Identify a decision-making problem Management Coursework Paper

Culture and Communication
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Improving Group Decision Making in a Multi-Cultural Environment
Introduction
It is undeniable the extent to which the contemporary marketplace has changed. Globalization, in particular, has facilitated several changes in businesses compelling firms to be proactive. Change is the only constant in the business world and failure to be proactive could result in market exit for the firm. A demographically diverse workforce is an excellent example of the consequences of globalization. An inclusive and diverse workforce is likely to drive performance and productivity higher. Multicultural teams are essential in the launch of new products and business processes in the market (Vohra et al. 2015). The predispositions influence global corporations exploiting diversity to innovate and eventually, provide the firm with a competitive advantage. According to the European Union (2016), workforce diversity is fundamental to advanced economic and social performance, compliance with the law, and better adaptation to demographic and organizational changes. Nevertheless, the rise of multicultural teams have affected certain organization aspects and this factor is more apparent in the lack of an effective decision making process as well as the outcomes.
Members in multicultural teams elicit a varied dimension of thinking considering that each individual has a different upbringing. Such individuals value different management styles as well as methods of communication. There are those that value direct communication over indirectness and vice versa. Some will approve a collective approach in working while others are better suited for individualist methods. Different cultures extrapolate diverse roles of autonomy in tasks. Moreover, there are different expectations based on the task. In this regard, the leader has a significant role to play in creating unity in the team and more importantly, creating clarity in the direction needed. In the worst extremes, training is advocated. Complementary strategies such as effective communication techniques and embracing others’ culture are equally important.
Apple Inc.
Apple is one of the leading giant corporation in the technology sector. The company revels in the production of iPhones, iPads, and laptops. Steve Wozniak and Steve Jobs founded the company in the late ’70s and thus, its management is conversant with the ever-changing global dynamics. In this regard, its operations are quite expansive across the globe with offices and retail stores being present in 43 countries (MacDonald 2018). The firm’s continue to assert its dominance in the tech world with operations such as production and manufacturing being conducted in various parts of the globe. Its presence in countries such as Singapore, Japan, and the United Kingdom (U.K.) implies that the company’s management is under the effects of multiculturalism. This position implies that the management is exposed to various cultural dimensions that may fail to align with their convictions. Their reactions to these differing dimensions define the firm’s progress because effective decisions and their actualization is dependent on the people’s innate inspiration to achieve the course.
There are various metrics upon which cultural differences bring a profound difference in an organization. Various scholars such as Hall, Trompenaars, and Hofstede are highly associated with these discussions. Their works convey a profound understanding of the cultural metrics that are prevalent. The Dutch researcher, Geert Hofstede described culture as the collective mind programming distinguishing the members of one group from another (McSweeney 2016, p. 73). In his analysis, he identified four major dimensions upon which to base cultural differences among human beings. However, it is Trompenaars’ line of thought that will be applicable in this case because it connects more effectively to arousing differences in decision making.
Culture refers to the manner in which a specific group of people solves problems and in this course, facilitates their survival in that particular environment. The two authors continue to provide entry knowledge on why it is interesting and enriching to work with other cultures, but at the same time, how things may go in the wrong direction. People are oblivious of the reasons that could result in negative circumstances cultural-wise. The two developed the seven dimensions of culture to enhance the understanding of cultural differences. The differences distinguishing culture from another lie in the following seven dimensions.
Cultural Dimensions upon which Differential Thinking Arises
First, there is universalism versus particularism where the primary bone of contention lies in rules and relationships. In this case, universalism cultures offer the same treatment to all cases regardless of the parties involved (friends or loved ones). Countries such as Australia, the United Kingdom, the United States, and Canada uphold rules in higher regard than relationships. On the other hand, cultures that align with particularism rank relationships higher than rules. Particularist cultures such as Russia, China, Korea, and Latin America can bend the rules for their close friends and family members. The second dimensions are individualism versus communitarianism. This dimension takes into account whether decisions are to be made individually or as a team. Individualistic cultures emphasize the role of an individual's role in determining their outcomes. Most Western countries exhibit individualistic features. Communitarianism asserts the need for togetherness characterized by extraordinary levels of loyalty. Similarly, Latin America, China, much of Africa, and Japan are communitarian cultures (Etzioni 2014).
