Cross Cultural Management

Before getting into this topic, it's good to understand the concept of culture. In facing challenges in today's global competition, a manager, especially in companies with an international scale, is required to master the managerial patterns of various cultures in different countries, because it is not impossible, job demands require a manager to manage branch companies abroad. Lack of knowledge about the importance of studying cross-cultural management, will make it difficult for the manager to make adaptations which ultimately results in the loss of a leader's dignity in the eyes of his new subordinates.

When a manager assigned to a company in an overseas branch becomes an expatriate, he will face at least three phases in adapting, which consist of:

➭ Exciting Phase

In this phase, expatriates who usually bring their families with them feel enthusiastic about being moved to a new work environment, especially if the new place of destination has a better quality of life standard environment than their home country.

➭ Challengin Phase

Expats are starting to discover things that may not have been previously thought, that in this new country it is not easy to find a household assistant, that they have to deal with various strict rules ranging from parking, insurance, driver's license, extreme weather, and many more. Not to mention the differences faced in the office, where the prevailing culture is much different from that lived in the country of origin. This phase is a tough phase for expats to learn to adapt, the difficulty level of this phase varies depending on the character of the expatriate. This is where it is important for an expatriate manager to study cross-cultural management before being assigned to another country.

➭ Adapting phase

Expatriates who have successfully passed the challangi phase will enter the adapting phase which is the final phase of the process of accepting a new culture. In this phase, expatriates and their families are comfortable living in accordance with the prevailing culture and style, perhaps even "cultural confusion" will arise when they occasionally return to their homeland after living abroad for a long time.

Each phase previously described has a different cycle time, it can be short, it can also take a long time, again, depending on the expatriate character supported by the support of the surrounding environment, in this case it can be from fellow citizenship (community). compatriots in the country), colleagues in the new office, or family support that is brought along. But one thing is for sure, this phase can be taken more easily if expatriates are equipped with knowledge of cultural management in their home country company before departure.

Recognizing the Nature of a Leader

Apart from leadership styles, another thing that can be learned in this section is leadership traits, which can also measure the quality of a leader.

There are at least four leadership characteristics that must be considered, namely: intelligence, personality, physical characteristics, and supervision abilities.

Intelligence or intelligence

These characteristics include consideration, assertiveness, knowledge, and eloquence, which are used by a leader to be able to lead his group in a better way.

Personality or personality

These traits include the personalities of individuals, including: independence, personal integrity, resilience, self-confidence, adaptability, vigilance, creativity, balance and emotional control. A leader who has a good personality will be able to form a harmonious and comfortable work environment.

Physical Characteristic or physical characteristics

Traits that can be seen physically personally, such as: age, height, weight, and revealing appearance. For example, this style person is used for large groups, so that everyone feels needed to be equal and equal.

Authoritarian leadership

This style is owned by leaders with legitimate and absolute power and authority, so they feel they have the right to rule and move those who are tough and don't want to give in.

Democratic leadership

This leadership style is open and can accept and respect the opinions and thoughts of individuals and groups and is open, characterized by group participation in determining goals and guiding thoughts in order to determine the best way of doing work.

Fatherly leadership

This style is called paternalistic, where this style protects and nurtures subordinates. Marked by an attitude of a leader who acts as a father, namely as an educator, caretaker, guide, protector, and advisor with attention to the enjoyment and welfare of the person he leads.

Natural leadership

This kind of leadership style is owned spontaneously, not because of the adoption that is accepted and obeyed by others. This type of leadership will be very influential for the environment. against the leader's orders. Subordinates must submit and obey the leader.

Consultative

This leadership style is more lenient, that is, a leader who always asks for opinions from subordinates, orders are usually issued after discussions with subordinates.

Participative

This leadership style involves the participation of subordinates, namely leaders who always make decisions according to the capacity of their subordinates.

5 Great Management Principles

Bill Davis, MA, CM, core faculty and program chair at Forbes School of Business & Technology at Ashford University online, shares key management principles.

According to Steve Jobs, "Simple can be more complex: you have to work hard to keep your thinking clean to make it simple." By understanding and learning to apply these universal principles, you are likely to excel as a manager in any organization.

Principle No. 1: Management Function

While managers often view their job as a task orientation or supervisor, this view is an illusion.

At a fundamental level, management is a discipline that consists of a common set of functions: planning, organizing, staffing, controlling. These five functions are part of the practice and theory of how to be a successful manager.

Understanding the function will help managers focus on activities that get results. Summarizes the five great management functions (ICPM Content Management):

Planning: When you think of planning in a management role, about it as the process of selecting the right goals and actions to pursue and then determining what strategies to use, what actions to take, and deciding what resources are needed to achieve the goals.
Organizing: The process of building worker relations helps workers to work together to achieve their organizational goals.
Leading: This function involves articulating a vision, energizing employees, inspiring and motivating people using vision, influence, persuasion and effective communication skills.
Staffing: Recruiting and selecting employees to be in positions within the company (in teams and departments).
Control: No matter what you achieve your goals, improve performance, take action. Put in place processes to help you set standards, so you can measure, compare, and make decisions.

