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Cultural Differences in Management


Today, the working world is changing and becoming more demanding, especially where the environmental factors have contributed to globalization, intense competition, and speed. (Cameron 2005) As firms expand globally, professionals who operate internationally should understand how cultural differences affect management style. The understanding of the impact of IHRM on Competitive Advantage would be logical to understand the background of the issue. Thus, the management question that is needed to be investigated is the problem of cultural differences in management.

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Research question

How does the issue of cultural difference affect the efficiency level of management?


The data sampling would be randomly managed to utilize stratified means with thirty-seven questionnaires completed by both male and female employees. The choice to use potential and existing employees alone in this research was made for three reasons. First, it was far simpler to have access to customers in regard to the researcher’s availability. Second, the focus itself is on subjects’ attitudes and understanding of the gadget. Third, the quantification of such information allows the researcher to gain a broader perspective on how employees observe and realize the validity and reliability of the information received from a variety of sources and how they apply it to daily life in terms of cultural differences. (Cameron 2005) Thus, a multinational like Telstra would be chosen and a thorough interview would be carried out among the employees related to the issue.

How does the research question actually answer the research question?

IHR Management, in this context, can be defined as the art of creating industrial relations of any kind, between people engaged in the industry, such as the relation between employers and employees, relation between individuals entering into commercial contracts, relation between investors and debtors, etc, in order to maintain true cooperation of all concerned. The efficiency of management lies in not only making the employees work, but to make them work willingly, sincerely, and consciously, by employing new knowledge, new methods, new designs, new machines, and novel techniques of production and by allaying mistrust and antagonism. In this case, the most important aspect is to form an aligning context between the different national cultures. (Martucci 2008)


However, it should be mentioned there are certain limitations of the study. A number of people (usually senior administrators) may also insist that the consumers have no contribution to the issue. Many of them may think that consumers come into the working formulation only during the advertising scenario and never in the development plan of the marketing procedure. As a result, they do not use the requisite strategic management techniques or adaptive methods that need to be exercised while developing a study such as this. However, at the same time, it should also be noted that there are certain limitations regarding the methodology of the interview aspect. It could be mentioned that past history has shown that it is not always people revealing a context in a survey or interview holds much truth in the long run in a general sense. (Martucci 2008)

Personal interest

Personally, the topic is very interesting because healthy relations among countries, the management, and the employees only can bring prosperity to the company. Thus the International Human Resources Management (IHRM) system is not simply about trade unions and industrial relations. In fact, it is a definition that portrays the projection and maintenance of understanding, togetherness, and essential values and ethics as accepted by both the management and the workers of the companies. Thus this approach could always be followed by the companies for finding solutions to their management-employee problems and all these factors would lead to competitive advantages for the MNE/MNEs. (Dierickx 2006)


Cameron, E & Green, F, 2005, Making Sense of Human Management: A Complete Guide to the Models, Tools & Techniques of Organizational Change, Kogan Page Publishers, NY. Pp 23-26.

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Dierickx, I K 2006, ‘Asset Stock Accumulation and Sustainability of Competitive Advantage.’ Management Science, vol. 35, issue. 4, pp. 1504-1511.

Martucci, W.C. & Place, J.M. (2008) ‘State regulations update: Privacy rights and employee communication in the workplace’, Employment Relations Today, vol. 25, 2 pp. 109-120.

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