6-3 HR Article Analysis Improving Performance
docx
keyboard_arrow_up
School
Southern New Hampshire University *
*We aren’t endorsed by this school
Course
645
Subject
Communications
Date
Feb 20, 2024
Type
docx
Pages
6
Uploaded by CaptainStrawSquid706
HR ARTICLE ANALYSIS 1
6-3 HR Article Analysis: Improving Performance
Southern New Hampshire University
HR ARTICLE ANALYSIS 2
Summary of the article
The study investigates the shared perspectives between Russian and French managers who work in each other’s nations. They classify them into three categories: symmetric, cultural dimensions, and asymmetric perceptions. In symmetric views, the two sides see the disparities in
hierarchy and universalism vs. particularism. French management view Russian culture to be more hierarchical and particularistic, whilst Russian management describe French culture as highly universalistic and feminine. The research demonstrates an imbalance in cultural knowledge because Russians are more receptive to French culture compared to the other way around (Muratbekova- Tourin, 2011).
The dimension category is addressed by both parties however, with various levels of importance. Even though perceptions vary, human nature, language, and space are recognized among Russian and French managers. Human nature distinctions are extremely important to French managers, whereas Russian managers regard them to be important. Additionally, French managers stress disparities in language and space dimensions, suggesting a deep comprehension on their end (Muratbekova- Tourin, 2011).
For asymmetric perceptions, Russian managers point out the feminine vs. masculine dimension, seeing French management culture to be more feminine. French managers, on the opposite hand, speak about time orientation, affectivity, and high- vs. low-context communication characteristics. They describe Russians as short-term oriented with a friendly and
impulsive work approach. The research concludes that knowing these reciprocal points of view is
critical for cultural assimilation because it impacts international businesses when handling interactions across diverse cultures (Muratbekova- Tourin, 2011).
Discussion
HR ARTICLE ANALYSIS 3
French managers perceive Russian culture as being more hierarchical and particularistic, whilst Russian managers consider French culture being more universalistic. Both sides recognize
distinctions in language and space dimensions.41.7% of French managers highlight language disparities, notably the significance of speaking Russian for job success within Russia (Muratbekova- Tourin, 2011). The space dimension pertains to the combination of both personal and professional life which Russians are believed to have a stronger blend of that. The research investigates perspectives about human nature as well. 75% of French managers consider these variances to be quite important, demonstrating that every group looks at human characteristics differently (Muratbekova- Tourin, 2011). French management discovered considerable variances
within the human nature dimension, showing that Russians and French interpret core human features differently.
The article investigated communication styles, particularly whether the communication is
neutral or affective. French managers were noted to consider Russian managers as more warm, spontaneous, and natural, reflecting differences in affective communication styles. The research additionally looks at high and low context communication. 47.1% French managers categorizing Russian communication as high context. Low-context communication is straightforward and has an emphasis on simplicity. High-context communication is based on common knowledge and nonverbal clues. The dimension's qualities include openness and how Russians' have tendencies to label anything as a commercial secret. The Russians preferred written communication from the French. Additionally, the research stated that the French will not ever tell someone that they dislike them. They will also not confront individuals if someone has spoken in an aggressive manner towards them, reinforcing that they do not like confrontations (Muratbekova- Tourin, 2011).
Your preview ends here
Eager to read complete document? Join bartleby learn and gain access to the full version
- Access to all documents
- Unlimited textbook solutions
- 24/7 expert homework help
HR ARTICLE ANALYSIS 4
Differences
The article investigates cultural perceptions and prejudices among Russian and French management operating within each other's regions. Various cultural elements are examined to comprehend the way stereotypes impact shared perceptions. Russian management was noticed to
have stereotypes towards French management. Some considered French executives to be less driven and believed they prioritize a better quality life for themselves outside of their job. Russian management characterized their French counterparts as more susceptible to depression and that they take depression medications every day. French management also has prejudices towards Russian managers because they view them as dictators and thought they did not care about their position based on the research (Muratbekova- Tourin, 2011). In France, there is an overall absence of trust, therefore Russian enterprises might have trouble trying to earn trust with
them. Both parties emphasize the necessity of language competency to be effective at their jobs. French management also emphasized the necessity of knowing the Russian language whenever they conduct business in Russia. But Russian management experience difficulties assimilating to French culture because of linguistic disparities. Additionally, the French language is seen as a requirement for successful assimilation within the French workplace culture. The article explains
the way Russians value French culture and are well-versed in it (Muratbekova- Tourin, 2011).Yet it is becoming clear that many misconceptions concerning France and the French people, which are frequently portrayed in a good perspective, could misrepresent the truth of Russians employed in France. On the other hand, France is considered to possess unfavorable preconceptions of Russia, which contributes to Russophobia.
HR ARTICLE ANALYSIS 5
Management Plan
If I were the human resource manager, I would implement the following management plan that would improve performance at work within a cross-cultural situation as discussed in the
article. I would create a meticulous cross-cultural training program for all the Russian and French personnel. For this initiative I would prioritize cultural awareness, overcoming preconceptions of people, and helping to developing efficient interpersonal skills. The trainings would help them understand and openly discuss distinctions in all cultures. Paying attention to behavioral details of people is more than simply a question of cultural courtesy; it is a business must have (Chebium. R, 2015). Finally, I would implement continual feedback initiatives for dealing with issues about cultural perceptions and stereotypes. As a manager, understanding how
to manage uncomfortable discussions and deliver feedback throughout cultures is unquestionably
challenging, however there are several crucial distinctions to consider (Molinski, 2013). Open communication throughout staff and management is important when addressing disparities in culture. This assists in early discovery of problems to effectively execute remedial steps to improve productivity at work. Additionally, I would create mentoring programs that link workers
across various cultural backgrounds to be able to exchange thoughts, knowledge, and be able to offer advice when needed. Support from colleagues’ is really advantageous because they provide
an opportunity for workers to get guidance and help in dealing with multicultural problems. This may assist to eliminate miscommunications and build a more harmonious and productive atmosphere. Mentoring is an interpersonal relationship which necessitates each participant to commit and communicate. These interactions could and do have a considerable influence on the lives of individuals, within and beyond their work environment (Mathew, 2020).
HR ARTICLE ANALYSIS 6
References
Chebium. R (2015)
How to create an effective cross-cultural training program
. https://www.shrm.org/topics-tools/news/hr-magazine/how-to-create-effective-cross-
cultural-training-program Hartman, L., DesJardins, J.,MacDonald, C. (2021). Business ethics. McGraw-Hill. 5th
Edition. Mathew.W. B (2020)
The power of HR mentorship: A two-way street
. https://www.shrm.org/topics-tools/news/power-hr-mentorship-two-way-street Molinski. A (2013)
Giving feedback across cultures
. Harvard Business Review. https://hbr.org/2013/02/giving-feedback-across-cultures Muratbekova- Tourin.M. (2011)
Mutual perception of Russian and French managers. The
International Journal of Human Resource Management Vol.22, No.8
Your preview ends here
Eager to read complete document? Join bartleby learn and gain access to the full version
- Access to all documents
- Unlimited textbook solutions
- 24/7 expert homework help