and Dr. Rau could go on for as long as desired, creating new complications and not bringing any result. The best way to overcome the uncertainties and misunderstandings that have arisen would be to involve in the negotiations - with the consent of both parties - an intermediary-mediator who would be able to use as a tool the three categorical dimensions of intercultural conflict:
1. The amount of awareness (an informed mediator develops for himself a clear idea of the conflict situation, considering it from the standpoint of representatives of both parties involved in the conflict.
2. The amount of sensitivity (sensitivity, in this case, means the ability to accept the internal considerations and emotions of one side and at the same time be in tune with the beliefs and emotions of the other.
3. The value of creative art in conflict, which includes the ability to observe, listen and perceive, the ability to discuss problems face to face, the ability to calculate effective moves, conduct a constructive dialogue, etc.
Finally, the mediator could use - with the involvement of both parties - such a powerful tool as reflection on the content of the problem. David Levine, a mediator, defines it as follows: reflection is an informative agreement that is bound to be pivotal. Comparison of the concepts of "informative" and "pivot" contributes to the awareness of the parties of responsibility for the decisions made. According to Domenici and Littlejohn (2001, p. 33) “thinking usually delays the process of negotiation – due to the intervention of a third party who controls it at someone’s request – which makes the negotiators accountable for every step they take towards resolving the conflict. ".
Separately, it should be said about the role and advantages of involving a mediator in the negotiation process. The mediator usually plays the role of an assistant who guides the efforts of the negotiators in the right direction and openly explores their interests and rights. Unlike a judge who makes a decision for the parties to the conflict, the mediator, remaining impartial, tries to avoid prejudices and influence the process in such a way that the result of the negotiations is a mutually acceptable decision of the parties. The mediator does not replace either the judge or the lawyer. One of the important aspects of mediation is the initial focus on preserving the face of the negotiators and those on whose behalf they participate in the negotiations. The concept of "person" in such cases should be interpreted as an image (of a person, a team, a state) perceived by society. "Saving face" contributes to the continuation of partnerships and joint fruitful activities of the once conflicting parties.
Among the main methods of mediation, researchers distinguish persuasion (organization of meetings at the right time and in the right place), achievement of lasting results (mediation contributes to the adoption of reasonable decisions), efficiency (high rate of fidelity to the resolution adopted, the usefulness of communication realized by the parties as the basis for a successful negotiation process), prevention (Attentive attention to the causes of the emerging conflict contributes to its neutralization before it becomes uncontrollable).
Conclusion
Based on the work carried out, the following conclusions can be drawn:
Organizational cultures are divided into strong (undisputed, open and alive) and weak. There are also Japanese, Chinese and American types of corporate culture. Within each of them, horizontal and vertical types relationships in the enterprise.
To manage a multinational staff, it is necessary to have social and managerial competence.
Cultural socio-managerial competence implies a certain flexibility, which is expressed in the following:
in the acceptance of other or differently expressed cultures;
in understanding their own cultural interdependencies;
· in openness and tolerance in the process of cultural communication;
Ready to analyze and solve problems in unusual, difficult to interpret situations;
· in the ability to assess to what extent it is possible (and whether it is possible at all) to transfer this type of "know-how" in the field of personnel management from one cultural environment to another.
The process of globalization, the growing influence of which (despite the positive or negative attitude towards it) is somehow felt by every inhabitant of our planet, causes and will cause conflicts generated (directly or indirectly) by cultural differences. The resolution of such conflicts (economic, political, national) is possible only through the negotiation process, the participants of which should try to see each other through their ethnocentric lenses, understand, and therefore accept and overcome existing differences in order to find a way to agreement.
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elements of the corporation, and since it was impossible to study the culture of all Sistema's subsidiaries in such a short period, this method it was decided not to use. The overall assessment of QC after the diagnosis: "satisfactory". Some explanations. Evaluation of corporate culture as "good" can only be given when it contributes to the formation of a sense of...
Following which allows the organization to consistently achieve its goals. In addition to the potential for the future functioning of the organization, another end product strategic management are its structure and changes, providing sensitivity to changes in external conditions. In an entrepreneurial firm, this requires a managerial ability to notice and...
... – 80% of sales in the home country, US Ford Motor – 69% of sales in the home country, US General Electric – 73% of sales in the home country.2. Types of risks of transnational corporations Modern development commodity production and sphere various services characterized by the creation of both diversified and specialized concrete form activities of transnational...
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Introduction
At present, such issues in the field of personnel management as leadership, organization, motivation of multinational teams are of great importance. In Russia, cooperation with China is of great importance. The citizens of this country are the workers of many Russian companies. China surpasses all other countries in the world in terms of population, which has long exceeded one billion. At the same time, the history of Chinese statehood and culture has almost four millennia. All this indicates that when choosing a personnel management strategy in a team in which the Chinese work, it is necessary to exercise special care and managerial tact.
With accession to the World Trade Organization, China has gained even greater access to foreign markets, but it will have to pay for this by removing trade barriers at home. Relations with trading partners are not easy due to China's huge foreign trade surplus and "piracy" - the violation of intellectual property rights. Beijing is required to increase the yuan exchange rate, as a result of which Chinese goods would become more expensive for foreign buyers, which should theoretically lead to a reduction in exports.
The rapid growth of the economy has created an unprecedented demand for energy. In terms of oil consumption, China ranks second in the world after the United States, and in terms of coal production and consumption, it ranks first. Spent on the purchase of energy resources abroad colossal sums. Enormous funds are also being invested in hydrotechnical projects within the PRC, among which the most grandiose is the Three Gorges Dam, which cost $25 billion. Chinese citizens, due to their large numbers and activity, are increasingly employed by European, including Russian, companies.
The purpose of this work is to study the practice of managing multinational personnel (on the example of Vostochny Gorod LLC).
To achieve this goal, we have identified the following tasks.
1. Explore theoretical basis management of multinational staff.
2. Consider the features and problems of managing multinational personnel on the example of Vostochny Gorod LLC.
1. Main problemsmultinational team management
In multi-ethnic teams (industrial, professional, educational) of various organizations, national characteristics, traditions, norms of people's behavior are manifested, which through the emerging interethnic relations influence the results of the organization's activities.
A multinational team requires special management, special attention from leaders in terms of regulating the relationships existing in it between representatives of various ethnic communities.
Multinational or multiethnic teams differ from other teams in their social organization. The structure-forming unit in them is not directly one person of a certain nationality, but a group of people of one nationality, in which ethno-group self-consciousness is formed, common interests and aspirations begin to manifest themselves regularly.
As an object of managerial influence, it is necessary to consider an ethnic microgroup as an initial unit social structure multinational team. The latter is an association of people of the same nationality, characterized by a single language, common national psychological characteristics, cultural uniformity and ethno-group identity, the presence of intra-group norms and principles.
In a multinational team, there may be several such microgroups; their representatives react to the same managerial decisions in different ways. Since, for the productive activity of the entire team, the unity of socio-psychological processes in the field of labor activity, insofar as the main task of the leader of a multinational team should be the purposeful involvement of members of all microgroups in the general direction of solving the main tasks of the organization, in strengthening the general collective values and determining clear general collective goals and strategies.
Quite actively manifested in a multinational team (subdivision) are relations related to maintaining stable ties between representatives of the same nationality outside the framework of the primary team under consideration, but on the scale of the entire enterprise or professional community. This is a certain kind of intergroup national relations. Such relations are intensifying as the exchange of information on political and industrial issues between multinational teams intensifies.
There are three main types of interethnic interactions in a team:
unidirectional influence of one ethnic microgroup on another, when one microgroup is active and dominant;
assistance - when two or more ethnic groups on an equal footing reach unity in matters in the intentions of the team (cooperation is the highest form of assistance);
counteraction - when one ethnic group of a multinational team interferes with the actions of another, blocks its efforts, creates obstacles in obtaining production or other results.
Interethnic influence can vary from hard-tyrannical to soft and over a long period can end in assimilation of the loss of ethno-group norms and interests in the team, or it can end in discrimination with the deprivation of ethnic groups of equal rights in labor relations.
Features and ways of developing interethnic interactions in an organization are largely determined by specific national attitudes - stable ideas of representatives of an ethnic group in a team about their own and other peoples.
A national (ethnic) stereotype is usually understood as a schematized image of one's own (auto-stereotype) or someone else's (hetero-stereotype) ethnic community, which reflects simplified knowledge about the psychological and other characteristics and behavior of representatives of a particular people.
In many cases, a national stereotype is a primitive judgment: a concept that is difficult to cognize is usually concretized through an accessible real image, and the essence of a national phenomenon is reduced to highlighting one or more simple features.
With the manifestation of ethnic stereotypes in the team of the organization, representatives of various ethnic groups tend to defend and exaggerate their positive value certainty in front of other communities. Groups choose and absolutize the characteristics corresponding to their positive social status, which looks higher than the status of other ethnic communities.
