Crossâ€Cultural Management in Albania

wipecutCultural circumspection in AlbaniaBrunilda MucollariDaniela H all(prenominal)aciJona LikskendajArli BarxhaniEraldo Bode suck up to it 01/20/2014Course fundamental lawal Behavior LeadershipInstructor Dr. Perparim Dervishi leave-taking I refine handst is more(prenominal)(prenominal) than(prenominal) frequently a source of remainder than of synergy. Cultural differences be a nuisance at best and a good deal a disaster. (www.uscivilizatio.com)Globalization, the land on which Cross Cultural focussing was sawed instaurationGlobalization is now becoming the future of the human. Humanity is now walk way on the path that leads to, what we call Becoming One. Technology founding is the main factor of this branch. It brings masses and nuances up together and by doing so they learn and enjoy each others way of living. The process seems to be long and elementaryally changing us and bringing in front what we tolerate consider positive or negative effects. pot from dis comparable refinings in fact might fill conflicts when laming together, or they might shargon experiences and improve their selves. Cultures intercept each other to permute doledge, traditions and experience and history has taught this to us. On the other hand has alike taught us that cultures exchange goods. At this point we come to the creation of a unmistakable pattern Cross Cultural care.cross-cultural ManagementCross-cultural management explains the behavior of people in organizations around the world and shows them how to work in organizations with employees and client populations from many different cultures. (Kawar, 2012)Multinational companies existed as early as 2 000 B.C. the Assyrians, the Phoenicians, the Greeks and the Romans they all had their suffer version of world(prenominal)ize trading. MultinationalManagement is getting more and more undeniable for all kinds of branches as the planetary market is shrinking. In the past century operation betwee n ripe industrial countries had it up and downs. Because of the both world wars this partnership came to a halt. This wars, on the other hand gave a boost later on to the global market. After and between the two wars the World Bank was Created, International fiscal Fund and General Agreement on Tariffs and Trade and after the Berlin seawall fall in the altogether markets were undecided to the free trade. These new emerging markets gave chances and opportunities to the line of work sector to increase their r all the likeues. In fact every surface ara has its culture and gulls them distinguishable from each other, as in fact every country has its middle class that was and is leave behinding to buy more international products and services. The necessitate to decrease the costs with bulge out affecting the revenue but on reverse gear increase them makes the global entrepreneurs to invest and construct their plants in locations that provide visit cost of production.While companies grow and enter the international trade, their size increases with their earnings. When this happens the companies invite to established their activity overseas and after than monitoring their activities across the b differentiate. This is in fact where cross-cultural management enters on the stage. Under these circumstances more and more the need for management is inevitable in the trading operations abroad. Managers often are part of the shareholders nationality, in other dustup an the Statesn occupancy in Albania exit definitely send an America citizen to manage their operations in Albania. The cultures are different between the two countries and this diversification brings up its tasks.Problems Cross??Dealing with people from different cultures and nationalities has its own problems. The main problem that Cross-Cultural Management faces is bulwarks. Barriers complicate the ongoing of operations and processes and tend to create roughlyly misunderstandings. The m ain barriers areLanguageCulture follow CultureLanguage is the head start tool when interacting with people. English is reliable as the international language all around the world and business has embraced this idea, but every country uses its own language firstly when dealing and communicating. Having said so, people have to learn first English even though it is non enough. The problem here is that words rat endure their meaning when translated and the thought also.Culture also creates a huge barrier by its set of set, language, behavior, business ethics, expected etiquette or packions. So if a manager operating in a foreign culture does not know the differences in the hosting culture, his or her message drive out be misunderstood.Company Culture mainly is considered as the norms and expectations that a lodge implies. This take ons policies and specific procedures, the rump of a ac bon tons culture. When a company enlarges its operations it is needed to find a connectio n between the cultures in order for the company culture to be accepted by the hosting culture.Culture shape Cross-Cultural ManagementThe vast part of a culture is absorbed by people during their childhood by the interaction with the surrounding people and purlieu and by doing so it helps people live within their society. Culture can be found on four different levelsNational take aim has to do with the differences between cultures in a national point of view. It deals with the set that people learn during their early life that becomes unchangeable and saint for them.Organizational level is the culture that is created within an organization and that is superficial. This culture is different from the company culture because it can change from an organization to another within the same country.Occupational level deals with different cultures created within an organization. This means that different cultures can be created in all departments of an organization.Gender level has to do w ith the cultures men and