Cross-cultural management is difficult at times. Managing outside of one’s home country is demanding for many reasons. It can be challenging in terms of parochialism, simplification, communication, behavior, and a myriad of other aspects that can become an obstacle for the manager if they are not prepared to be aware and educate themselves. While parochialism and simplification can easily become traps the MNC fall into while attempting to manage cross-culturally, if they remain mindful of other cultures and continue learning, they will be able to become successful in their position.
Parochialism and simplification are typical barriers managers often come up against when attempting to supervise a cross-cultural environment. Parochialism is the inclination to view the world through an individual’s own perspective. It can be an almost overwhelming urge for international managers who originate from countries with strong economies or business backgrounds. They may have the propensity to believe they know best, their culture knows best, or the new culture they are now managing is simply, “doing it wrong . Of course, this is not the case, but parochialism can happen to the best of managers, as it is sometimes one’s own instinct to convert their new surroundings to what they believe works best. It is nothing more than the manager attempting to change the new business surroundings to an adaptable atmosphere that best suits the business world.
Simplification, in contrast to parochialism, is the process by which a manager may exhibit the similar orientations toward a different cultural group than their own . Examples may include an Asian manager doing business with a Brazilian manager in exactly the same way she does business with a Russian manager. There will be no change in her mannerisms, tone, body language, or other forms of communication. Everything will be the same in her behavior no matter who she is doing business with and, what is more, the behavior with be most reflective of her own culture . She will indoctrinate the most valued parts of her own culture into her behavior and exchange these parts with each manager she does business with, regardless of their culture.
Both parochialism and simplification are two extreme sides of the same coin. One seeks to acknowledge every culture and disregard it, while the other seeks to disregard every culture but one’s own by ignoring it. Fortunately, for cross-cultural managers, there are ways in which managers are able to avoid these issues, enabling them to make the most of each meeting with those of another culture. One must begin by understanding the culture of others, specifically that of the individual they are about to do business . Understanding the culture of the other individual will make the manager more effective, and make communication easier. It will also help the manager to understand how the economy and country is equipped to handle business, which can help end parochialism. Communicative differences in the culture can be acknowledged, which will also halt simplification . Too many managers misinterpret what they are confronted with when placed in unfamiliar cultures; it is helpful in each situation to learn about the people around one’s self, and the place one is in.
As stated, managers are often woefully misinformed on how a new culture is run, what is going on, how people are communicating, etc. when confronted with a new place. Managing the home country is easier because one does not have to consider any of these factors; they are second nature. It is important, then, to take specific things under advisement when managing an area that is not the home country in order to ensure success not only for the manager, but also the business. One thing to do is to acknowledge whether or not one is partaking in parochialism or simplification and take the aforementioned steps to stop . It will help the individual learn more about the new culture they are managing and allow them to stop ignoring the differences around them. Secondly, while they have stopped ignoring the differences it would help if they compared the new culture to their home country and made an effort to understand that while differences exist, they are not bad and not everything needs to be changed. Some differences are good. In the United States, for example, individuals keep relatively short friendships and relationships with one another while in Malaysia, people tend to stay friends for much longer, sometimes their entire lives . This is a difference that should be revered, even coveted. Communicative differences should also be noted in order to allow the manager to adjust managerial skills appropriately. For instance, American business meetings usually include several heads of department, and many other important figures. In some cases, every employee is present. In Japanese culture, there is an expert present for every aspect of the meeting or decision at hand, and the only topic discussed in the present situation . These are important things to reflect on when managing a different area other than the home country.
In sum, cross culture management is difficult at times, but with self-awareness and education, it is possible. The manager must educate themselves on any cross-cultural differences between their home country and a new culture they will be managing in order to be effective and to help their business succeed. Things like communication and general behavior must be considered in order to not insult heads of business and employees in the new culture. Broadening one’s perspective, and acknowledging one’s new culture is necessary in order to avoid parochialism and simplification. It is important for managers to be mindful when supervising cross-culturally in order to get the most out of everybody’s time, and for their business.
References
Chanlat, J.-F., Davel, E., & Dupois, J.-P. (2013). Cross-Cultural Management: Culture and Management Across the World. London: Routledge.
Luthans, F., & Doh, J. P. (2012). International Management, Culture, Strategy, and Behavior. New York: McGraw-Hill.
Thomas, D. C., & Peterson, M. F. (2014). Cross-Cultural Management: Essential Concepts. Sacramento: SAGE Publication.