Superficial knowledge about another or one's own ethnic object gives rise to the phenomenon of ethnocentrism, and when a negative political and ideological content appears, the phenomenon of nationalism in the organization.
National stereotypes exist in the form of stereotypes of national behavior and stereotypes of perception.
With the help of stereotypes of national behavior (sustainable schematized models of behavior), situations are typified and the ethnic microgroup chooses a response to the control action in the organization. The leader's knowledge of the specific features of national behavior makes it possible to predict the actions and reactions of individuals and ethnic microgroups of the collective.
National stereotypes of perception are stable images that have developed among representatives of certain ethical communities and are manifested in the relationship of cognitive and emotional-evaluative components.
In itself, the process of national stereotyping is neither bad nor good; it performs an objectively necessary function, allowing you to quickly, simply and in many cases quite reliably differentiate and simplify both the social environment of an individual - a member of a multinational team, and a polyethnic object of managerial influence.
The leader of a multi-ethnic team needs to isolate the so-called national prejudices from the entire field of national stereotypes - inadequate attitudes and stereotypes that significantly distort reality, and debunk them.
With negative trends in interethnic interactions, the leader of a multinational team needs to plan large quantity meetings, meetings and events where representatives of ethnic groups can increase personal experience contacts, since direct interaction reduces the level of stereotypical assessments and judgments, including national prejudices.
When managing a multinational team, it is important to strengthen or rely on "positive" national attitudes and stereotypes of behavior and perception. It must be borne in mind that affects and emotions have a huge impact on the formation and change of stereotypes.
Positive affect can "remove" national prejudices, while dramatic or extremely bright events can influence "negative" stereotyping. One's idea of German tidiness and punctuality may be reconsidered if one encounters a German who is late for meetings and loses his plane ticket. This strongly contradicts the established ethnic stereotype, causes an affect and a sharp change in the stereotype.
A professional leader of a multi-ethnic team must have solid knowledge of:
national-psychological and other characteristics of representatives of various ethnic communities;
forms and methods of their behavior and actions in various standard situations of interethnic relations, communication and interaction;
traditions and stereotypes of the perception of people of certain peoples by representatives of other nationalities; the main turns and phraseological units of the language of the objects of interethnic communication; the originality of the functioning of national identity, which significantly affects the perception of managerial influences on the part of the administration;
needs, motives and value orientations in the ethnic groups of their team, as well as the ethnic specificity of their manifestation in communication;
the nature of the manifestation of the intellectual and cognitive components of national self-consciousness in individual and joint activities;
facts testifying to the existence of contradictions between the need-motivational components of the national psychology of ethnic groups in the team and the norms of business, political and interethnic interaction traditional for this region.
When making managerial decisions, the head of a multinational team must be aware of their own national heterostereotypes and autostereotypes, part with national prejudices and expand information about the “positive” national psychological characteristics of representatives to achieve the goals of the organization. different peoples our country and foreign countries.
There are two main types of problems in international human resource management. The first type is a more general set of problems regarding how to select, train and compensate managers who face unique demands when exposed to new and different cultures and when moving abroad. The second set of difficult problems in international human resource management stems from the fact that there are wide differences in the legal system, labor relations, etc., among different countries. As a result, multinational firms must, to some extent, tailor their human resource management policies to the unique needs of the country in which they operate.
A company with many branches abroad cannot boast of uniform rules in the field labor relations. For example, the minimum number of legal holidays can range from no day in the UK to five weeks a year in Luxembourg. Another example: if in Italy there are no formal requirements for the participation of employees in the management of a company, then in Denmark, in companies with more than 30 employees, representatives of the labor collective must be on the board of directors. The bottom line is that the functions of human resource management in multinational companies are extremely complicated by the need to adapt personnel policies and procedures to the differences between the countries in which each of the branches is located.
In the conditions of modern informatization, integration and globalization general principles leadership, organizations, motivations practically do not change in relation to representatives of different nationalities and peoples, however, due to cultural characteristics, the shades of management can and should change.
As part of this work, we will pay closer attention to the features of personnel management, the country of origin of which is China.
2 . Features of managing the ChineseAnddifficulties in dealing withWest
Zeng Shiqiang, the father of Chinese management, wrote that from the point of view of management science, management cannot be Chinese, American, European and Japanese, all countries apply the same management systems, for example, a strategy tool, production management, way of marketing and so on. In fact, there are cultural differences between countries, and the management philosophy of different countries differs significantly. From the point of view of management philosophy, probably no one could deny the presence of Chinese characteristics.
Western management first analyzes the problem, allocates jobs, then recruits the right staff. Chinese management is based on the principle: "Things depend on human relations." For example, the Chinese people do things together without labor distribution, workplace, work and show their characteristics and abilities, arrange things depending on human relations, create the initial structure of the organization.
At the beginning of the Chinese reform in China, there was a huge demand for new ideas and concepts, and Chinese managers first encountered Western management books and highly appreciated them. But today we are already familiar with Western management, and if its effect is positive, it will certainly be applied. However, in reality, Western management is used in theory, not in practice. The fact is that Western management depends on specific circumstances, because the personnel of a Western enterprise often changes workplace, and Chinese management is based on the person. The personnel of Chinese enterprises are people with their own culture, different from foreigners, and if Chinese enterprises were completely managed by Western management, then this method would certainly fail.
Consider a few management principles that have always been effective in managing people in China.
A) variability and flexibility. This is in line with national traditions and depends on uncertainty, internal and external changes. Hard mode of management, or barracks management, is not applicable to the rapid change of the situation. Through many failures, Western enterprises have generalized and created a flexible management that coincides with the Chinese approach to management: take into account the situation, changes in legislation to make a decision taking into account the conditions of the problem.
B) Man is the basis. Another characteristic feature of Chinese management is a high appreciation of a person. Chinese management advocates long term development enterprises, and the creation of profit is controlled by a person, since it is he who does business, that is, the result depends on a person. Everything is aimed at developing the potential of a person, this is connected with the interaction of employees in a group, a rational approach to resolving issues.
C) An enterprise culture with family characteristics. Another factor that seriously affects the culture of Chinese management is the "Family Idea". It strongly influences the worldview of the Chinese because people subconsciously have a sense of trust in family members. The family enterprise culture is like a single building, and the Chinese national tradition is its strong cultural foundation; it developed on the basis of traditional ancient culture and features of its various directions. Throughout its history, Chinese culture has accumulated knowledge and experience, as a result, it has become a real force and firmly rooted in the soul of every Chinese.
In many ways, the reasons for the difficulties in communicating between the Chinese and Europeans are connected with the history of the development of relations between the two worlds, with the peculiarities of the mentality:
1. Suspicion and fear of the powerful. It so happened historically that the role of Europeans in China often turned out to be negative. With regard to Russia and Russian companies, everything is much more complicated: the history of the development of relations between our countries, especially in the 20th century, is very contradictory - from fraternization to military clashes.
2. Rejection of arrogance on the part of foreigners. The manifestation of arrogance in any person causes alienation and a desire to defend themselves. Similarly, when communicating with the Chinese, one should avoid demonstrating imaginary or real superiority.
3. Collective thinking. The Chinese are born, live, work and die in a collective. This is largely due to the huge population and the conditions for the formation of the nation. Therefore, the life of each individual person is often made public by those around him: neighbors, colleagues, etc. As a result, it is not surprising that the Chinese put the interests of the group above their own.
4. Respect for leadership and authority. The Chinese are accustomed to obey and are unlikely to go against the director's decision. In addition, any attempt to compromise the authority of the leadership will provoke a defensive reaction.
5. Skeptical attitude towards legal protection. The most common problem in working with the Chinese is non-compliance with the terms of the signed contract. This is largely due to the fact that traditionally there was no notion that the individual was entitled to the protection of the law. As a rule, an intermediary has been used to resolve contentious issues in China in the past and at present.
3 . Multinational Staff Management by ExampleOOO" Eastern city"
LLC "Vostochny Gorod" is an organization that owns retail space located in Chelyabinsk at the intersection of Kirov and Br. Kashirin. LLC "Vostochny Gorod" provides retail space for rent, both to Russian citizens and foreign citizens (entrepreneurs from China, Ukraine, Kazakhstan, Georgia).
In addition, Vostochny Gorod LLC, which owns a large property complex, is forced to constantly carry out measures for the repair of equipment and premises, construction, installation, etc., since various breakdowns occur daily in the farm belonging to Vostochny Gorod LLC. To do this, the staff of Vostochny Gorod LLC has a construction team, the national composition of which is also different: it includes Russians, Tajiks, Kazakhs, Moldovans.
