Coping with the cross-cultural problems in the business world<\/p>\n
It takes more for a company to be successful internationally
\nthan a quality product and high manufacturing standards. There is
\na human factor that must be considered. Each person is a product
\nof his or her cultural environment and such \"cultural baggage\" is
\none thing that cannot be lost on an intercontinental flight.<\/p>\n
The view across cultures is clouded, often marked by
\nindiscreet borders, general misconceptions and mutual
\nfrustration. Living in a foreign culture can be exciting, albeit
\nfrustrating and confusing. However, whether buying a train ticket
\nat Gambir station or using a pay phone at Union Station, unless
\nyou understand how a system is supposed to work, it may not work
\nfor you.<\/p>\n
After a time in a foreign culture, a person begins to
\nunderstand the unspoken assumptions and expectations, eventually
\nbecoming more comfortable with various situations encountered.
\nLearning business customs is a good sign that an executive has
\nmade the adjustment to the new culture. The problem is time.<\/p>\n
There is a new generation of executives looking for business
\nopportunities outside of their home countries. The lengthy
\nlearning and cultural adaptation process that may have been
\nacceptable in the past is not expected in today's marketplace.
\nModern business is moving fast and cannot accept lengthy
\nacclimatization periods or failed overseas postings by
\nexecutives.<\/p>\n
Culture is strong. People are immersed in it and it controls
\none's actions and behavior. The modern executive who leads his
\ncompany into a new market in a country where he does not
\nunderstand the cultural ground rules is in for a lot of trouble
\nand for problems that could be avoided.<\/p>\n
\"The necessity of understanding the business culture of the
\ntarget country cannot be overstated,\" said Lee Kirkland, a senior
\nmanager in a company specializing in preparing Indonesian
\nmanagers for overseas postings.<\/p>\n
\"For Indonesians going overseas, or for foreign nationals
\nworking in Indonesia, an understanding of the expectations and
\nstandards of foreign colleagues is essential to smooth cross-
\ncultural working relationships and a successful assignment,\" said
\nKirkland.<\/p>\n
The process of cultural assimilation and the development of
\neffective cross-cultural working relationships requires effort
\nand knowledge on the behalf of all parties.<\/p>\n
The learning cycle is being advanced through education. Cross-
\ncultural business orientation is a growing area. Companies are
\nbeginning to realize that their highly paid expatriate executive
\nmay not initially be able to demonstrate the same effectiveness
\nin a foreign country as they have in their own country.<\/p>\n
Briefing the executive on the ground rules of the host
\ncountry's business culture is becoming a required element in the
\npreparation for a new overseas posting. (George Whitfield)<\/p>\n
George Whitfield is a senior technical advisor for Executive
\nOrientation Services of Jakarta, which provides business-based
\ncultural orientation and training programs for foreign
\nprofessionals and Indonesian executives.<\/p>",
"url": "https:\/\/jawawa.id\/newsitem\/coping-with-the-cross-cultural-problems-in-the-business-world-1447893297",
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"sponsor": "Okusi Associates",
"sponsor_url": "https:\/\/okusiassociates.com"
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