Prinsip No.2: Jenis dan Peran Manajer dalam Organisasi

Organizational structure is important in advancing business and every organization has a structure. No matter the specific position of the organization, the organization contains front, middle, and top line managers. On top of the top management team are the CEO and the board of directors. To see this structure even more clearly, visualize the pyramid model. The more you move to the top of the pyramid, the fewer managers you will have. Role All of these management have specific duties and duties. According to Jones and George, "A managerial role is the set of tasks a manager is expected to perform because of his position in an organization." These skills can be acquired with an online degree in organizational management.

All great managers play an important role in this model. One important point to remember is from Henry Mintzberg, a management scholar who researched and reduced the abilities exercised by managers into 10 roles (ICPM). The model suggests that there are three main types of roles that all managers play; they are decision, interpersonal, and informational. In a decision role, the manager can work entrepreneurially, as a distraction controller, resource allocator or negotiator. In an interpersonal role, the manager can be a figure, a leader, and a liaison. In an informational role, they "," become the spreaders or spokespersons, and they share information.

Prinsip No.3: Manajemen Sumber Daya Organisasi yang Efektif

An important component in operationalizing an organization's strategic plan is to allocate resources where they have the most impact. In fact, Dr. Ray Powers (2015), dean at Forbes School of Business & Technology, believes that is the most important thing to do.

"I define resources as people, time, money, and assets - and of course the basic definition of a project is to have a goal and a start and end date - for almost any activity we do," he explained.

Managers in operational planning and budget planning, in carrying out what must be done, in what order to do it, and determining what resources are suitable to successfully achieve the plan. Remember that this is affection. The strategic plan and its specific objectives define what is important and what does not define it.

Prinsip No.4: Memahami dan Menerapkan Empat Dimensi Kecerdasan Emosional (EQ) dalam Memaksimalkan Potensi Manusia

Effective managers understand the context and culture in leadership situations. What helped these managers succeed? It's simple; they understand intelligence Q (competence in every dimension of emotional intelligence).

The four dimensions are: high self-awareness, social awareness, self-management, and good social skills. All of these competencies are important, and lead to great relationships with people. They lead to stronger and more effective managerial performance. EQ is a very important component to excel as a supervisor.

The manager's job is to find ways to convert the skills and talents of team members into higher levels of performance. This idea in no way suggests manipulation. In fact, it's about maximizing human potential, one team member at a time. This is both art and science.

Dr Diane Hamilton, program chair at Forbes School of Business & Technology, recently described a candidate seeking a position on the faculty with a high EQ. Hamilton, a highly skilled professional possessing knowledge and skills in the Meyers Type Briggs area, recognized the importance of EQ.

"He shows emotional intelligence and exemplifies the high caliber candidates I represent from the FSB," he said of the candidates.

Principle No. 5: Get to Know the Business

A common axiom in management is that a qualified manager can run any business. This point is only partly true. It is true that most managers are generalists serving specialists; however, many highly successful managers begin their careers in specialist roles. Prospective managers must first study their business by doing, work in the trenches, and discover how organizations work together to become universal totals, because excellent managers are at discovering what is universal in business and exploiting it.

Conclusion

Remember, as a managerial manager, for greater job satisfaction and career success, you must align your organization's vision, mission, strategy, leadership, systems, structure, and culture. In everything you do, treat people fairly and honestly and do your best to follow and embrace your organization's ethics and values as well as your own. Talk about walking and doing what is said, and remember, people are watching and watching how you do it. Give the best for your team, organization and customers. Become an effective manager to get performance results for your organization and build trust and positive relationships with your people.

Written by Bill Davis, MA, CM, core faculty and program leader at Forbes School of Business & Technology at Ashford University, and Dr. Michael Reilly, PhD, professor at the Forbes School of Business & Technology at Ashford University.

Setting Goals or Goals

Setting goals (Goal) is the first step to starting effective time management. Goal setting has the role of a compass pointing the way to something that points the way to something that requires concentration of time management. Goals serve as a guide for time management by helping to prioritize the many activities that need to be completed. Goal setting is a formal process for determining the desired results. Setting goals and measuring their achievement will help organizations especially in:

Focus on what matters most
Give the team instructions to the team
Avoid wasting energy for noncritical tasks
Avoid wasting time
Self-motivation
Increase job satisfaction

In general, there are three categories of destinations, which include:

Critical Goal: It is a goal that must be met as a standard of success.
Enabling Goals: These are goals that facilitate the achievement of critical goals. Usually in the form of short and medium term goals that support long-term goals.
Nice-to-Have Goals: It is a goal to make positive change (improvement) in the organization / company.