LLC "Vostochny Gorod" has in its structure a department of contracts, whose employees speak several languages. The functions of this department include the preparation of a package of documents on cooperation with private entrepreneurs and organizations, while the documents are drawn up both in Russian and in the entrepreneur’s native language (mainly Chinese), regardless of the specifics of his actual registration (on the territory of the Russian Federation or , but its limits). If for the head of an organization or an entrepreneur concluding a lease agreement with Vostochny Gorod LLC, Russian is not his native language, then at the conclusion of the agreement he receives two sets of documents: in Russian and in his native language (Chinese).
The need for such a document flow is due to the fact that the environment of Vostochny Gorod LLC (its business partners) is predominantly non-Russian-speaking, namely, speaking Chinese.
The need to maintain document management in two languages necessitated the presence of specialists in the staff who are fluent in foreign language(Chinese), since the main part of the document flow with foreign citizens falls on the share of the Chinese language. Document management specialists in Chinese in the amount of two people work at Vostochny Gorod LLC according to employment contracts. For them, Chinese is their mother tongue. In addition, document management specialists in Chinese often (due to belonging to the same nationality, common cultural and linguistic interests) provide consulting services on the procedure for entrepreneurs who are citizens of China.
Let's consider the organizational structure of Vostochny Gorod LLC.
Taking into account the specifics of the activities of LLC "Vostochny Gorod" and the fact that the composition of the staff has a pronounced multinational color, within the framework of this work, special attention will be paid to the management, organization and motivation of various categories of employees, taking into account their national characteristics.
Let's consider the features of management, organization, motivation by the personnel of LLC "Vostochny Gorod".
The presence of a clear organizational structure of management and staff structures of the enterprise and their annual adjustment; Availability job descriptions employees with the definition functional duties and labor rationing testifies to the administrative-administrative approach to management. Documents that make up the system of normative and methodological support for the personnel of LLC "Vostochny Gorod": internal labor regulations, collective labor agreement, staff regulations, division regulations, job description.
The most important organizational document in LLC "Vostochny Gorod" is a collective agreement, developed with the direct participation of divisions of the personnel management service (HR department, legal department). A collective agreement is an agreement entered into labor collective with the administration to regulate their relationship in the process of production and economic activities for a period of one to three years.
At Vostochny Gorod LLC, problems arise with the Chinese, who do not fully and clearly understand the essence of the collective agreement and do not always comply with the agreements written on paper. This is due to the mentality of this people, which, in general, is not inclined to adhere to "paper" agreements. The head of Vostochny Gorod LLC solved this problem during a personal conversation with this category of employees. The head of Vostochny Gorod LLC adheres to an authoritarian management style, which has a good effect on the entire team and effectively affects its performance.
This is expressed in the fact that:
orders to subordinates are given in the form of instructions without any explanation of their connection with the general goals and objectives of the organization;
the leader prefers the official nature of the relationship;
the leader maintains a distance between himself and his subordinates, which they do not have the right to violate;
there is an excessive centralization of powers;
obviously limiting contacts with subordinates;
Many noted the lack of self-criticism of the leader.
In Vostochny Gorod LLC, the cost of the fund wages make up 25%. The motivation model includes: material incentives (remuneration according to work, bonus systems); moral encouragement, which manifests the objective nature of the personal moral interests of an individual, recognition of its significance; social and natural encouragement; encouragement of social and official career; additional incentives for achievements in work; social.
material motives. Raise official salary: for volume increase; for the growth of qualifications; for combining positions, performing the scope of work with a smaller number of employees; for increasing sales.
Bonus for the introduction of new developments and new technology: for the manufacture of products for export; for improving the quality of products; according to the results of work for the year; for the introduction of self-financing and reducing the labor intensity of work, etc.
Moral incentives:
Corporate (holidays, events).
Social career motives:
The desire to be recognized in your team.
Steadily improving their knowledge after graduation from the university, college (trainings, seminars).
Expansion of the area of authority in decision-making.
Full realization of your creative potential.
Additional Incentives:
Incentives for participation, development and implementation of rationalization proposals and inventions.
One-time payments for contribution to the creation of profit of the enterprise.
One-time payments at the end of the year.
Social:
Free food at work.
Lending for free education.
Payment of transport costs.
Free use of sports facilities.
Professional development at the expense of the enterprise.
Financial guarantees for unemployment.
Discount on the purchase of goods.
Issuance of interest-free loans.
As we can see, Vostochny Gorod LLC implements an integrated approach to stimulation using various motivating factors. That this system effective, is evidenced by the fact that, according to the results of anonymous surveys, the employees of the enterprise are satisfied with the situation at the enterprise. An important evidence is the fact that the company has practically no concept of staff turnover. And this is natural, because in the presence of social, financial and other guarantees, employees do not have a desire to leave the organization.
Thus, we examined the features of leadership, organization and motivation by the team of LLC "Vostochny Gorod".
Thus, in this work, we performed the following tasks.
1. To study the theoretical foundations of managing multinational personnel. In multi-ethnic teams (industrial, professional, educational) of various organizations, national characteristics, traditions, norms of people's behavior are manifested, which through the emerging interethnic relations influence the results of the organization's activities. The leaders of such teams should show greater managerial tact, suppress negative manifestations of behavior associated with national prejudices.
In many ways, the reasons for the difficulties in communicating between the Chinese and Europeans are connected with the history of the development of relations between the two worlds, with the peculiarities of the mentality: suspicion and fear of the powerful, rejection of arrogance on the part of foreigners, collective thinking, respect for leadership and power, skepticism about legal protection.
4. ABOUTfeatures of managing multinational personnel on the example of LLC" Eastern city"
Vostochny Gorod LLC is an organization that owns retail space located in Chelyabinsk at the intersection of Kirov and Br. Kashirin. LLC "Vostochny Gorod" provides retail space for rent, both to Russian citizens and foreign citizens (entrepreneurs from China, Ukraine, Kazakhstan, Georgia). The need to maintain document flow in two languages necessitated the presence of specialists in the staff who are fluent in a foreign language (Chinese), since the main part of the document flow with foreign citizens falls on the Chinese language. Chinese document management specialists in the amount of two people work at Vostochny Gorod LLC in accordance with employment contracts. For them, Chinese is their mother tongue.
The presence of a clear organizational structure of management and staff structures of the enterprise and their annual adjustment; the presence of job descriptions for employees with the definition of functional duties and labor rationing indicates an administrative and administrative approach to management. At Vostochny Gorod LLC, problems arise with the Chinese, who do not fully and clearly understand the essence of the collective agreement and do not always comply with the agreements written on paper. This is due to the mentality of this people, which, in general, is not inclined to adhere to "paper" agreements. The head of Vostochny Gorod LLC solved this problem during a personal conversation with this category of employees.
The head of Vostochny Gorod LLC adheres to an authoritarian management style, which has a good effect on the entire team and effectively affects its performance.
The model of motivation for employees of OOO "Vostochny Gorod" includes: material incentives (remuneration for work, bonus systems); moral encouragement, which manifests the objective nature of the personal moral interests of an individual, recognition of its significance; social and natural encouragement; encouragement of social and official career; additional incentives for achievements in work; social. management multinational staff interethnic
These tasks were completed to achieve the goal - analysis of the practice of managing multinational personnel (on the example of LLC "Vostochny Gorod").
Bibliography
1. Ashirov D.A. Personnel management: textbook. manual for universities in the specialty "Personnel Management" / D.A. Ashirov. - M.: Prospekt, 2010. - 432 p.
2. Bazarov T.Yu. Personnel management: Textbook for students. avg. prof. textbook institutions / T.Yu. Bazarov. - 2nd ed., erased. - M.: Academy, 2008. - 224 p.
3. Vasiliev I.A. Motivation and control over action / I.A. Vasiliev, M.Sh. Magomed-Eminov. - M.: Publishing House of Moscow. un-ta, 2010. - 144 p.
4. Vesnin V.R. Personnel management: Proc. allowance for students Wednesdays. -specialist. textbook institutions (colleges) / V.R. Vesnin. - M.: Elit-2000, 2008. - 304 p.
5. Vikhansky O.S. Management: [textbook for universities in economic areas and specialties] / O.S. Vikhansky, A.I. Naumov. - 4th ed., revised. and additional - M.: Economist, 2009. - 670 p.
6. Zhuravlev P.V. Personnel management: textbook. allowance for students economy. specialist. / P.V. Zhuravlev; Ros. economy acad. them. G.V. Plekhanov. - M.: Exam, 2009. - 447 p.
7. Kafidov V.V. Personnel Management: tutorial in the specialty "Management of the organization" / V.V. Kafidov; Ros. state social un-t, Fak. social management. - 3rd ed. - M.: Triksta: Academic Project, 2008. - 144 p.
8. Kafidov V.V. Personnel management: Proc. allowance for universities. - 2nd ed. - M.: Academ. Project, 2008. - 144 p.
9. Krotova N.V. Personnel management / N.V. Krotova, E.V. Klepper. - M.: Finance and statistics, 2010. - 320 p.
10. Lukicheva L.I. Personnel Management: Course of lectures; Prakt. the task; Proc. manual for universities / Ed. Yu.P. Aniskin. - M.: Omega-L., 2008. - 264 p.
