BUS209 Business perspective Assignment Sample

 

Module Code And Title : BUS209 Business perspective Assignment Sample

 

Experts have suggested that culture is the basic character and personality of a business or organization. It is the framework that shows the uniqueness of a business, summarizing the values, ethics, traditions, behaviors, beliefs, and attitudes (Vazquez, 2018). However, the culture upheld in a business is not just the organizational values and beliefs. A combination of individual cultures makes it possible to generate a positive and supporting culture for the business (Groysberg et al., 2018).

Thus, almost all organizations aim at upholding liberal values to encourage the people to acknowledge diversities in individual cultures. It also aims at an awareness on the people’s perspectives throughout organizations. The term, cultural literacy was therefore created to enhance the ability of people to participate fluently and flexibly. Coined by E.D. Hirsch, cultural literacy is regarded as an analogy to literacy. Thus, cultural literacy is the ability of an expert to read and understand the given set of cultural symbols and signs, coming from different people working in an organization (Eaglestone, 2020).

Experts claim that this analysis is an integral part affecting the success of every international business at present. Thus, a culturally literate person can easily communicate with the people of a specific group, understanding their thoughts clearly, instead of misinterpreting them repetitively. Among the common types of culture, one must try to exemplify that at SpaceX. Here, the culture is based on innovation and thus, the company prefers young aspirants who are able to invent meaningful deliveries (Wilson, 2021).

An example of cultural literacy comes from G.K. Chesterton. In a compilation, he has written about the representation of a man’s self-confidence in his expression (Reyburn, 2017). Thus, having utmost self-confidence is a sign of weakness because it shows the oblivious of an individual towards several aspects. Again, the author has claimed that a statement made by a person is opaque and unreadable to certain groups of people from outside a country. Like the word ‘omnibus’ means ‘bus’ but ‘hanwell’ is simply insanity.

The essay is attempting to the need for global businesses to develop awareness on cultural literacy. It is going to discuss the importance of literacy in culture through a range of business elements to understand the extent of its impact on workplace dynamics. It is then going to highlight specific recommendations for international businesses to enhance their cultural literacy and competencies.

It is possible for companies doing businesses at a global level to expect all business people possessing a clear idea of the business basics. However, the understanding and appreciation in profits and cost reduction policies are not quite common at international markets. Diverse countries have different takes on businesses and different ideologies associated (Fatke, 2017).

Therefore, each sector and business have individual values and beliefs that motivate their practices. It is the primary reason demanding the need for awareness on cultural literacy. Thus, all businesses need to have a core conception of the possible contexts defining business ideologies. Not only that, they must attempt to collaborate and adjust the ideas and values to make global operations and expansion successful.

For these reasons, businesses need to generate a clear take on the burning issues in specific markets of an industry or country. Prior analytics can best generate if a business attempts to issue research on cultural perspectives within agencies.

Organizations in recent times have been feeling the need to locate the importance of developing cultural literacy through different propositions. However, primarily, they ought to determine the core competencies stimulating effective cross-cultural interactions in global markets. Businesses need to present themselves as global citizens to attain trust for deals and contacts. However, setting a goal to understand all cultures that are being targeted here is a challenge and time-consuming process (Mergel, 2018).

Thus, all businesses attempt to relate the importance of businesses to the core competencies affecting cultures in general. Businesses assess six basic areas of knowledge to understand cultural demands. They must familiarise with the cultural attitudes towards strangers along with possible language barriers. Authorities must attempt to explore the ways groups respond to sales ideas and representations (presentations or discussions).

Lastly, they need to assess the credibility of local channels, technicalities and regional capacities in promoting businesses to maximum people, potential staff, buyers or associates.

The fact that different cultures have different purviews on businesses makes it vital to rethink workplace etiquettes. Companies around the world have addressed the competencies and variations which affect the ambience and approach to work. For instance, the American perception for perfect manners is an imperfection for the Asian countries, especially for Chinese corporates (Lee et al., 2018).

Thus, appropriateness of the personal ideas is highly unpredictable and lucid. Among common cultural protocols and etiquettes, businesses highlight the need for punctuality around the world. However, in Germany, time is considered money and therefore wasting time is a disrespect while in Italy, time is a guideline, not a commitment. Again, the physical contact in daily business dealings is looked down upon in China, while in Brazil, it is a symbol of trust.