In order for goals to be achieved in an effective manner, they must have the following characteristics:

Important (importan): The level of importance of goals will motivate individuals to achieve them because it is related to their personal interests as well, although subtly it is the success of the organization.
Specific: Goals must be clear and specific, meaning that they are not biased, for example, biased goals, for example, the company wants to get a significant profit. Instead of using a target like that, the company should in detail state, how many profit targets to be achieved, what percentage of the increase is compared to the previous year, what is the targeted sales volume, and other specific goals.
Have a time-framed target: Each goal must have a target time to be met so that individuals can work in a disciplined manner, the company must describe various supporting tasks accompanied by each target completion time so that the target time for achieving the project can be met
Measurable (measureable): Goals must be measurable, meaning that the targets can easily provide an overview of the results of achievement when evaluated.
Supporting organizational goals: Job objectives should support the main goals of the organization, not to let the goals of the division conflict with the main goals of the organization / company.
Challenging: Goals should be challenging, so as to trigger individuals to fulfill them. It is not impossible that the productivity of employees will decrease because the job is too easy to do, because they are not used to it, so that they feel boredom and boredom. Challenging goals will encourage a new passion for work, because one of human nature is warrior. Providing challenging goals is essentially the same as giving new reasons for jobs to work even harder to prove they are capable.
Achievable: Goals should be realistic and attainable. It is fine for humans to think of flying, as long as it is accompanied by knowledge and research on the possibility of success to make it happen, as did the Wright brothers, where the aircraft they created were the result of their vision to be able to fly. Do not let, the goal makes us become the highest because there are so many sacrifices and resources that must be provided for that goal to be realized.

There are 4 steps to using goals to manage time :

Step 1. Break down the goals into groups of tasks / activities needed to achieve these goals.

Step 2. Make objective priorities.

Step 3. Sort the activities from those that need to be completed first to the end

Step 4. Create a target time for each activity.

These steps can be arranged in the form of a table containing activities tailored to the target time to be achieved.

Management Approach

Approach can be interpreted as a starting point or point of departure or a person's point of view on a phenomenon which refers to the view of something happening which refers to the view of something happening, and then used to get answers to a problem or other activity experienced. The process carried out in a general approach. An approach can underlie, inspire, inspire, explain, strengthen, or accommodate problems that were previously difficult to work on or find solutions to become easier and break down to the main problem.

An approach also requires systematic steps so that the maximum results can be achieved as expected.

Approach Determination Steps

There are five systematic steps that can be taken in defining and implementing an approach. The five steps are:

Set goals and targets to be achieved.
Identify the problems faced by looking at internal and external factors.
Consider and select several alternatives to the main approach that is most effective in achieving the target.
Consider and determine the strategy that will be taken from the beginning of the activity to achieve the goals and objectives that have been set.
Consider and establish criteria and standards for measuring the achievement of success

Consider and establish criteria and standards for measuring the achievement of success.

Furthermore, seen from what has been done, a management approach is classified into two groups, namely exposition-discovery and group-individual.

Expositon-Discovery: Is a model that emphasizes active involvement in studying and observing a phenomenon through various experiments and drawing conclusions from general practical things so that they can find new principles or information on a problem.
Group-Individual: This strategy is related to a model approach that emphasizes the active involvement of a person or group in finding solutions to a problem at hand.

Errors in Approach

Furthermore, in understanding an approach, it is necessary to pay attention to several errors that often occur in its use, namely:

Cognitive nearsightedness, which is a person's narrow way of thinking in using an approach.
Assumption that future will repeat past, is the assumption that future events will repeat the past or history will repeat itself, so that the hope that the same event will happen again at a certain time.
Oversimplification, which is to oversimplify a problem, and ignore other information that may be relevant to the problem.
Over-reliance on one's own experience, which is an understanding that is too dependent on the experience of one person who is said to be very successful in an approach.
Preconceived notions, namely an approach that is based on the preconceptions of decision makers, which are sometimes not in accordance with the supposed conceptions of certain problems.
Unwilingness to experiment, namely reluctance or unwillingness to carry out an experiment caused by fear of failure, laziness, or other things.
Reluctance to decide, namely reluctance to make decisions caused by reluctance to change, fear of mistakes in decision making, or other things.

Furthermore, it is also necessary to remember that an approach is only a method used to make it easier to address a problem. When a manager takes an approach and then it doesn't work, it doesn't mean that the approach is wrong or inappropriate. This failure could be due to the mismatch of the situation or other components at the time an approach was used. An approach also does not stand alone, an approach can be used simultaneously with other approaches, so that a better solution can be produced.

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