11. Makarova I.K. Personnel management: Textbook for universities. - M.: Jurisprudence, 2009. - 304 p.
12. Maksyutov A.A. Economic analysis: textbook for university students / A.A. Maksyutov. - M.: UNITI-DANA: Unity, 2008. - 543 p.
13. Maluev P.A. Personnel management / P.A. Maluev, Yu.E. Melikhov. - M.: Alfa-Press, 2008. - 184 p.
14. Marenkov N.L. Personnel management of organizations: Proc. allowance for universities / N.L. Marenkov, N.N. Kosarenko. - M.: Academ. Project, 2009. - 464 p.
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COURSE WORK
in the discipline "Management"
"Management of Multinational Enterprises"
Introduction
1. Types and types of organizational cultures
2. Conflicts and ways to resolve them in multinational organizations
Conclusion
The development of the economy, as well as the processes caused by globalization, are leading to a rapid increase in the number of transnational companies and multinational enterprises operating throughout the world. Usually they operate in more than one state, and the parent enterprise is located, as a rule, in one of the leading, developed countries, and auxiliary ones are created in countries with a lower level of development that have cheap labor.
Knowledge of the characteristics of various types of organizational cultures will improve the efficiency of enterprises of this type. Managing a multinational enterprise requires leaders and managers of different levels of relevant knowledge and skills to reasonably form a high level organizational culture, aimed at developing the spirit of enterprises (firms, companies) and effective business communications for the benefit of all stakeholders and, thereby, the growth of the well-being of peoples.
The purpose of this work is to consider various issues of management of multinational enterprises. Based on the goal, the work sets the task to consider various types of corporate cultures, highlight the basic principles of management at multinational enterprises and consider ways to overcome conflicts that arise during their work.
Each structural entity (enterprise, organization, firm, etc.), as you know, has its own specific culture, even if it is expressed solely through mutual distrust. At the same time, the culture of enterprises cannot be understood as a monolithic block. In reality, in every large organization there is a whole set of rules of the game, norms, principles, assumptions and fantasies about ourselves and others, about more or less hidden routines and carefully cultivated rituals of differentiation, according to which individual groups determine their behavior. At the same time, the carriers of the structures of these groups are individuals expressing similar interests.
Subcultures, therefore, repeat the structure of the enterprise itself, i.e. services, departments, administration of the enterprise will have different subcultures.
At the same time, it should be noted that in the presence of an appropriate learning potential, new norms and patterns of behavior develop that were not previously introduced into the organization by anyone, a new, strong culture arises.
Strong cultures, if they are immediately recognizable, as the German scientist R. Rüttinger notes, are indisputable, open, alive - what people live by. Their classification can be represented by the following table (see Table 1).
Table 1.
Classification of the culture of foreign countries and their characteristics
Let us consider in more detail this classification of cultures and their characteristic features.
Indisputable cultures can be recognized by the fact that the enterprise has adopted a certain large number of core values that are understood, approved and nurtured by all members of the organization. As a rule, two tendencies are constantly distinguished in the content of these basic values: pride and style. This means that in many cases the core values represent a blueprint for what one wishes to envision and achieve on the one hand, in external environment, i.e., for example, in the market, in society. On the other hand, these core values go a long way towards the question of what kind of relationships are desirable within an organization.
An undeniable culture is a decisive motivational tool:
through pride in one's own enterprise;
· through the feeling that, based on the style of communication practiced, you are at a high level. At the same time, we can say that the productive aspect is expressed, despite all the failures, failures and complaints, as follows:
a) a permanently pursued goal;
b) the desire to be the first;
c) to be dominant in the market or simply the best in a certain area (sphere), a certain market niche, etc.;
d) the desire to expand and maintain these positions.
It is known that, along with others, all this can depend on ordinary trifles. For example, in the Deisler-Benz training workshop, as R. Rüttinger notes, there should be a “best or no” poster. Quality and service are integral core values. And as a result - the obsession at the enterprise with quality and service. At the same time, this meets the basic human needs, namely the desire to stand out in a group, to be in one's place in one's own understanding and environment. After all, indeed, according to R. Rüttinger, for the self-consciousness of the individual there is a huge difference whether he says about himself: “I assemble a car”, or “I work for a Daimler”, etc.
It should be noted that an undeniable culture makes it necessary to constantly activate and clarify the idea that you, although you occupy a position at the top, must be defended from day to day, i.e. on the agenda are constant comparisons with a competitor, even the cultivation of an external image of the enemy is possible.
In addition, the undisputed cultures of enterprises are characterized by the following features:
· they develop strong own dynamics;
they instill immunity in the subjects of culture;
they represent an essential support for the development of self-understanding;
· they, preaching their basic ideas about the relationship to each other, accept them as indisputable.
Undisputed crops are weak crops, according to the above classification, and can be recognized based on the following symptoms:
1. There are no clear values about how you can achieve success in a certain industry, a certain situation or in a certain business. (Helplessness pervades, salvation is sought in setting short-term production goals, long-term goals are absent, and figuring out a comprehensive enterprise philosophy is seen as a luxury.)
2. In general, there are ideas about values and beliefs, but there is no agreement about what is right, important, effective at the moment. (Contradictions appear that can result in open wars between managers and their deputies, a hidden struggle between "strong individuals in enterprises").
3. Separate parts of the organization are not able to come to an agreement among themselves, because mainly different points of view are presented and there is no whole picture. (Meaning the traditional frontal positions that can act between headquarters and functional services, marketing and production, etc.).
4. Leading figures appear and act rather demotivatingly and do nothing to promote the development of a common understanding of what is important and what is not. (This may mean that management personnel make unconsciously contradictory decisions, and act differently in identical situations. In case of success, exceeding the employee's authority is rewarded as entrepreneurialism; in case of failure, it is punished. In addition, employees are unconsciously misled and in a state of uncertainty , there are production legends, "heroes", who are distinguished by cruelty, arrogance and cunning).
Open cultures refer to strong cultures that are themselves open from within as well as from without. To understand the essence of this definition, it is necessary to refer to the following practical example.
The lack of openness from within means that in one group, for example, there is an unspoken rule that when meetings are held, unity must always be maintained, and differences of opinion (if any) must be taken out of the meeting. A naive observer presents a harmonious picture. Everyone quickly comes to terms and the band obviously has a strong culture. However, in reality, there is no readiness for conflicts (functional in the first place, not dysfunctional), discussion of opposing points of view, etc. - all these are not hallmarks of a strong, open culture, but signs of a weak, i.e. in fact, the culture is in this case closed. In this case, there is a false confidence of the team in the correctness of the company's actions. Therefore, this failure of formal communication should be corrected based on the following:
a) conducting regular surveys of the opinions of employees on such complexes as the internal climate at the enterprise, management style and working conditions;
b) entering into an open dialogue with each other (both in a formal - at the enterprise, and in an informal - outside the enterprise setting), through seminars, etc. events. All these contacts aimed at the exchange of views on cooperation contribute to the improvement of the culture and activities of the enterprise.
In addition, it should be noted that publicity from within is insufficient. Strong cultures are also sensitive to external influences; open to the market and society. Consider the essence of this thesis also on an example.
Enterprises with a strong and self-aware culture are in such danger that over time they develop a certain complacency and deafness to criticism from outside, which customers also feel, as a result of which it becomes essentially closed in relation to the external environment, because. does not regulate the changes occurring in it. In enterprises, such a phenomenon as “entropy of the organization” begins to appear, i.e. a clear tendency to believe in permanent own success. The entropy of the organization often also means that the enterprise, from the point of view of its self-awareness, repels everything that happens from the outside, when it does not have a figurative connection from the outside (it is simply ignored), as a result, the most important basis for orientation in life and the ability to survive disappear.
An open culture also means openness to society.
Living or accustomed cultures are those cultures in which the proposed innovations in the activities of enterprises, relating to their philosophy, values, rules of conduct, etc., are perceived by employees and managers and put into practice, contribute to the prosperity of the company. In cases where ideas about values and beliefs have not entered life and are only a simple recognition in words, there is the presence of inanimate elements and inanimate culture as a whole.
In the USA, in this regard, for example, developed learning programs within firms, pursuing a single goal: to harmonize values and behaviors down to the last detail.
For the purpose of a deep understanding of the features of management in firms of the East and West, one should turn to such representatives of the most developed countries as Japan and the United States, which have pronounced specific differences in the formation of economic culture (see Table 2).
table 2
Comparative characteristics of the strategies of firms in Japan and the United States, taking into account the factor of economic culture
| Np/n | USA | Japan |
| 1. | Certainty in a wide area | 1. Instructions on the direction of action with wide freedom of interpretation on the part of employees |
| 2. | Dynamic development of capital and effective use resources | 2. Broad and long-term resource saving program |
| 3. | Emphasis on financial resources; production policy is designed for the short term | 3. Emphasis on human resources; long-term programs are the basis for ensuring the stability of the company |
| 4. | Each department is solely responsible for the risk | 4. Risk reduction is carried out by deploying extensive intra-company ties |
| 5. | The production strategy uses the opportunities of competition | 5. Production strategy exploits the power of competition |
Let us consider in more detail the characteristics of firms' strategies presented in Table 4 and their distinctive features.