Eye contact is a common etiquette that has a different take around the world. British agents prefer to avoid eye contacts while Americans encourage it (Pratolo, 2019). Thus, analysing these common attributes helps organisations to sustain changes in accordance. Deadline-based deliveries are preferred in America but the Europeans like to maintain informal and casual approaches towards the delivery. Languages also come under etiquettes, the non-verbal aspects, particularly.

International businesses pursue a range of management styles individually and in combination to maintain a workplace stability in terms of information exchange and command flows. These are meant to resonate with the cultural practices within organizations which help to stimulate physical and emotional limitations and unities. All aspiring businesses intend to make utmost profits alongside getting good acquisitions.

However, the process of attaining these variables depends greatly on the command culture and understanding of ways to handle the people at work effectively. The management styles come to play here. In a multicultural work environment, companies need to create a high-value corporate position and expectation from the staff. For example, a leader’s tendencies in conduct and behavior impacts the call-to-action tendencies of the staff (McLean et al., 2019).

Again, the individual tendencies of the employees help to reiterate an engaging vision at work. Ranging from smaller to larger levels, companies have diverse managers with individual approaches to manage and monitor the staff and their conduct. The visionary management style is a vital approach used by companies to transfer information on the purpose and directions that staff should follow to excel team outputs (Silva et al., 2021).

The visions set are fixed but the process of attaining is autonomous. Thus, culturally diverse staff can approach different ways to attain utmost productivity. Experts claim that such a tool is more effective currently as it allows the people to satisfy and feel motivation in completing tasks all by themselves (Morrison-Smith and Ruiz, 2020). On the contrary, international levels often discard the servant management beliefs and customs.

The fact that it puts peoples first and fosters harmony is recommended but not at the expense of putting employees and teams before the business goals and customers. Servant managers are often noted to invest more in enhancing team bonds individually. It is the lack of cultural dynamics which deviates them from the professional goals that the business demands to fulfil urgently.

Business communications, both external and internal, rely on the cultural insights that companies develop over the years of services. Critics suggest that good internal communications show a company’s efforts to create an ideal communication tool for all staff across diverse departments (Mishra et al., 2017). Cultural awareness and understanding helps to set both short- and long-term goals for agencies, having considered the major influencers in the business (Sievert and Scholz, 2017).

Almost 100 per cent of the staff in an average company get influenced by tasks daily. Now, these tasks are born of the business goals selected prior to the formation. If a business is not aware of the cultural potentials and deficiencies, authorities would find it difficult to consult and encourage the specific people to improve their standards. A strict influence of the bottom line is visible here in governing the content of the members contributing different services. Again, the external communication strategies are directly governed by business cultures and the understanding of regional cultures.

Both verbal and non-verbal communication are stimulated when people of a company attend clients, suppliers, meddling agents, sales and customers. For instance, silence is a significant determinant in the cultural dynamics. It helps to interpret different ways of cross-cultural meetings and interactions outside meets. Specific trainings issue on regular basis in third-world countries to educate the staff about ideal communication skills and analytics to detect the preferences of global agents and clients.

For instance, Japanese and Arab people are more relied on subtexts and dialogue-based communication with dealers and suppliers. However, they try to be consistent with the information and goals set for projects to avoid failures.

Negotiations play a vital role in developing cross-cultural communications in organizations. The cultural literacy helps to create communication strategies which help to avoid cultural stereotypes at work. Again, business negotiations are common if one tries to apply the counters to cultures in bargaining the right deals. In a recent study, experts have seen the value of cross-cultural communication in building quality negotiations which help to manage diversities.

For instance, the analysis of cultural differences is a measure that helps business authorities to identify the extent of counters between native and foreign clients, employees and other associates (Bai et al., 2019). Background research is becoming an inseparable element of the international business to enhance the expertise on personalities.

Similarly, a positive and engaging negotiation is always preferred over the competitive and compelled negotiations. Emotional stresses, deadlines and accountabilities are often considered out of the league in striking business propositions with careful analysis of third-party engagement preferences.

Trade is another competency that businesses consider in building internal and external cultures. Experts claim that trade practices tend to reflect directly on the ways people move and communication across regions. Trade is considered vital to motivate a contact and exchange od ideas, beliefs, and notions (Findlay and Hoekman, 2021). International trade tends to affect the price rates for goods and services in the domestic market. It leads to changes in the wages received by businesses.

Thus, the welfare culture of organisations is greatly stimulated by trade pursuits. Companies offering lower product charges are likely to find more sales over costly items. These common cultural beliefs affect people’s behaviours and perceptions towards business deliverables. Again, these beliefs find implication in the daily activities of an organisation. Contrasting beliefs tend to generate conflicts which hamper the trade between communities and at larger contexts, countries. Thus, transaction patterns get stimulated and negotiated by people’s engagement with brands.