In neutral cultures, people attempt to take control of their emotions while in affective ones, individuals are adept at sharing their emotions regardless of the location. The former is imminent in European and American countries while the latter is present in Latin American, Spain, and Italy countries. Continuously, a specific versus diffuse culture identifies the role of personal and professional lives in their daily operations. A specific culture identifies the two as separate while a diffuse culture perceives them as interconnected. The achievement versus ascription factor determines how status is given. In some cultures, one has to prove their credibility through exceptional knowledge and skills while ascription advocates for the individual’s character.
A sequential versus synchronous time is another dimension that defines the nature upon which things should be done. Time is a very essential element in a sequential time culture where employees have to ensure that stages in every project are completed in time. On the other hand, synchronous time culture is open to the interconnectedness in the past, present, and future (Lut 2016). In this case, a couple of things can be articulated at once because time is interchangeable. Flexibility both in planning and meeting deadlines characterizes this culture. Finally, there is internal versus external direction. An internally-driven culture posits that the individual’s personality traits are vital in controlling their environment justifying the prevalence of aggressive personalities in such cultures. On the contrary, an external direction culture asserts that the immediate environment is quite necessary if the individuals are to achieve their goals. The major focus here is to maintain strong relationships. An example country is Saudi Arabia. These seven value dilemmas demonstrate reasons as to why decision making in an organization may prove to be a futile and cumbersome exercise.
Improving Group Decision Making in a Multi-Cultural Environment
Decisions, particularly in a multi-cultural environment, are based on several influences including personality, social and occupational norms, personal values, situational beliefs, behavioral history and environmental constraints (Gifford & Nilsson 2014). An organization ascribes a decision to a cognitive phenomenon that is regarded as the endpoint or goal in the process of deliberation and as such, is arrived after an intricate analysis of the consequences and uncertainties abound. Based on the influences mentioned above, firms might find it difficult to arrive at decisions because of prevailing disputes. Such a situation compels the articulation of better strategies that would improve group decision making in a multi-cultural environment.
Appropriate Organization of the Different Working Styles and Expectations
Different working styles, which ultimately result in varying degrees of expectations are a source of the problem for multicultural teams. The manner in which subordinates are expected to accomplish their duties varies significantly with cultural backgrounds. In this regard, some expect explicit autonomy in their tasks while others demand regular directions during their work (Alemu 2016). Similarly, the approach to building relationships, values, and attitudes differ with cultures. As a consequence, ethics and working styles among these individuals will exhibit a level of discrepancy. For instance, for some, it is okay to work for extended hours while others will perceive it as exploitation. It is a similar occurrence when it comes to people who consider a suitable compensation system as ideal while others consider a reasonable salary as their best option. Employees of Asian origin regard instructions from their superiors while others value independence and thus, give little importance to guidance or instructions. Alleviating this problem is a daunting task for any organization.
Apple has transitioned in various ways as the leaders at the change over time. For instance, during Steve’s time as the head of the company, he elicited moderate combativeness to the company’s employees (Meyer, 2019). The human resource team came handy in this case as Steve demanded that the people recruited were equally up to the demands of this field. This reasoning justifies the robust growth the company attained during Jobs’ leadership. Even though this aspect has somehow lowered under Tim Cook’s leadership, it remains a defining and influential feature of the company. It is this level of combativeness that guarantees Apple’s employees’ output is enhanced.
Effective Communication
Effective communication advances the impact of any decision made. Accurate and thorough communication leads to more informed and effective decisions. A significant number of individuals i...