Cross-Cultural Management Research
University of Phoenix
As organizations and companies expand operations in the global condescension arena today, many companies are lining issues of designing and instituting strategic cross- ethnic management policies and systems in an military campaign to enhance business productions and market shares. Riordan Manufacturing is opening a eagerness in Hangzhou, China for expansion of the companys manufacturing division. Knowledge of the regional culture, laws, regulations, and the comprehension of a workforce consisting of different cultural backgrounds is essential in Riordans efforts for success. Benchmarking against 3M, Cisco, Dell, Gap, PepsiCo, Starbucks, and Texas Instruments, the intent of this paper is to show best practices and how these companies can allow for guidelines for Riordans cross-cultural management strategies.
Texas Instruments, 3M, Starbucks, Dell, Unilever, Gap, Pepsi co, and Cisco valuing employees and the uniqueness of cultural diversity into the core of operations allow for for cultural synergy strategies. Cultural synergy integrates differences and enriches human activities and organizational systems, by dint of collaboration by emphasizing similarities and concerns (Schmidt, Conaway, Easton, & Wardrope, 2007, p. 59, para 2). pleasant in joint-ventures, mergers, and acquisitions each of these companies presents a global presence providing tractability of control, and the inclusiveness of employees in problem-solving.
Working with the Chengdu city government, Texas Instruments is in the process of acquire a chip testing and assembly plant in southwest China. Working together Texas Instruments is expanding facilities and market share to learn customer needs, and China is trying to promote investment away(p) of the coastal cities and provinces, where salaries and the cost of living have been rising cursorily (Business Times, 2010). A merger can reenergize organizations, break down barriers to change, and provide new opportunities (Hodgetts, Luthans, & Doh, 2006, p. 215).
Implementing a sack globalization project in 2003, Dell began establishing standard business methods, document workflow...
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