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Outline Cross-Cultural Management Samsung’s Cross-cultural Management General Purpose: To persuade Specific Purpose: To persuade my listeners that the foundation of global business relations is cross-cultural management. Central Idea: Cross-cultural management by Samsung will prove to be a blueprint for other multinational companies with the continuity of the learning community and the extension of cultural instruction to the entire workforce. INTRODUCTION I. Attention Material A. Samsung 1.
In many ways, Samsung is a world pioneer and most of its advancement could be attributed to its organizational culture. 2. Samsung joined the electronics arena in 1968 and by numerous mergers until 1977, when it eventually became Samsung Electronics Industry Corporation Ltd. (Samsung, 2020). 3. This international expansion forced Samsung to expand its focus from local culture to international culture.
Training was needed for expatriates, management in particular, in cross-cultural management. B. Samsung’s cross-cultural management to expand globally 1. Samsung has grown internationally quite rapidly, needing a large knowledge base in local and global culture to ensure its continued growth. 2.
Samsung not only recognized the value of culture, but also concentrated on the consistency of the organization and its goods. 3. This involves ongoing cross-cultural training for staff and managers, family cultural training and a mentorship program. II. Orienting Material A.
It is important to know the culture of the region or country in which business is conducted for a positive outcome. B. From its creation, Samsung has retained a cultural importance on consistency that has evolved over time. C. The Samsung focused on the quality of three things, its products, persons, and management (Shin & Kim, 2015).
D. Dialog takes place only after the sides agree to exchange information to ensure that the transmission of information takes place. ( Transition : Over the years, as national cultural values shifted, the corporate culture of Samsung changed with it.) BODY I. During the 1990s, Samsung launched what it called "new management" (Samsung, 2020). A. The focus of this cultural change was to establish a new management that held the same ideals and the same vision of corporate culture.
1. Samsung was expanding internationally at this period, and management was forced to travel to locations around the world. 2. The Samsung system enables workers to stay in a different country for up to two years in order to study the region and history, making them experts in the region's language, cultures, and business. 3.
Samsung sent more than 5,000 foreigners to more than 170 locations in more than 80 countries from 1990 and 2014. ( Transition : Each organization has training plans, but the nature of the training differs between companies.) II. Better approaches for the effective implementation of the change A. Global organizations need extra preparation for expatriates, and cross-cultural management should be protected by a specific starting point. Dialog can minimize tension in cross-culture problems. B.
A number of expatriates have been at the managerial level and cultural training is necessary when planning to move to a foreign country with a culture other than one's own. C. As a multinational player, Samsung has done business successfully in 61 countries so setting up a new guideline to assess the success of the employee is key. (Transition : Ask for feedback.) III. Recommendation and possible outcome. A.
Consultation with stakeholders, due to opposition to reform, is necessary to minimize confrontation. B. Offer small benefits to boost productivity of jobs. Bagels will show staff that they are valued by the organization without having a dent in the end result on Friday, a quarterly team picnic, or even a basic t-shirt. Best of all, ask them what they will really desire. (Transition : Conclusion.) CONCLUSION I.
Summary A. Cross-cultural management is a crucial component of a competitive organization. B. It is a field of study that has been heavily researched, and companies, particularly global enterprises, attach importance to it. C.
In particular, Samsung's need for cross-cultural management training of expatriates continues to grow in order to appreciate and honor the culture of the host country. REFERNCES Beugelsdijk, S., Kostova, T., & Roth, K. (2017). An overview of Hofstede-inspired country-level culture research in international business since 2006. Journal of International Business Studies, 48 (1), 30–47. Burris, M. (2020, February 03).
The History of Samsung (1938-Present). Retrieved May 17, 2020, from History: Company: Samsung US (2020). Retrieved May 17, 2020, from /us/aboutsamsung/company/history/ Matthews, L. C., & Thakkar, B. (2012). The Impact of Globalization on Cross-Cultural Communication .
Globalization - Education and Management Agendas , . doi:10.5772/45816 Shin, W., & Kim, C. (2015). Samsung’s journey to excellence in quality. International Journal of Quality and Service Sciences, 7 (2/3), 312–320.
Paper for above instructions
Cross-Cultural Management: Samsung’s Model for Global Business Success
General Purpose:
To persuade
Specific Purpose:
To persuade my listeners that the foundation of global business relations is cross-cultural management.
Central Idea:
Samsung’s cross-cultural management practices provide a blueprint for other multinational companies by promoting a culture of continuous learning and the extension of cultural sensitivity training to the entire workforce.
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Introduction
Attention Material
Samsung Electronics has emerged as a global pioneer in technology and innovation, largely owing its achievements to a robust organizational culture that embraces cross-cultural management practices. Founded in 1968, Samsung saw significant growth through strategic mergers and acquisitions, eventually becoming Samsung Electronics Industry Corporation Ltd. in 1977 (Burris, 2020). This monumental expansion necessitated a shift in focus from local to international culture, requiring targeted training for expatriates and management staff in cross-cultural management.
The company’s fusion of local and global cultures has been central to its international success. Recognizing the vital role of cultural insight, Samsung has committed to providing extensive training programs for its management and staff. This includes ongoing cross-cultural training, family cultural immersion, and mentorship initiatives, ensuring a well-rounded understanding of diverse cultures among employees (Shin & Kim, 2015).