women create within their gender. This level can be defined as the close to common one.In fact all the upper paragraphs are a theoretical overview of Cross-Cultural Management and this is what generally happens around the world but will all this theory feet in the Albanian reality. To harbour an idea well-nigh this point an Albanian fact is pre directed in the heartbeat part of the paper.Part IIEDUCATIONAL CENTRE RESEARCH first appearance of the ProblemThere are differences in cultures in general between countries, in addition to this there are differences among works countries as well. The problem is how this affects the way of managing the organization. educational snapper is a company that operates in sixer countries Albania, Bulgaria, Moldova, Rumania, Montenegro, and Serbia. It is a Greek company and it has succeeded well. It is interesting to see how the different Bookshops are dealing with culture differences. educational total main world powe r is put in Thessaloniki, Greece and it has branches in six countries. We will concentrate our thoughts on the on a lower floorAre there any differences in how the six offices in the different countries are managed?If yes, are they a result of national business culture differences?If not, why are there no differences?PurposeThe purpose of this enquiry is to get an insight on how difficult is to manage a company across cultures. The purpose is to come up with a result that will reflect this or with a solution to dealing with differences.Countries of StudyThe countries in the study are the branches of Educational Centre in six countriesAlbania, Bulgaria, Moldova, Rumania, Montenegro, Serbia inquiry MethodThere are different approaches in developing a look for paper. We have chosen the qualitative method which is more about having long interviews with a smaller amount of people in order to get more detailed culture. The purpose of this method is to receive utter(a) descriptions an d it is very useful when you do not know a great deal of the phenomenon, or very small amounts of researches have already been done, as in the case of Educational Centre.Although the qualitative approach does not give any foundation, which can be used as a generalization for results. The purpose of the research is to get more thorough knowledge and understanding how Educational Centers in six countries , the qualitative approach will be used with a deductive approach. Six branch managers in six countries will be interviewed.The selective selection of the interviews has been on the purpose of getting in fill with people that have great insight on how things work in an Educational Centre.So the epitome of the Qualitative approach will lie downType of Data Qualitative data, text sections which illustrate theoretical variables or categoriesFlexibility BigData and compendium Interpret , in attendant order and integrated with data collectionUse beyond the cover examination Transfer abilityAll the interviews were intended to be modify in an sent back by email but in the end we had to Skype called and filled in with the answers.What is culture?Culture is a set of basic value, perceptions, wants and behaviors, think to achievement and success, activity and involvement, efficiency and practicality, progress, comfort, individualism, freedom, humanitarianism, youthfulness, fitness and health. Culture is the most basic cause of a persons wants and behavior, learned by a member of the society from the family, his own life experience and other primal institutionsCOMPANY CULTURE? Organizational Culture is the set of values, norms, standards of behavior, and common expectations that simpleness the ways individuals and groups in an organization interact with each other and work together to achieve the organizational goals.The History of Educational CentersThe Educational Centers were first plainspokened in Rumania and Bulgaria in 1992 (at that time known as Oxford Ce nters) providing the exclusivity of Oxford University loo in both ELT and Academic publications. Mr. Petros Papasarantoupoulos is their owner.Later on in 1994 they opened the offices in Serbia, Montenegro, Albania and Moldova.The business has increased rapidly by the novelty it offered in six countries which sooner 1990 were all isolated to foreign publishings and were eager to leering foreign languages which was totally forbidden in communist times.In the coming years the business was going to expand to more than just an International Bookshop. It was going to Provide International Exams and International Qualifications for Teachers which was so much needed in order to meet the international standards.The fancy of Educational CentersExpand and the success of the business was due to a imaginativeness which Educational Centre followed BETTER BOOKS, BETTER SERVICES. This was the philosophy everybody had to be center how to be better.The Educational Centre OrganizationThe company has such a flat body structure. The Central Office is in Thessaloniki Greece and the branches are in the downstairs countries directly depending on the Main office Thessaloniki Educational Centre AlbaniaEducational Centre BulgariaEducational Centre RumaniaEducational Centre SerbiaEducational Centre MontenegroEducational Centre MoldovaResults and AnalysisIt is important in analyzing the substitution office and the inspiration that this central office located in Thessaloniki is transmitting to its subordinate, Managers in six countries.Out of the questionnaire that is addition 1 at the end of this research paper resulted that , The global manager was a skilled one and he virtually always took care of all the skills he is required to have in order to be successful. He salaried too much attention of the regional differences in terms of subordinate and much more attention in terms of suppliers in international cultures.Attention was paid to his subordinates in terms of respect and always asked for the best possible to include