Multinational organizations

Culture refers to the way of t wholeness that is defined by the behaviour, knowledge, and beliefs passim the lives of sight. It allow ins the way we think, our behaviour, and life which are shaped by the political, economic, and historical conditions reign in a particular geographical region. . A case call for of Intel Corporation Expansion into chinaware Intel Corporation is an establishment of the United States of the States. It has a subsidiary in China. The set up of the plant in China wasnt without take exceptions.Part of the problem included the Chinese pedagogyal system which wasnt up to par with the Ameri give the sack university system, the home of parent company. Therefore, students hired by Intel in China lacked the high level expertness required. Language barriers were another challenge since people of China speak Chinese language and their form write is different from that in America. Other ethnic barriers included neighborly inequalities and jealous, gend er insensitivities, style of dress, mode of communicating, national pride, religious belief and local anesthetic customs. Traditionally, filial piety and families are priorities.Thus outside brasss have great difficulty cultivating loyalty. Chinese are known to undermine others of lower class. To synchronise the level of expertise surrounded by the American employees and the Chinese employees, Intel Corporation sent the Chinese employees to America for further training. It also developed a policy that encouraged shaping resistance, where employees would criticize their colleagues and managers ideas. The purpose of the policy was to allow constructive resolution preferably than employees undermining each other during disagreements.Thus, employees had to prepare sufficient data to oppose a given decision before a scheduled date of implementation. Since confrontation alone cannot resolve all matters, a supplementing mechanism was put in place to implementing decisions in case disa greement 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 culture since Chinese by and large are more comfortable opening up on a one-on-one basis.Apart from encouraging employees to abide ideas, Intel also allows them to error without worship of penalty. Why people whitethorn not appreciate the heathenish layover of view of others Attitude plays an important role in appreciating diverse cultural orientation. The mindset of people whitethorn cause one to disregard others peoples cultural standings. Lack of education, may lead to the perception that others cultures are inferior due to their norms, beliefs and determine. 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 affinity was unhealthy. Effect of appreciating cultural conversion on ability of people to transmit effectively in an international organization Cultural revolution is the multiplicity of cultures or human 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 enhance human semblance 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 appropriate policies that would fancy successful expansion of Sealwrap into Asia and atomic number 63 Introduction Culture refers to the way of life that is influenced by the behaviour, knowledge, and beliefs throughout the lives of people. Multiplicity o f cultures in a certain region or organization is referred to as cultural diversity.Multinational organizations have experienced cultural challenges while expanding their job 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 organization often give incentives to international organization that hire local expertise. Moreover, an organization is by far acceptable if it involve local employees. Organizations often check it challenging to penetrate and operate in a foreign foodstuff due to language barrier.The difference between the organizations semiofficial language and that of the country in which it is operating may require translators. Elsewhere, employees and managers may have to be trained. Other cultural barriers may included social inequalities and jealous, gender insensitivit ies, style of dress, mode 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 hyponym levels. Realizing and actualiseing cultures differences enhances human likeness 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 sell 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 must 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 supplemented with professional management strategies. Suggested policies It would be important for Sealwrap executives, especially the human resources executives, to take on policies that curtail forbid 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 incomplete 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 region 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 reward them. likewise 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 Sealw rap 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 traffic across National Borders, 1st edition, Oxford University Press Shapiro, D. L. and Von, M. A. (2005) Managing Multinational Teams Global Perspectives (Advances in International Management), Vol 18, Jai Press