1. Top management in the US is doing its own analysis of the economic environment. In contrast, in Japan, top management only determines general direction such an analysis and provides this information to the grass-roots level for analysis.
2. Japanese companies, unlike American ones, rarely seek to expand by buying other companies belonging to growing business sectors, or by getting rid of branches that are not dynamic enough.
3. Since Japanese companies are primarily thinking about internal sources development, they pay attention to the process economic growth more attention than American. And, despite the fact that the average growth rate may be lower due to the preservation of sluggishly developing finances, morale in this situation will be high, and this, according to the leaders of Japanese firms, will lead to positive results.
4. In Japan, the focus is on increasing sales. Managers, in particular, are concerned with activating human resources even more than about movement Money. Diversification is made possible by temporarily ignoring short-term goals, even when the company seems to be acting illogically.
American companies, unlike the former, invest more in research and product improvement.
5. Japanese companies pay special attention to manufacturing process, and strategies aimed at improving manufacturing operations are given greater preference.
6. At the same time, in both countries, companies in the course of their growth use more and more risk-based (venture-type) production strategies.
We have looked at different types of corporate cultures. Let us now consider the features of relationships within the framework of multinational enterprises.
This issue is supposed to be considered from the standpoint of the functioning of Japanese and American companies, as the most prominent representatives of opposite organizational cultures.
Research in this direction indicates the following. According to the basic postulate that cultural traditions determine the type of group relationships, there are two types of them:
1. Horizontal relationships.
They are a collection of individuals who have common features (for example, some categories of artists, teachers, engineers) and form a group in the work on a horizontal principle. In this case, it is quite obvious to everyone outside the group whether this or that person is a member of the group or not.
2. Vertical relationships.
They, unlike the first group, on the contrary, are a collection of individuals, consisting of members with different characteristics, and requiring a certain type of social connection. This relationship is based on vertical relationships (examples are relationships between parents and children, workers in a higher or lower position).
These relationships are based on the hypothesis of systems of basic principles of three cultures: the Indian, Chinese and American worlds. At the same time, the Chinese world, which is based on this or that situation, contrasts with the Indian one, which is turned to something supernatural, and the American one, in the center of which there is an individual.
Let us now consider in more detail the essence of the relationship in economic systems some countries, taking into account the above features.
Chinese society is represented by certain basic, closely related groups of people (family, clan, etc.), within which people are predisposed to mutual dependence. This means that the individual is dependent on the others to the same extent that the others are dependent on him. Everyone is aware of the duty to repay his benefactor. Thus, occupying a certain and unchanging position in his own little world, a person tries to comprehend the outside world in his usual style. (He makes a distinction between what belongs in his group and what is external to it. But if the situation changes, then other criteria of value arise.) From this follows the following conclusion. The nature of the secondary groups to which the members of any society belong or form, and their behavior as members of these groups, are strongly influenced (if not directly determined) by the relations that exist in the kinship group in which they are brought up.
For example, a sense of mutual support encourages the Chinese to seek opportunities to express their ties to the lineage, and he is constantly concerned with upholding the dignity of his fellows. At the same time, the individualism of the American pushes him to open his own business and to erect a psychological barrier around himself that allows him to demonstrate self-confidence to others.
As for, for example, Japanese culture, in general, it is a modification of Chinese culture with small elements of Hindu influence. Therefore, in it directly consanguinity (unlike Chinese culture) has lost its dominant role in the regulation of interpersonal relations. Instead, Japanese public life is dominated by relationships that are externally similar to them.
However, despite some similarity between Japanese and Chinese cultures in their relationship, the first (Japanese) today has a sembic character of kindred (like the Chinese) conciliatory (like the Americans). Therefore, it can be called as a partly contractual and partly consanguineous relationship culture.
At the same time, taking into account the hierarchical subordination that takes place in the Japanese system is decisive in the relationship. This is due to the fact that the ideal canonized by Japanese culture is interdependence, and not individualism - as in the Americans. Therefore, in particular, the bottom does not have an unrelated, as a rule, type of organization of clubs and other public organizations.
As a result, for example, the Japanese consider the observance of the laws a tribute of gratitude, because. duties inherited from their common ancestors.
In contrast, every new piece of legislation (from traffic rules to income taxes) can be seen by an American as an interference in his affairs and an encroachment on his freedom to conduct these affairs.
And finally, in contrast to the American organizational culture, Japanese firms are characterized by:
The system of lifetime employment;
the principle of non-specialization in career advancement;
Collective decision-making and collective responsibility.
In other words, tasks are performed by teams, not individuals and responsibility accordingly falls on the group as a whole (department, service). The detailed work schedules so typical of American corporations are not used by Japanese firms. The main slogan in Japanese firms: "Loyalty to the group, harmony and cooperation within the team."
In foreign practice of personnel management, as well as in Russian organizations the same set of methods is used, including: analysis of the organization of labor and workplaces, certification of employees, effective wage systems, etc. At the same time, the use of these techniques and methods of personnel management at enterprises (in organizations) of different countries has specific differences related with the distinctive features of the economic culture of these countries in general and the culture of organizing internal communications, adopted and established in the relevant structural formations in particular.
Based on the foregoing, it follows that the leader must have such qualities as the power of persuasion, the ability to work in multinational groups and, especially, to constant learning.
In addition, it should be noted that cultural necessity should not necessarily cause difficulties in mutual communication. On the contrary, the readiness and ability for active cooperation, mutual enrichment through the study of cultures can facilitate the search for innovative solutions due to the synergistic effect. At the same time, in order to improve the efficiency of the communication system in multinational corporations, it is necessary to carry out targeted training of specialists and leadership in terms of intercultural orientation in the field of "know-how" and communication competence. And the main emphasis here should be placed on specific actions, the study of norms of behavior determined by cultural identity.
At the same time, the training of specialists and management staff should be carried out with the expectation of their use in the international market in multicultural groups. In this regard, trained personnel should be able to:
· realistically assess situations that arise as a result of cultural contacts;
be able to adequately respond to emerging difficulties in these situations.
As an example, consider the management of subsidiaries of large Japanese international companies. It is guided by the following principles:
The first and fundamental principle is job security. This means that the main task of the presidents of companies and heads of firms in Japanese overseas subsidiaries should be job security. Although it is obvious that there can be no complete security, however, the policy characteristic of the entire Japanese management is aimed specifically at solving this problem, which fully applies to foreign subsidiaries of Japanese companies.
The second principle is the constant presence of management in production.
The third principle is publicity and values (culture) of the corporation.
The fourth principle is information-based management.
This means that, along with the emphasis in management on human relations, important importance in the management of the company is given to the collection of data, analysis and their systematic use to improve production efficiency and product quality.
The fifth principle is quality-oriented management.
This means that the peculiarity in the management of Japanese subsidiaries is the paramount importance of quality control, (and productivity (ie, production efficiency) is of secondary importance, unlike in the West).
The sixth principle is the maintenance of cleanliness and order.
In this chapter, we examined the different types of corporate cultures and based on them the basic principles of managing multinational enterprises. The next chapter will look at how to deal with conflicts in the management of multinational enterprises.
American researchers argue that a multinational organization is fertile ground for disagreements, misunderstandings and conflicts between managers and employees, which are based on cultural differences. As in any relationship between managers and employees, conflict is inherent in multinational teams from the very beginning. Under normal conditions, these may be disagreements in matters of pay, nomination for awards, conditions for overtime work, etc. However, interethnic interaction between managers and employees is further complicated by differences in communication styles and cultures.
Wilmot and Hawker provide one of the most accurate definitions of conflict. According to them, conflict is a clash of origins. Two different mentalities, coming face to face, cannot understand each other's positions. Differences in cultures no doubt complicate the conflict. Ting-Toomey and Ostzel believe that the beginning of intercultural conflict is often the difference in the expectations of the conflicting parties in relation to each other. Conflict acquires a certain specificity when it occurs within an organization. Tubbe and Moos offer the following definition: "Organizations are a collection or system of individuals, distributed along a hierarchical ladder and division of labor, who jointly strive for a goal."
One can imagine a large enterprise with hundreds and even thousands of employees. Each of them has its own face and individual behavior, all are somewhat different from each other. If the management fails to create a favorable atmosphere in the team, does not establish harmony in relations, the enterprise will inevitably begin to decline. In multinational teams, conflicts between managers and employees become one of the most important problems.