all his managers in setting strategies and existence involved in team decisions. So ethical values that they should respect in the company were central to the CEO of Educational Centers .Business CultureDue to the fact that almost all of these countries were mainly coming out of the Communism effects in the 1990s they were relatively quiet new to business culture. While people in Greece, from antiquity, have been quite skilled with business and trade. A new culture was imposed to these people in the all these countries. They were more than open to a new business and especially focused in unlike Literature. But there was needed a knowhow to settle it in a conservative market. The imposed culture in all these countries has been almost analogous but being adapted in the way it could have been most successful. The results given in this table are coming as an analysis of the questionnaire given to the Managers in all these countries, revea led in the Appendix 2 in the end. In the analysis you will see that there are most lithe changes between management in some countries due to the slight cultural differences.The AnalysisIn all these countries as we may see there are a lot of similarities. First of all the structure is flat and the people are freely invited to talk to local managers and record their opinions. Every company uses first name based communications, which makes the atmosphere more warm and human based. The employee seems to be trusted only 10% upset seems to be present in some countries, which means that people note comfortable and happy to work for the company. The company pays attention to the worked by organizing trips and meetings which helps so much in building the team spirit.An important impact from the analysis is also the values within the company. People from the selection phase onwards entering the job are requested to be honest, responsible, loyal which are important in building a team sp irit inside the companies.Although may be slight changes in the order and qualities requested as the most important in a company. But they all are important and they all respect an excite top management atmosphere.Cross Cultural differencesThere may be seen slight changes in the way people from these different countries see their colleagues in the other countries concerning the way they express their emotions. Some countries are more open than the others, but what is important is that they all pay attention in respecting their colleagues in other countries. We may also have to take into consideration if these is all the work of them or is an inspired leader to dictate their way?If we base our self at Appendix 1 analysis we will see that the figure of the Top Management shows how much are taken in to consideration the differences between cultures before making a decision and all the skills required to be a good manager in a cross cultural surroundings. organism a successful manager meansGather information information about other culturesHave an open-minded approach to different cultures and valuesShow cultural differences and make the others aware of them and understand and gain validated experiences from themLearn from other cultural experiences and train people to attend cross cultural training and sessionsAll the above points are some of the most important noticed at the Educational Centre Top Management characteristics, which make him a skilled Global Manager.ResultsThe noticeable result out of the research was that between Educational Centers in these countries tried hard to hang on a unique culture, norms and values. The way that this is shown is that in every Educational Centre, everyone is move in team building activities.The way they are all manage with cultural differences is very inspiring it may seem somehow restricted to the Top management way. It is how they are working on preserving their own values and norms that are remarkable. From the very first day as an employee you will olfactory modality the culture and values within the institution, if you are not in breed with them they will be enforced upon you. So a newcomer will by rule follow the company trainings and then the sister companies trainings until being part of a trained team. The managers also participate in daily checkups to ensure that the staff is living by these norms, the staff answers questions regarding if the managers are working by them as well. You could say that Educational Centre does not break away on the aspect of taking in mind other countries cultures. They know about the different cultures in the countries where they enter, in order not to intermit anyone. But they go on by imposing a similar culture. It is almost impossible for Educational Centers to offer what market offers, they have to be unique in what offer and their concept it has been a winning concept so far.The main concerns for these companies, such as Educational centers, are to make sure they have strong culture on their own. They should have mop up values and norms and this should be diffused throughout the entire organization. It is also necessary that everyone feels comfortable making their voice heard working in an environment with differences in cultures.If they would not be so open in the organization and having such a flat hierarchy there probably would be a lot more complications.ReferencesPublishing ReferencesCross Cultural Management, dig French , second edition, cipdAjohannssen and P.A.Tufte 2003Hofstede , Geert and Hofstede , Gerty Jan 2005InterviewsB. Mucollari Educational Centre Albania(Manager)R. Saric- Educational Centre Serbia(Manager)G. Puerda Educational Centre Romania(Manager)T. Cernoc- Educational Centre Moldova (Manager)Bogovac Educational Centre Montenegro (Manager)K. Tetova Educational Centre Bulgaria (Manager)http//uscivilization.wordpress.com/2011/10/08/01/Kawar, T.I (2012). Cross-cultural Difference in Management.Jou rnal of Business and Social scientific discipline , 3(6), 107.