Blogs for Culture Vultures

What Causes Conflict in Multicultural Teams?


Conflict is normal in teams.

Any experienced professional knows that working in a team means dealing with conflict.

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6 Cultural Differences Every Great Manager Needs to Know About


Managing people from different cultures can be a challenge.

Different viewpoints, needs and expectations can manifest in many ways within multicultural teams.

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Cultural Differences and Problem Solving: An Interview with Jerome Vadon

Cultural Differences and Problem Solving: An Interview with Jerome Vadon

You may have seen this amazing graphic going viral in the past couple of days.

How did such a simple and funny representation of stereotype become viral so quickly?

To find out more, we interviewed it’s creator – Jerome Vadon.

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Is the Global Manager Dead?

Is the Global Manager Dead?

According to Professor C. A. Bartlett who co-authored “Transnational Management” nearly 20 years ago, the business world is a very different place to what is was back when he wrote the book.
The book is now in its sixth edition and Bartlett describes it as a continuous work and a passion of his. He has filled the book over the years with case studies that demonstrate how the world of business works and also highlights how the world of business has changed over the years.
One of the biggest changes in the way that the international world of business now works is with the way that many modern businesses now operate. Communication has come on leaps and bounds since 1992 (when the book was first published) and it is easy to forget how quickly connected we can be with people on the other side of the globe. The internet and email has broadened business horizons and made many more places reachable and the improvement of the spread of information and data has been a real boon to businesses everywhere. Skype, satellite phone and video conferencing have all broken down the barriers of international business.
The very fact that technology has broken down international barriers means that there really is no such thing anymore as the global manager, as almost every office worker now spends their time in a global environment.
International divisions now also no longer really exist like they used to in the 1960s and 1970s when the managers were sent abroad for long periods of time. The fluidity of today’s world means that many companies look to recruit managers from all over the world as travel is no such of longer an issue as it used to be.
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Finding talent globally

The war for talent never ends. Middle managers in China? Good luck finding them, let alone keeping them. Assembly line workers in Central Europe? They're well-educated and hard-working: Trouble is, every company wants them. The cubicle warriors of Bangalore? They get the job done—if they stick around. I For corporations, managing this widely scattered, talented, restive, multicultural workforce has never been harder. This Special Report, written to coincide with the 2008 World Economic Forum in Davos, Switzerland, brings readers to the front lines of the struggle. It delves into IBM's (IBM) effort to rein- vent the way it gets tasks done around the world, follows a Nokia (NOK) manager as he recruits a workforce from scratch in Transylvania, meets a restless generation of IT workers in India, and hears from the corporate road warriors who never, ever stop traveling.

These and other stories make a simple but powerful point: The old way of managing across borders is fading fast. In the first half of the 20th century, the globalization of business was based on the British colonial model. Headquarters, functions, and capital were in one place, with managers dispatched to run regional operations like colonies. In the second half of the 1900s, companies adopted the multinational model, replicating their home country operations in other places where they did business. Country units rarely dealt with other divisions in other markets.

Today, global corporations are transforming themselves into "transnationals," moving work to the places with the talent to handle the job and the time to do it at the right cost.

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Working as an expat in France

Just getting set up in your new French office? Nerve-wracking, isn't it? Here are some tips from Expatica's Culture Coach Nathalie Kleinschmit to make sure you get off to a good start and read the signals correctly in your new environment.

Let's see if you recognise yourself in Jason's tale of his stay at his multinational company's head office in Paris:

“When I got to the front desk, they told me I had to wait because they hadn’t received my badge yet. Twenty minutes went by before my manager arrived to authorize my entrance. He then walked me to my new office and and told me that a meeting was scheduled with the team at 3pm that afternoon and that, until then, I could read through the files.

I had my own laptop but couldn’t get the Internet connection to work. For the next few hours, I could see people walking by peering into my office but not a single person came in to introduce themselves to me. I went to get a coffee and discovered that the machine wasn’t coin-operated and that I needed a card. For lunch, I had already eaten in the cafeteria on previous trips and had a voucher so I was able to get a platter together. But I remember feeling quite alone and wondering if I was ever going to fit in.

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