Ting-Toomey and Ostzel believe that the conflict between the manager and the employee is unique in its kind, since the parties occupy different positions, while possessing unequal power and status. Power makes it possible to exert pressure and, moreover, to control the behavior of subordinates, using the entire set of administrative resources for this. The manager, having a prescribed status and maintaining it, relies on such effective opportunities as salary increases, promotion and promotion. In this regard, managers often use pressure as a method of smoothing the conflict with the employee. At the same time, Dr. Konrad (1991, p. 214) believes that pressure from the leader characterizes him as a person who is aware of his lack of experience and qualifications. Such a leader willingly resorts to using the advantages of his position or to a forceful approach in a conflict situation with subordinates.
Ting-Toomey and Ostzel argue that such methods are characteristic of conflict situations caused by a clash of cultural priorities. In some cases, the manager is most concerned about his image, corresponding to the status and position, while the employee, doing work even in a conflict situation, takes care not only about himself, but also about the enterprise as a whole.
The manager's excessive concern for his image often manifests itself - in the form of pressure on subordinates - not only in conflict situations, but also in everyday cooperation. Taking care of themselves, trying to avoid conflict, employees, in turn, do everything possible to adapt to the prevailing conditions, thereby maintaining an established tradition and allowing the leader to take a favorable position for themselves and their image. Analyzing this kind of relationship, Ting-Toomey and Ostzel note that “the studies were carried out only in cultures with a large amount of distancing. In cultures (or organizations) of low distancing, there is usually no particular distinction or hierarchical distance between leader and subordinate.
The “large-small” scale of distancing is one of the distinguishing categories that allows one to qualify the stable differences of national cultures. The small amount of distancing, according to Hofsteed, is determined (in a broad sense) by the desire of a person to stand out due to personal abilities and experience, democratic decision-making, equal rights, deserved rewards and punishments as a result of specific actions. A large amount of distancing is determined (in the same broad sense) by the desire of a person to single out his abilities and experience as corresponding to a given status; dictatorial way of making decisions, asymmetric relations between people, rewards and punishments based on age, rank, status, rank, origin.
It is not difficult to imagine what might happen if a leader with a large amount of distancing happens to govern in a society with a small amount of distance. He will immediately feel discomfort, perceiving the behavior of employees as insufficiently respectful towards themselves, and they, in turn, do not even realize the nature of the misunderstanding that has arisen - due to differences in thinking and stereotypes. In cultures with a large distancing value, the hierarchical system is quite strong and well-established, while in cultures with a small distancing value, it may be absent altogether. According to Ting-Toomey and Ostzel, five main prerequisites can take place at the center of any intercultural conflict within the same organization: cultural differences, assimilation against the preservation of ethnic equality, imbalance of power and competition of conflicting parties in the struggle to achieve their goals, struggle for administrative resources .
The simplest example is when a manager asks a subordinate from an ethnic minority to work overtime. There is no doubt that the subordinate will definitely decide that the choice fell on him on ethnic grounds, and, offended, he will agree, only avoiding complications.
In multinational teams, managers and employees resort to various methods to resolve conflict situations. Four main approaches to conflict are commonly considered: dispassionate, status-based, charitable, and collectivist. The first is based on the individualistic orientation of a small amount of distancing. The second is based on the individualistic orientation of a large amount of distancing. The third is based on the collectivist orientation of a large amount of distancing. The fourth is based on the collectivist orientation of a small force of distancing. Each of these approaches was formed in certain cultures and is typical for them.
According to Ting-Tumi and Ostzel, individualism means (in a broad sense) the desire of a person to highlight his personal individuality in a group and personal rights in relation to group duties. Historically, this pattern is typical of much of northern and western Europe and North America. Collectivism (in a broad sense) is a preference for group individuality in relation to personal and intra-group orientation in relation to the aspirations of the individual. This pattern is common in Asia, the Middle East, Central and South America, and the Pacific Islands.
Leaders who profess an impartial approach want to be independent, but at the same time put themselves on the same level with others. These individuals see themselves as unique (in their personalities) but still similar to other members of the organization in terms of status. An unbiased approach to governance is common in Australia, Canada, the Nordic countries, the US and the UK. Individualistically oriented leaders representing low-distancing cultures are distinguished by a democratic style of communication with subordinates based on work experience and management. Their relations with others do not depend on the status, title or official position of the latter.
In a conflict, such leaders do not deviate from impartiality and adhere to a clear line in resolving a controversial issue. In the event of an interpersonal conflict flaring up in the relationship between the leader and the subordinate, the first goes for it directly and openly. As for the subordinate, he also clearly formulates his claims or interests. If service relations create any problems for a subordinate, he does not hesitate to bring them to the attention of the head. Trying to achieve a positive result, both rely on the principle of impartiality. The effectiveness of this approach depends on the ability of the leader to choose the right strategy, to act honestly and openly.
The status-based approach is based on the desire to achieve a certain status in conditions where each individual, depending on the abilities and efforts expended, has the opportunity to rise to a certain hierarchical level. This approach reflects the individualistic orientation in managerial communication of a large amount of distancing. Leaders of this category consider themselves independent of the environment, standing significantly above their subordinates, value their own freedom and well-deserved inequality. The countries where this is most common are France, Italy and, to a lesser extent, the US and the UK.
Brizlin notes that such a leader pays excessive attention to various hints, tips and advice from the outside. At the same time, he is far from the same in the style of communication with subordinates and employees equal to him in status. If a conflict arises between a leader and a subordinate, then reconciliation in this case depends solely on the subordinate, who in any circumstances is forced to make concessions.
A charitable approach involves the leader feeling a strong interdependence with subordinates, but at the same time understanding their unequal position in comparison with him. Such leaders are aware of their connection with the rest of the team members, but they understand themselves as a separate link in the upper part of the hierarchical chain. A charitable approach is typical for the countries of Central and Latin America (Mexico, Venezuela, Brazil, Chile), for most of the peoples of Asia (India, Japan, China, South Korea), for the Arab peoples (Egypt, Saudi Arabia, Jordan) and for most of Africa (Nigeria, Zambia, Chad, etc.).
The charitable approach includes mentoring the leader, educational motives in his communication with subordinates, caring for interpersonal relationships within the team. Employees who want to work with a leader of this orientation want to be treated like family members. Hofsteed argues that "when dealing with minor conflict, such a leader smoothes the situation, starting from interpersonal relationships, and tries to restore harmony in the team." Over time, leaders of this kind and their subordinates develop the ability to pick up each other's non-verbal, paralinguistic signals, which are necessary for accurate understanding of verbal messages. Subordinates know that their leader treats members of his team better than other people. They see their manager as a “protector” and “mentor” who will help them grow their careers, expect clear instructions from him about work, and try not to bother him by avoiding unnecessary contacts. They recognize his authority, his influence, prescribed by status, appreciate the established connections and competence in resolving any issues.
The same charitable approach in the cultures of Latin America and Asia - in conditions of limited communication - differs significantly in style. The Chinese, for example, are characterized by restraint and self-discipline in the workplace. Brazilians, on the contrary, believe that tactile communication and the expression of emotions contribute to strengthening bonds. The charitable approach covers a wide range of styles of interaction, which can cause unintentional clashes and disagreements in the team.
Managers using the least common collectivist approach see themselves as dependent and on an equal footing with their subordinates. The connection of such leaders with other members of the team is so strong that the boundaries of subordination are blurred. As far as we know, there is only one country whose culture is characterized by a collectivist approach, and that is Costa Rica. However, some researchers identify two more groups that are characterized by a collectivist approach: Israeli kibbutzim and organizations based on the principles of feminism. In the event of a conflict, the leaders of this orientation identify common goals in the situation and use power to resolve it. Ting-Tumi and Ostzel note that those leaders and employees who openly express their requirements and jointly make mutually acceptable decisions are considered equal. In the event of a conflict flaring up, the parties discuss controversial issues face to face.
Regardless of traditional approaches, managers and employees must adhere to certain principles that contribute to the resolution of contentious issues within organizations, especially multinational ones. Despite belonging to a particular culture, leaders always have more power than employees. However, Ting-Toomey and Ostzel believe that the meaning of culture is just as important as positional power. The importance of culture is especially relevant where an organization or society supports or suppresses cultural differences.
A manager who is sensitive to a person belonging to a different culture can serve as a bridge in the organization between employees. It prepares them for life in a team, for subordination to constructive authority, and at the same time protects them from dangers in the process of getting used to a multinational team. In addition, and most importantly, such a leader is a link between the ethnic majority and minorities. According to Ting-Toomey and Ostzel (2001, p. 206), he is able to model the behavior of subordinates based on cultural differences and channel these differences for good. Ting-Toomey and Ostzel believe that "involving people of different cultures in all aspects of an organization's activities is an important step towards their progress towards success."
