Arwen-Leigh LaCour, 20777265
Managing in the Global Environment
Reflection
Throughout the duration of this subject, I have been introduced to the complexities
and elements of managing in the ever changing business environment with
challenging economic, ethical, political, legal and sociocultural factors which
influence and impact global management capabilities. In completing core activities,
tutorial questions and studying the textbook it has allowed me to reflect on how these
learning experiences relate to me being a global manager in the future. In early
stages of tutorials, it became apparent to me what culture in business meant and
embodied, and also how the understanding of different cultures impacted one’s
ability to be a globally capable manager. I had learned that culture was defined as ‘A
complex whole which includes people's beliefs, morals, knowledge, custom, law and
any other habits or capabilities acquired by them as a member of the society’
[Samad. A. Week 1 Lecture Slides ‘Why Culture Matters’ p.g. 1 ‘Anthropological
Concept of Culture’ access date: 24 October 2022].
During the beginning experiences and periods of these tutorials, I had learned the
theory of ‘Hofstese’s Value Dimensions’, these are models of culture which were
proven to have been a factor in the influence of values in the workplace. The six
models; Power Distance Index, Individualism vs Collectivism, Masculinity vs
Femininity, Uncertainty Avoidance Index, Long Term Orientation vs Short Term
Normative and Indulgence vs Restraint. Studying and interpreting what these value
models meant and how they affect business environments, gave me an idea as well
as an understanding of how I would apply these models into my own business. The
three theories which stood out to me mostly were Power Distance Index, Long term
Orientation and Indulgence Vs Restraint. I had learned that the basic definition of
PDI is the degree to which a population accepts and expects differences in the
distribution of power within society. This part of my learning relates to my potential
future as a manager through presenting me with ideas as to what leadership style I
will choose to run my business and its main operations such as human resource
management, as a result of this I learned that an autocratic leadership style is most
ideal when power distance is high and on the other hand, a democratic leaders is
more proactive when power distance index is low. This related to my work in the
future as a global manager because I soon learned the concept of power distance
can be tremendously powerful in preparing a company I own for potential
international partnerships, trades and of course, management.
During the ‘Intercultural Communication’ tutorial as well as engaging in textbook
readings, I learned how imperative and impactful communication is in global
business activities and how a language barrier can be a major challenge in
communicating transparently and respectfully. Maintaining respect between myself
and future global business partners and employees is the main factor which remains
a priority for my personal development. Reflecting back into Week 4 tutorials, it was
taught that in order to understand communication I must use encoding and decoding.
Encoding is the process of translating intended meaning into symbols such as words,
pictures or gestures which are appropriate and accurate to the receiver's frame of
reference. I discovered that I already had developed this skill and that I am good at
accurately reading people's bodily signals and mannerisms. On the other hand,
decoding is the process of translating the received symbols into the interpreted
message or transforming the sender's message back into thought. This factor of
communication is also one which I identified and categorised into a technique that
needs to be personally developed, this is important because ineffective
communication can lead to negative interactions between individuals and can cause
stereotyping culture in the workplace or partnership.
My overall experience participating in this subject was positive, meaningful and
assisted me to understand what type of manager I would be and most importantly
what I predict would affect my managing abilities the most in potentially entering the
global business environment. My tutor and peers were both very outspoken and
intelligent which is the core factor of my understanding and personal success in this
subject. Managing in the Global Environment was an extremely helpful subject
because I was further educated in core elements of overseas business through
completing readings and assessment tasks such as assessment one and two, I was
able to reflect and identify with my peers which areas I need the most development
in if I am wanting to transform myself into a culturally aware and culturally sensitive
manager that is needed for future global business ventures and partnerships.
References:
Samad. A. Week 1 Lecture Slides ‘Why Culture Matters’ p.g. 1 ‘Anthropological
Concept of Culture’ (accessed 24 October 2022).
Samad. A Week 3 Lecture Slides ‘Determinants of Culture 2’ Hofstede’s Value
Dimensions. (accessed 22 October 2022).
Deresky, H 2014 'Understanding the Role of Culture', in International Management:
Managing Across Borders and Cultures, Text and Cases, 8th edn, Pearson
Education, Upper Saddle River, New Jersey, pp. 90-128.
Deresky 2014, ‘Motivating and leading’, in International Management: Managing
Across Borders and Cultures, Text and Cases, 8th edn, Pearson Education Inc.,
Upper Saddle River, New Jersey, pp. 361-373.
Deresky, H 2014 'Assessing the environment: Political, economic, legal and
technological', in International Management: Managing Across Borders and Cultures,
Text and Cases, 8th edn, Pearson Education Inc., Upper Saddle River, New Jersey,
pp. 21-56.
Schneider & Barsoux 2002, ‘The multicultural" team’, in Managing Across Cultures,
2nd edn, Pearson Education Inc., Upper Saddle River, New Jersey, pp. 207-237.
Deresky, H 2014 'Communicating Across Cultures', in International Management:
Managing Across Borders and Cultures, Text and Cases, 8th edn, Pearson
Education Inc., Upper Saddle River, New Jersey, pp. 131-162.
