Multinational organizations

Culture refers to the way of life that is defined by the behaviour, knowledge, and beliefs throughout the lives of people. It includes the way we think, our behaviour, and life which atomic number 18 shaped by the political, economic, and historical conditions prevailing in a particular geographical sphere. . A case study of Intel flock Expansion into China Intel Corporation is an establishment of the United States of America. It has a subsidiary in China. The set up of the plant in China wasnt without challenges.Part of the problem included the Chinese educational system which wasnt up to par with the American university system, the home of p atomic number 18nt company. Therefore, students hired by Intel in China lacked the high level expertise required. Language barriers were another(prenominal) challenge since people of China speak Chinese language and their form writing is unlike from that in America. Other ethnic barriers included social inequalities and jealous, sex activ ity insensitivities, style of dress, mode of communication, national pride, ghostlike belief and local customs. Traditionally, filial piety and families are priorities.Thus outside arrangements have great difficulty cultivating loyalty. Chinese are known to undermine others of lower class. To synchronise the level of expertise between the American employees and the Chinese employees, Intel Corporation sent the Chinese employees to America for further training. It too developed a policy that encouraged constructive confrontation, where employees would criticize their colleagues and managers ideas. The purpose of the policy was to allow constructive resolution rather than employees undermining each other during disagreements.Thus, employees had to recrudesce sufficient data to oppose a flip overn decision before a scheduled date of implementation. Since confrontation al wizard cannot resolve all matters, a supplementing mechanism was put in place to implementing decisions in case disagreement persisted. Intel also promotes one-on-one consultations between managers and employees, where employees air their views to their seniors confidentially. These practices go well with the Chinese nuance since Chinese by and large are more comfortable opening up on a one-on-one basis.Apart from encouraging employees to contribute ideas, Intel also allows them to geological fault without fear of penalty. Why people may not appreciate the pagan point of view of others Attitude plays an important role in appreciating diverse cultural orientation. The mindset of people may cause one to disregard others peoples cultural standings. Lack of education, may lead to the perception that others agricultures are indifferent due to their norms, beliefs and values. Moreover characters in a person can contribute to rigidity in accepting contribution of people from societies with a different cultural setting.Past engagement may evoke feelings of rejection especially if the relation w as unhealthy. Effect of appreciating cultural diversity on ability of people to communicate effectively in an global organization Cultural diversity is the multiplicity of cultures or valet de chambre societies in a certain region. Appreciating cultural diversity is vital in an organization. The cultural limitations of employees are addresses. For instance, difference in education systems means the level of expertise is different. Through training programs, effective communication may be achieved.This would in return invoke human relation among employees and between management and employees. By recognizing the cultural variation, employees respect each others values and beliefs. Recommendation on steps to take and suggestion of allot policies that would ensure successful expansion of Sealwrap into Asia and Europe Introduction Culture refers to the way of life that is influenced by the behaviour, knowledge, and beliefs throughout the lives of people. Multiplicity of cultures in a certain region or organization is referred to as cultural diversity.Multinational organizations have experienced cultural challenges while expanding their origin to regions that differ culturally from the country of origin. The cultural challenges include different education system of the beneficiary country. The system of education may fail to produce experts to much the job specifications. However foreign government often give incentives to multinational organization that hire local expertise. Moreover, an organization is by far acceptable if it involve local employees. Organizations often find it challenging to penetrate and go away in a foreign market due to language barrier.The difference between the organizations official language and that of the country in which it is operational may require translators. Elsewhere, employees and managers may have to be trained. Other cultural barriers may included social inequalities and jealous, gender insensitivities, style of dress, mo de of communication, national pride, religious belief and local customs. Organizations setting up their business across borders should appreciate cultural diversity both at the management and subordinate levels. Realizing and understanding cultures differences enhances human relation in an organization.The differences are addressed through an effective communication system. Managers understand their employees and apply the best strategy to resolve employees issues. As a suggestion, Sealwrap should moot involving more personnel of Asian and European when expanding their business in Asia and Europe respectively. It is advisable to involve these personnel at both the management levels and the subordinate levels. However, they mustiness be trained accordingly. Elsewhere, in setting up the multinational in Asia, it is important to be flexible.The organization should consider allowing cultural norms that contribute positively to the organization to prevail. However these should be suppl emented with professional management strategies. Suggested policies It would be important for Sealwrap executives, especially the human resources executives, to take on policies that curtail negative elements of the Asian and European culture while maintaining the positive ones. This would help in progression of the corporate culture in the Asians and European business operations.The policies should neither allow the corporate culture in the parent company to be adopted in the subsidiary nor should the Asian culture dominate in the operation of Sealwrap. A policy to maintain a higher percentage of the local employees would improve the outlook of Sealwrap as a local company. Employees should be encouraged to contribute ideas through a policy that riposte them. Besides boost the employees morale, the company would improve its outlook. The company could promote its business through a policy on corporate social responsibility.In conclusion, one important thing that Sealwrap could do is to set up a fair, open, and caring human resource system that would cater for the Asian and European cultures in their business at Asia and Europe. References Almond, P. and Ferner, A. (2006) American Multinationals in Europe Managing Employment Relations across National Borders, 1st edition, Oxford University budge Shapiro, D. L. and Von, M. A. (2005) Managing Multinational Teams Global Perspectives (Advances in International Management), Vol 18, Jai Press