Employees, for their part, must recognize the authority and authority of the leader. An experienced employee will never enter into an open confrontation with a leader, knowing that this will discredit the latter. In the event of a conflict, the subordinate should take the first step towards a constructive dialogue. Leaders and employees, following common interests, can actively cooperate, realizing that each member of a multinational team - regardless of ethnicity, race or culture - needs understanding and respect.
However, conflicts based on cultural differences are possible not only in multinational teams, but also between foreign subdivisions of transnational companies and joint ventures.
Ting-Toomey and Ostzel give the following example. A model for such a conflict might look like this: The board of directors of the American pharmaceutical company Thorndike (the given names, names and surnames of the actors are fictitious) decides to temporarily stop investments in the modernization of one of its structural divisions, Shalimar, located in India, in the state of Punjab. The political situation in this state - according to executive directors - tends to worsen, which creates unjustified financial risks. The representative of the Indian side, Dr. Dara Rau, who received this message, reacts to it in the most unexpected way, telling his Indian business partners, officials and members of the press that Thorndike plans to completely wind down its activities in India.
Harrington Stewart, who has just taken over as head of the Aspirin division, is assigned to fly to India and negotiate with Dr. Rau to clarify the situation and reach a mutually acceptable solution. Meeting with Dr. Rau, Stuart tries to convince him that the restrictions adopted by Thorndike are only temporary. Since Shalimar has established itself well in the Indian market, Stewart suggests that Dr. Rau continue to develop in this direction until better times. However, Dr. Rau, with a sense of outraged dignity, continues to inquire about what led the Thorndike company to come to the decision to wind down its activities in India. Stewart, in turn, tries to convince Dr. Rau that at the level that Shalimar has reached, it can operate quite successfully on its own. Negotiations continue, but do not achieve success, because the parties cannot understand each other.
The reason for the misunderstanding is, first of all, the differences in cultures to which Harrington Stewart and Dr. Dara Rau belong. If we analyze these differences using the high-low contexting scale, it turns out that Stewart, who represents the culture of low contexting, formulates his thoughts accurately, choosing his words carefully, trying to express all the necessary information through a verbal code. For Dr. Rau, a member of a high-contexting culture, words are less important than the context in which, according to him, the true essence of the information is encrypted.
Dr. Rau takes Stewart's words only as an opportunity for him, Dr. Rau, to independently decipher the bad news and accept it without losing face. In addition, Harrington Stewart represents a culture for which a constructive solution is the best way to resolve conflict. Dr. Rau believes that the discussion of the issue (in order to avoid conflict) is necessary, first of all, to maintain harmony in relations - between him and Stewart on a personal level, "Thorndike" and "Shalimar" - in business.
Not only that, Harrington Stewart and Dr. Rau, as leaders, diverge on a large-to-small scale of distancing. In detail, Dr. Rau, who represents a culture of great distancing, could not understand, for example, why a visiting manager should be given not a simple hotel room, but an expensive apartment. According to Dr. Rau, Start is still too young for such veneration. Stewart, communicating with Dr. Rau within the framework of his usual small amount of distancing, behaved with him as an equal, not realizing that his status as an ordinary American manager and the status of Dr. , finally, the older one - according to Indian concepts, they are incommensurable.
Considering all this, it is not difficult to conclude that the negotiations between Harrington Stewart and Dr. Rau could go on for as long as desired, creating new complications and not bringing any result. The best way to overcome the uncertainties and misunderstandings that have arisen would be to involve in the negotiations - with the consent of both parties - an intermediary-mediator who would be able to use as a tool the three categorical dimensions of intercultural conflict:
1. The amount of awareness (an informed mediator develops for himself a clear idea of the conflict situation, considering it from the standpoint of representatives of both parties involved in the conflict.
2. The amount of sensitivity (sensitivity, in this case, means the ability to accept the internal considerations and emotions of one side and at the same time be in tune with the beliefs and emotions of the other.
3. The value of creative art in conflict, which includes the ability to observe, listen and perceive, the ability to discuss problems face to face, the ability to calculate effective moves, conduct a constructive dialogue, etc.
Finally, the mediator could use - with the involvement of both parties - such a powerful tool as reflection on the content of the problem. David Levine, a mediator, defines it as follows: reflection is an informative agreement that is bound to be pivotal. Comparison of the concepts of "informative" and "pivot" contributes to the awareness of the parties of responsibility for the decisions made. According to Domenici and Littlejohn (2001, p. 33) “thinking usually delays the process of negotiation – due to the intervention of a third party who controls it at someone’s request – which makes the negotiators accountable for every step they take towards resolving the conflict. » .
Separately, it should be said about the role and advantages of involving a mediator in the negotiation process. The mediator usually plays the role of an assistant who guides the efforts of the negotiators in the right direction and openly explores their interests and rights. Unlike a judge who makes a decision for the parties to the conflict, the mediator, remaining impartial, tries to avoid prejudices and influence the process in such a way that the result of the negotiations is a mutually acceptable decision of the parties. The mediator does not replace either the judge or the lawyer. One of the important aspects of mediation is the initial focus on preserving the face of the negotiators and those on whose behalf they participate in the negotiations. The concept of "person" in such cases should be interpreted as an image (of a person, a team, a state) perceived by society. "Saving face" contributes to the continuation of partnerships and joint fruitful activities of the once conflicting parties.
Among the main methods of mediation, researchers distinguish persuasion (organization of meetings at the right time and in the right place), achievement of lasting results (mediation contributes to the adoption of reasonable decisions), efficiency (high rate of fidelity to the resolution adopted, the usefulness of communication realized by the parties as the basis for a successful negotiation process), prevention (Attentive attention to the causes of the emerging conflict contributes to its neutralization before it becomes uncontrollable).
Based on the work carried out, the following conclusions can be drawn:
Organizational cultures are divided into strong (undisputed, open and alive) and weak. There are also Japanese, Chinese and American types of corporate culture. Within each of them, horizontal and vertical types of relationships in the enterprise are considered.
To manage a multinational staff, it is necessary to have social and managerial competence.
Cultural socio-managerial competence implies a certain flexibility, which is expressed in the following:
in the acceptance of other or differently expressed cultures;
in understanding their own cultural interdependencies;
· in openness and tolerance in the process of cultural communication;
Ready to analyze and solve problems in unusual, difficult to interpret situations;
· in the ability to assess to what extent it is possible (and whether it is possible at all) to transfer this type of "know-how" in the field of personnel management from one cultural environment to another.
The process of globalization, the growing influence of which (despite the positive or negative attitude towards it) is somehow felt by every inhabitant of our planet, causes and will cause conflicts generated (directly or indirectly) by cultural differences. The resolution of such conflicts (economic, political, national) is possible only through the negotiation process, the participants of which should try to see each other through their ethnocentric lenses, understand, and therefore accept and overcome existing differences in order to find a way to agreement.
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Globalization affecting all continents and countries, which resulted in a rapid increase in the number of transnational corporations, has revealed an interesting organizational phenomenon - multinational teams, where representatives of dozens of close or completely different cultures work. What are the advantages of managing such teams and what do their leaders have to face?
COMPANIES WITH ACCENT
Today, there are many companies all over the world whose business activity goes far beyond national borders. Collectives, where representatives of dozens of countries from all over the world work, are not uncommon in Russia today. Among the companies that employ people of different cultures, languages, religions, values, traditions, views and norms are 3M, Ernst & Young, Coca-Cola, Cisco, TNK-BP, M-Video, Patterson, Mosmart , PricewaterhouseCoopers, Nestle, Pepsi Cola, Mars, Philip Morris and many other famous and lesser known companies in the world.
For example, in the Russian division of the consulting company KPMG, a significant number of employees are foreigners from more than 20 countries. The Russian representative office of Ernst & Young employs specialists from the UK, Canada, Germany, Japan, France, Australia, Switzerland, the USA, the Netherlands and other countries. At Procter & Gamble, approximately one in ten employees is a citizen of countries near or far abroad. In the Russian office of the American company 3M, among the leaders at various times were representatives of England, the United Arab Emirates and the United States. Among the employees of Allied Telesis Austria there are also many representatives of various countries: “We have Austrians, a German, an Italian, a Czech, a Thai, and in the company's branches in Eastern Europe— Russians, Poles, Greeks, Romanians, Czechs, Yugoslavs, Ukrainians,” says Yuri Belsky, CEO Allied Telesis.
It is not surprising that such a diversity of nationalities often causes difficulties not only in communicating with each other, but also in managing the entire team, whose representatives are people of different countries and ethnicities.
VARIETY OF MENTALITIES
“The style of work of Russian and foreign employees is strikingly different,” says Denis Plishkin, General Director of PRC-Consulting RU. And it shows up in everything. If, for example, the desire to do “a lot” and “at the same time” is more typical for Russians, then methodical consistency and slowness in work are typical for foreigners. With such
Because of the difference in the rhythms of work, it is really not easy to establish team activities and ensure that team members work in unison. In addition, barriers to effective activity also arise due to different perceptions of each other by members of an international team.
