“a Study on Managerial Working Values in Malaysia” Proposal
Research Topic
“A Study on Managerial Working Values in Malaysia”
PROPOSAL
CHAPTER 1.0 INTRODUCTION
We are living in a global age. Technology and Globalization have brought the world much closer together. This means that people of different cultures are finding themselves working together and communicating more and more.
This is exciting and interesting, but it can also be frustrating and fraught with uncertainty if the people who are working together find it hard to understand their cultural diversity. How do you relate to someone of another culture? What do you say, or not say, to start a conversation off right? Are there cultural taboos you need to be aware of?
Building connections with people from around the world is just one dimension of cultural diversity. You also have issues like motivating people, communicating, structuring projects, and developing strategy.
What works in one location may or may not work somewhere else. The question is, "How can I come to understand these cultural differences?" Are we relegated to learning from our mistakes or are there generalized guidelines to follow?
1.2 PROBLEM STATEMENT Studies done by YIP (1992) suggested that if a multinational is going to become a truly global organization, the diverse individual work values from the various geographic locations of a multinational corporation (MNC) must be integrated into a common set values to create a universal corporate culture. However, is trying to integrate multi – domestic operations with individuals who hold diametrically opposed values into a single corporate culture worth the effort? This question is far from resolved.
Nonetheless, it is clear that global organizations not only must understand the diverse value system within their multi-location operation, but also, if they are to create seem less organizations, must now learn to integrate these diverse value systems to create their
“A Study on Managerial Working Values in Malaysia”
PROPOSAL
CHAPTER 1.0 INTRODUCTION
We are living in a global age. Technology and Globalization have brought the world much closer together. This means that people of different cultures are finding themselves working together and communicating more and more.
This is exciting and interesting, but it can also be frustrating and fraught with uncertainty if the people who are working together find it hard to understand their cultural diversity. How do you relate to someone of another culture? What do you say, or not say, to start a conversation off right? Are there cultural taboos you need to be aware of?
Building connections with people from around the world is just one dimension of cultural diversity. You also have issues like motivating people, communicating, structuring projects, and developing strategy.
What works in one location may or may not work somewhere else. The question is, "How can I come to understand these cultural differences?" Are we relegated to learning from our mistakes or are there generalized guidelines to follow?
1.2 PROBLEM STATEMENT Studies done by YIP (1992) suggested that if a multinational is going to become a truly global organization, the diverse individual work values from the various geographic locations of a multinational corporation (MNC) must be integrated into a common set values to create a universal corporate culture. However, is trying to integrate multi – domestic operations with individuals who hold diametrically opposed values into a single corporate culture worth the effort? This question is far from resolved.
Nonetheless, it is clear that global organizations not only must understand the diverse value system within their multi-location operation, but also, if they are to create seem less organizations, must now learn to integrate these diverse value systems to create their
References: 1. Ajiferuke, M., & boddeweyn, J.J. (1970). “Culture” and other explanatory variables in comparative management studies. Academy of Management journal, 13: 153-163. 1. Cole R.E. (1973). Functional alternatives and economic development: An empirical example of permanent employment in Japan. American sociological review, 38: 424-438