Aspects of cross-cultural management and intercultural communication

Order Description
You are not goin” rel=”nofollow”>ing to give answer to each question but raise the awareness of cultural of ERGO. Use a practical idea to attract the manager.

Ergo is a medium-sized in” rel=”nofollow”>international software company (fictional), whose headquarters are in” rel=”nofollow”>in the USA. Recent success has seen rapid expansion in” rel=”nofollow”>into new global markets, in” rel=”nofollow”>includin” rel=”nofollow”>ing Europe, Asia and the
Americas.

They have asked you and your colleagues at [xxx] cross-cultural consultancy to give them advice on their in” rel=”nofollow”>internationalisation strategy. The specific brief for this presentation is to answer the
followin” rel=”nofollow”>ing questions, which were generated directly from the managers via an email survey:

1. “How do we attract the right kin” rel=”nofollow”>ind of people to work in” rel=”nofollow”>in our organisation – pro-active self-starters, willin” rel=”nofollow”>ing to take risks, easy-goin” rel=”nofollow”>ing, yet highly motivated?”
2. “How do we get our in” rel=”nofollow”>international employees to understand the importance of honesty, openness and direct feedback to managers?”
3. “How do we break in” rel=”nofollow”>into these new markets and beat the competition, without gettin” rel=”nofollow”>ing in” rel=”nofollow”>into too many costly legal wrangles and disputes?”
4. “Do people from these other cultures understand the importance of teamwork and performance targets?”
5. “How should we run our meetin” rel=”nofollow”>ings effectively?”
6. “Do we really need to worry about culture now that we all live in” rel=”nofollow”>in a global village? Surely, as we are the market leader in” rel=”nofollow”>in our technology, they will have to adapt to us?”

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