What is acceptable for a representative of one nation is often a ban for another. What the Russians laugh at does not evoke a shadow of a smile on the street from the Japanese. Russians are convinced that Americans are careerists. They are incredibly enterprising, swift and punctual. Citizens of Asian states, unlike Americans, are not so mercantile, they have no cult
money. The British are conservative and pedantic, the Italians are hospitable, eloquent and generous, ready to put themselves on
place of the interlocutor, but they are overly emotional and inconsistent, status and personal relationships are incredibly important for them.
The Japanese are hardworking, unhurried and demanding, have a pronounced subordination to the leader and respect for elders. They treat their leaders like children treat their parents, and the Japanese are ready to sacrifice everything for the sake of the team.
Foreign colleagues, in turn, are sure that with openness, flexibility of thinking and diligence, Russians can simultaneously be lazy, uncontrollable, tactless, pessimistic, optional, illogical and unpredictable. So, foreign top managers who had to manage Russian subordinates are perplexed why their wards are offended by remarks, ashamed of their own ambitions, often change their mood during the working day, are late, and often their behavior does not lend itself to any logic at all. Thus, the American system, according to Denis Plishkin, is characterized by a clear regulation of the employee's labor functions, accounting for every second of the working day, a rigid vertical management system and a rigid system of reporting procedures. This approach makes a person feel like a “cog” in a corporate mechanism. In collectives among American employees, it is not uncommon for a Russian employee to give up many habits.
For American companies, employee performance, perseverance, and loyalty to the company are important. For Russians who have fallen into the collective of American colleagues, it becomes strange that they sometimes refuse favorite goods produced by competitors in order to once again demonstrate their loyalty to the company. And some American corporate practices seem strange to representatives of other cultures. In American teams, it is not customary to raise your voice to subordinates or to compliment a female employee, which is often qualified as “discrimination”. Sometimes the Americans look like "informers" in the eyes of our compatriots and cause at least misunderstanding among Russian colleagues. So, for the Russian employees of McDonald's, one tradition of a world-famous restaurant seems strange: in most of the restaurants of the chain there are special boxes where each employee can throw an anonymous note with a story about negligent
colleague or complain about the top manager of the restaurant.
Employees working in Japanese companies tell stories about the discipline and tight control of the leaders of their companies, as well as singing hymns in the morning, monitoring email, prohibitions on the use mobile phone in work time, explanatory notes about leaving work ten minutes early, etc. In addition, in Japanese, Chinese and a number of other Asian companies it is not customary to openly express their feelings and thoughts, which often contradicts Russian straightforwardness. Often, Russian employees believe that Japanese or Chinese colleagues are secretive and poorly adapted to work in a team.
Ethnic differences, manifested in the approaches and standards of work, as well as values, attitudes and habits, become the causes of misunderstanding among employees and the complexity of management multinational team. Often, such difficulties can be traced not only in communication, but also in the peculiarities of stimulating the activities of employees of different cultures.
ISSUES OF MOTIVATION AND ADAPTATION
For foreign managers (especially Americans and Europeans), in addition to wages in the compensation package, bonuses and social benefits (company car, medical insurance, free meals, the possibility of obtaining a loan to purchase housing, internships and training at the expense of the company) are no less important. Often, a number of privileges familiar to foreign employees are practically not used in Russian practice.
“For example, disability income protection plans, which are quite expensive for a company, are very popular in Western Europe,” says Mikhail Arkhipov, senior human resources manager at KPMG. “However, many foreigners who come to work in Russia find that such benefits simply do not exist in our market.”
In addition, in order to keep a European or an American in the company for a long time, it is necessary to provide him with real interesting work, the possibility of professional self-realization and the manifestation of managerial talent. However, most of the difficulties associated with cultural differences and the peculiarities of work can be overcome. For example, Yuri Belsky is sure that it is necessary to select personnel for a team not on a national basis, but on the basis of an assessment personal qualities employee. And KPMG believes that in order to eliminate the problems associated with the difference in cultures, serious attention should be paid to adaptation programs. “For a foreign employee who came to work in Russia, or for a Russian who goes to work abroad, many things look new and unusual,” says Mikhail Arkhipov. Many people move with their families and children. In order for an employee to be able to focus on work and better integrate into the culture, it is necessary to help him establish his life and the life of his family.
“Foreign employees find themselves in a difficult environment in terms of language,” adds Daria Solovieva, Director of Human Resources at KPMG. - And not so much in the office as outside its walls. Therefore, within the framework of adaptation programs, special attention should be paid to learning the language.”
IS IT WORTH CHANGE?
Richard Lewis, a well-known English researcher of cross-cultural management and founder of Richard Lewis Communications, believes that the life philosophy of peoples is so deeply rooted in their representatives that no economic or political innovations can radically change them even for centuries. Thus, the clash of different views, values, beliefs, beliefs, stereotypes, behaviors leads to misunderstanding and becomes a source of serious conflicts. In order for a multinational team to work effectively, it is necessary to promote mutual respect and a desire to understand the peculiarities of the mentality of a representative of another culture.
“In conditions of mutual respect between the parties, cultural differences may not create obstacles in work, and in some cases, on the contrary, increase the effectiveness of cooperation,” says Denis Plishkin.
“I had the opportunity to work in several multinational international companies- Korean, European, American, - says Alexey Chernov, ales manager of LLC FRIGOGLASS EURASIA. - And I was convinced that all, even at first glance, the strange traditions of foreign colleagues can be explained and put to practical use. For example, if you take a closer look at such an unusual Eastern tradition for the Russian, carefully lay out Business Cards on the table during negotiations from top to bottom strictly in accordance with the hierarchy, we can agree that it’s really more convenient!”
In addition, sometimes representatives of other cultures are close in spirit and values. “At one time, it seemed interesting to me that the characters, habits, attitudes to life in sales representatives in Norway and our Russian “sales managers,” recalls Alexei Chernov. This once again shows that in our global world not this way
It doesn't matter where you were born, studied and grew up. If you are a professional in working with clients "in the fields", then you will even have a sense of humor
exactly the same as your colleague, who was born in a completely different country.
OBVIOUS BENEFITS
Every business culture has its own unique characteristics. So, in organizations with European roots, especially French companies, the employee as a person is of great importance, his independence is respected, his ability to offer non-standard solutions is valued. French colleagues are distinguished by sociability, goodwill and willingness to help in work. Moreover, in such companies, according to Denis Plishkin, most important management decisions can be made locally. Americans and Western Europeans are markedly different by their positive vision of problem solving and practical experience.
Positivism also lies in the fact that for each problem, representatives of these cultures seek to find a way to solve the problem even before they announce the existence of the problem of the leader, as well as in the ability to see positive aspects in everything. Often effective teams (especially in transnational companies) are created precisely when its members are not citizens of one country. Practice largest companies of the world proves that a team consisting of representatives of different cultures is able to achieve more significant results. Multinational teams generate the most unexpected ideas, exchange experience, achieve their goals faster.
“Even in the conditions of a matrix, rather than a multi-level management system of an international corporation, there is the possibility of interaction between employees-colleagues from different countries through modern technologies, allowing for tele- and videoconferences, web-based trainings and presentations,” says Alexey Chernov. - thanks to these modern means communication employees of multinational corporations scattered around the world begin to truly feel like members of one team, even if its representatives are scattered around the globe, and share invaluable experience. According to experts from KPMG, employees from other countries bring new experience to the team, which local employees may not have due to the different dynamics of economic and business development in each particular country.
WHEN THE HEAD IS A FOREIGNER
As experts say recruiting agencies involved in the selection of top managers for foreign companies, Americans, Italians and French increasingly prefer Russian managers. They cost foreign employers at least two times cheaper.
However, the majority of foreign companies operating in the Russian market still appoint leadership positions exclusively "their" managers. This practice, for example, exists in Siemens, 3M, LOreal, Oriflame, TNK-BP, IKEA, Auchan, Metro Cash&Carry.
The main drawback of a foreign leader, according to 3M, lies in the fact that foreign top managers do not always adequately understand the specifics Russian business. Russian subordinates, for example, are not immediately able to understand that expats do not have a large distance between the boss and ordinary employees. For example, the head of the Russian representative office of IKEA does not have a separate office, and his workplace is located next to the workplaces of ordinary employees of the company. This practice exists in many foreign firms, and for a domestic boss such "democracy" is almost exotic.
“The disadvantages of foreign leaders include the difficulty of understanding the Russian mentality and, as a result, motivations, and the pluses are extensive experience,” Denis Plishkin sums up. — But the main significant feature of the interaction of the Western leadership with Russian employees one can name the willingness of foreigners to share this experience and practical knowledge.” “Foreigners are definitely more experienced leaders,” adds Yulia Demchenko, HR director at 3M. — Most often they have rich experience of working in different countries. Due to the breadth of worldview experience of foreign top managers, it is very interesting to work with them!”