Having considered a range of competencies and aspects of cultural awareness, it is crucial to set some recommendations for international businesses to develop cultural competencies. The first recommendation is to conduct a thorough internal research and introspective analysis of the businesses. It should involve an early analysis of the roots of the people and their ethnicities to determine their beliefs and values.

No doubt the process is quite time-consuming but it would help companies to understand behaviors, responses, and perceptions of different cultural groups easily. Following self-assessment, the next recommendation is to adapt a cognitive therapy and participating ideology at work. It would require a definite training for all staff to generate cultural insights.

The approach would help businesses to educate the employees about common behavioral and attitudinal aspects which they must keep in mind while working in a cross-cultural environment. Learning languages other than the mother tongue or those already known can help to initiate the process. It would require individuals at work to analyse, diagnose and understand the cultural expressions, even easing the communications between team members.

Using the tool of Global Mindset Inventory, businesses can measure the intellectual, psychological and social involvement of employees and other stakeholders in the regional communities (Nonis et al., 2020). It would also assist the process of enhancing coaching and HR policy-making ventures to yield a more inclusive perspective towards different staff. It would also trigger a sensitivity towards languages by stimulating active listening.

References

Bai, X., Chang, J. and Li, J.J., 2019. How do international joint ventures build legitimacy effectively in emerging economies? CSR, political ties, or both?. Management International Review, 59(3), pp.387-412.

Eaglestone, R., 2020. ‘Powerful knowledge’,‘cultural literacy’and the study of literature in schools. Impact, 2020(26), pp.2-41.

Fatke, M., 2017. Personality traits and political ideology: A first global assessment. Political Psychology, 38(5), pp.881-899.

Findlay, C. and Hoekman, B., 2021. Value chain approaches to reducing policy spillovers on international business. Journal of International Business Policy, 4(3), pp.390-409.

Groysberg, B., Lee, J., Price, J. and Cheng, J., 2018. The leader’s guide to corporate culture. Harvard business review, 96(1), pp.44-52.

Lee, S.H., Ha‐Brookshire, J. and Chow, P.S., 2018. The moral responsibility of corporate sustainability as perceived by fashion retail employees: a USA‐China cross‐cultural comparison study. Business Strategy and the Environment, 27(8), pp.1462-1475.

McLean, R.M., Harris, P., Cullen, J., Maier, R.V., Yasuda, K.E., Schwartz, B.J. and Benjamin, G.C., 2019. Firearm-related injury and death in the United States: a call to action from the nation’s leading physician and public health professional organizations. Annals of internal medicine171(8), pp.573-577.

Mergel, I., 2018. Open innovation in the public sector: drivers and barriers for the adoption of Challenge. gov. Public Management Review, 20(5), pp.726-745.

Mishra, K., Boynton, L. and Mishra, A., 2017. Driving employee engagement: The expanded role of internal communications. International Journal of Business Communication51(2), pp.183-202.

Morrison-Smith, S. and Ruiz, J., 2020. Challenges and barriers in virtual teams: a literature review. SN Applied Sciences2(6), pp.1-33.

Nonis, S.A., Relyea, C. and Hunt, C.S., 2020. Developing students global mindset: An event-based approach. Journal of Teaching in International Business31(2), pp.130-153.

Pratolo, B.W., 2019. Integrating body language into classroom interaction: The key to achieving effective English language teaching. Humanities & Social Sciences Reviews7(3), pp.121-129.

Reyburn, D., 2017. Seeing Things as They Are: GK Chesterton and the Drama of Meaning. ISD LLC, 2017(1), pp.1-400.

Sievert, H. and Scholz, C., 2017. Engaging employees in (at least partly) disengaged companies. Results of an interview survey within about 500 German corporations on the growing importance of digital engagement via internal social media. Public relations review, 43(5), pp.894-903.

Silva, C.S., Magano, J., Matos, A. and Nogueira, T., 2021. Sustainable Quality Management Systems in the Current Paradigm: The Role of Leadership. Sustainability, 13(4), pp.20-56.

Vazquez, P., 2018. Family business ethics: At the crossroads of business ethics and family business. Journal of Business Ethics, 150(3), pp.691-709.

Wilson, K., 2021. Exploring the challenges and enablers of implementing a STEM project-based learning programme in a diverse junior secondary context. International Journal of Science and Mathematics Education, 19(5), pp.881-897.

 

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