Orienting Material
Understanding the cultural nuances of the regions where businesses operate is essential for achieving positive outcomes. Since Samsung’s inception, a focus on consistency concerning cultural importance has evolved alongside its business operations. The company emphasizes the quality of products, personnel, and management strategies, placing an emphasis on communication that promotes information exchange as fundamental to effective cross-cultural management (Shin & Kim, 2015).
As national cultural values shift, Samsung’s corporate culture has adapted, allowing it to maintain its competitive edge in international markets.
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Body
I. Evolution of Samsung’s Cross-Cultural Management
In the 1990s, Samsung implemented what it called "new management," which focused on harmonizing corporate culture with global ideals (Samsung, 2020). This cultural evolution was crucial as the company expanded rapidly across borders. To facilitate the development of its workforce and management team, Samsung established a system that allowed employees to work abroad for up to two years. This immersion not only helped them gain expertise in local languages but also in cultural and business practices, empowering them to navigate new markets adeptly.
From 1990 to 2014, Samsung sent over 5,000 expatriates to more than 170 locations across over 80 countries (Shin & Kim, 2015). This extensive investment in the cultural education of its employees sets a benchmark for how multinational companies can effectively manage cross-cultural differences, proving that the foundation of successful global business hinges on well-prepared leadership.
II. Best Practices for Cross-Cultural Management
While other organizations may implement various training programs, Samsung’s approach stands out due to its emphasis on comprehensive preparation for expatriates. A structured starting point enables effective cross-cultural management, where dialogue can significantly diminish misunderstandings during cross-cultural exchanges (Beugelsdijk et al., 2017).
It is essential that expatriates, especially those in managerial positions, undergo thorough cultural training before relocating to environments with contrasting cultural norms. Samsung’s emphasis on cultural understanding has been pivotal to its success in diverse markets globally. With operations in 61 countries, establishing guidelines for evaluating employee success is crucial (Beugelsdijk et al., 2017).
Feedback mechanisms are also integral to strengthening cross-cultural communication and enhancing the orientation of new employees within the organization.
III. Strategic Recommendations and Expected Outcomes
To further enhance Samsung’s cross-cultural management approach, it would be prudent for the company to consult with stakeholders. Addressing concerns early minimizes resistance to reforms, facilitating smoother transitions (Matthews & Thakkar, 2012). Additionally, small gestures, such as occasional team-building activities or informal gatherings, can significantly boost morale and productivity. Such acts can help employees feel valued while fostering a collaborative and inclusive workplace culture (Shin & Kim, 2015).
By continuing to invest in cross-cultural management and training, Samsung can maintain and solidify its leadership role in global markets.
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Conclusion
Summary
Cross-cultural management has emerged as a vital component of a competitive organization, especially in the context of globalization. As a field of extensive research, its importance cannot be underestimated—companies, particularly multinational corporations, increasingly recognize its significance (Beugelsdijk et al., 2017).
Samsung’s ongoing commitment to cross-cultural management training for expatriates underscores the necessity of understanding and respecting local cultures. As globalization continues to shape the business landscape, the need for comprehensive cross-cultural management will be paramount, and Samsung serves as a leading example for other businesses to emulate.
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References
1. Beugelsdijk, S., Kostova, T., & Roth, K. (2017). An overview of Hofstede-inspired country-level culture research in international business since 2006. Journal of International Business Studies, 48(1), 30–47.
2. Burris, M. (2020, February 03). The History of Samsung (1938-Present). Retrieved from Samsung US: https://www.samsung.com/us/aboutsamsung/company/history
3. Matthews, L. C., & Thakkar, B. (2012). The Impact of Globalization on Cross-Cultural Communication. In Globalization - Education and Management Agendas. DOI: 10.5772/45816.
4. Samsung. (2020). History of Samsung. Retrieved from Samsung US: https://www.samsung.com/us/aboutsamsung/company/history/
5. Shin, W., & Kim, C. (2015). Samsung’s journey to excellence in quality. International Journal of Quality and Service Sciences, 7(2/3), 312–320.
6. Hall, E. T., & Hall, M. (1990). Understanding Cultural Differences: Germans, French and Americans. Yarmouth, ME: Intercultural Press.
7. Adler, N. J. (2008). International Dimensions of Organizational Behavior (5th ed.). Mason, OH: Thomson/South-Western.
8. Hofstede, G. (2011). Culture's Consequences: Comparing Values, Behaviors, Institutions and Organizations Across Nations (2nd ed.). Thousand Oaks, CA: SAGE Publications.
9. Trompenaars, F., & Hampden-Turner, C. (2012). Riding the Waves of Culture: Understanding Diversity in Global Business (3rd ed.). London: Nicholas Brealey Publishing.
10. House, R. J., Hanges, P. J., Javidan, M., Dorfman, P. W., & Gupta, V. (2004). Culture, Leadership, and Organizations: The GLOBE Study of 62 Societies. Thousand Oaks, CA: SAGE Publications.
This comprehensive analysis elucidates Samsung’s cross-cultural management practices, presenting a case that serves as an effective model for multinational corporations operating in today’s globalized marketplace.