Assessment Task Tutorial Questions Assignment 1 Unit

1hi5013 Assessment Task Tutorial Questions Assignment 1 Unit Co

This assignment is designed to assess your knowledge of the key topics covered in the unit — Managing Across Borders. You are to answer a selection of tutorial questions from weeks 1 to 5 and submit these answers in a single document. The questions include topics such as internationalisation, managerial traits in Western cultures, criticisms of multinational enterprises, cultural norms and beliefs, and cross-cultural communication patterns.

Sample Paper For Above instruction

The global landscape of business has evolved significantly over the decades, driven by the forces of globalization, technological advancement, and economic integration. Understanding the mechanics of internationalisation, managerial characteristics across different cultural contexts, and the dynamics of cross-cultural communication is essential for managers and organizations operating in a cross-border environment. This paper discusses five key areas: means of internationalization, essential managerial traits in Western cultures, criticisms faced by multinational enterprises, culture-based norms, and patterns of cross-cultural communication.

Means of Internationalisation

Internationalisation refers to the strategies and processes through which companies expand their operations beyond domestic borders. Two common means of internationalisation include exporting and foreign direct investment (FDI). Exporting involves selling goods and services produced in one country to customers in another, facilitating market entry with relatively low risk and investment. For example, a small clothing manufacturer in Australia might export its products to the United States, leveraging existing production facilities without establishing a physical presence there.

Foreign direct investment involves establishing or acquiring business operations in another country, such as opening a subsidiary or joint venture. FDI indicates a higher level of commitment and control and allows firms to facilitate local adaptation and integration. For instance, Toyota’s manufacturing plants in the United States exemplify FDI, as the company invests in physical assets and management in the host country to produce and sell vehicles locally.

Managerial Traits in Western Cultural Context

In Western cultures, managerial traits often emphasize qualities such as independence, assertiveness, innovativeness, transparency, and ethical integrity. Firstly, independence refers to a manager’s ability to make autonomous decisions and take responsibility without excessive reliance on hierarchical approval. Secondly, assertiveness enables managers to confidently communicate ideas and enforce decisions.

Thirdly, innovativeness is valued for encouraging creative problem-solving in dynamic business environments. Fourth, transparency ensures open communication and accountability, fostering trust among team members and stakeholders. Lastly, ethical integrity guides managers to uphold moral standards, promoting fairness and social responsibility, which is particularly emphasized in Western professional settings.

Criticisms of Multinational Enterprises (MNEs)

Multinational enterprises are often criticized for adopting a “cash-cow” perspective of host country resources, where they exploit local assets primarily for profit without sufficient regard for sustainable development or community welfare. This approach can lead to resource depletion, environmental degradation, and social dislocation. For example, resource extractive industries such as mining companies in Africa have been criticized for extracting minerals whilst providing little benefit to local populations or investing in environmental remediation. Such practices reflect a short-term, profit-focused orientation that neglects long-term socio-economic stability of the host countries.

Culture-Based Norms and Beliefs in Cultural Leadership

Cultural norms and beliefs are fundamental in shaping leadership behaviors across different societies. Four key culture-based norms include power distance, individualism versus collectivism, uncertainty avoidance, and masculinity versus femininity.

Power distance refers to the extent to which less powerful members accept unequal power distribution. For example, in high power distance cultures like Malaysia, hierarchical levels are strictly observed, whereas in low power distance cultures like Sweden, flatter organizational structures are common.

Individualism versus collectivism reflects whether societies prioritize personal achievements or group cohesion. The United States exemplifies individualism, valuing personal initiative, while Japan emphasizes collectivism, fostering group harmony.

Uncertainty avoidance indicates the degree to which societies tolerate ambiguity. Greece has high uncertainty avoidance, leading to detailed planning and rule enforcement, whereas Singapore displays low uncertainty avoidance, embracing flexibility.

Masculinity versus femininity pertains to the emphasis on competitiveness and material success versus caring and quality of life. Countries like Japan demonstrate masculine traits, while Nordic countries tend toward femininity, emphasizing work-life balance.

Patterns of Culture Differences in Cross-Cultural Communication

Effective cross-cultural communication is vital in international business. Five prominent patterns include language differences, non-verbal communication, communication styles, attitudes toward authority, and contextual communication.

Language differences can cause misunderstandings, where words or phrases may have different meanings. For example, idiomatic expressions might be confusing in translation. Non-verbal communication, such as gestures and facial expressions, differ widely; a thumbs-up sign may be positive in some cultures but offensive in others.

Communication styles vary; for example, Western cultures tend to favor direct and explicit communication, while Asian cultures may prefer indirect, context-dependent exchanges to preserve harmony. Attitudes toward authority influence openness in communication: hierarchical societies may discourage subordinates from challenging superiors.

Finally, high-context cultures rely on implicit cues and shared understanding, whereas low-context cultures depend on explicit verbal communication. Recognizing and adapting to these patterns enhances intercultural interactions and reduces misunderstandings in global business settings.

Conclusion

Understanding the intricacies of internationalisation strategies, managerial traits suited to Western cultures, criticisms of MNEs, cultural norms, and cross-cultural communication patterns is fundamental for effective international management. These aspects influence decision-making processes, leadership success, and the capacity to navigate complex global environments. As businesses continue to expand across borders, cultivating cultural intelligence and strategic adaptability remains pivotal in achieving sustainable global growth.

References

  • Hofstede, G. (2001). Culture's Consequences: Comparing Values, Behaviors, Institutions and Organizations Across Nations. Sage Publications.
  • Johanson, J., & Vahlne, J. E. (1977). The Internationalization Process of the Firm. Journal of International Business Studies, 8(1), 23-32.
  • Rugman, A. M., & Verbeke, A. (2001). Location, Competitiveness, and the Multinational Enterprise. Oxford Handbook of International Business.
  • House, R., Hanges, P., Javidan, M., Dorfman, P., & Gupta, V. (2004). Culture, Leadership, and Organizations: The GLOBE Study of 62 Societies. Sage Publications.
  • Cherry, K. (2020). Cross-Cultural Communication. Verywell Mind.
  • Hofstede Insights. (2023). Country Comparison. https://www.hofstede-insights.com/country-comparison/
  • Friedman, T. L. (2005). The World Is Flat: A Brief History of the Twenty-First Century. Farrar, Straus and Giroux.
  • Berry, J. W. (1997). Immigration, Acculturation, and Adaptation. Applied Psychology, 46(1), 5-34.
  • Earley, P. C., & Mosakowski, E. (2000). Creating Hybrid Team Cultures: An Empirical Test of Transnational Team Functioning. Academy of Management Journal, 43(1), 26-49.
  • Kealey, D., & Protheroe, S. (1984). Cross-Cultural Communication. Routledge.

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