By Aviva Rosen
The local management scene turned global, It requires different management skills that will
Our world becomes smaller daily, and, as a result, more complex to manage. When a company grows and wishes to go abroad, it has to learn the cultures, both general and organizational, of the companies it is willing to work with.
Nili Goldfein CEO of JLS, an international advising firm that went through a globalization process together with it’s clients, says that companies loke Amdox, Teva and Nice worked very hard in order to learn the new cultures they encountered.
In the economical world of the 21st century, a lot of companies, including American ones, act differently then they were used to in the last century. Goldfeinn says: “Not so long ago, American companies used to duplicate their management style in a manner of ‘copy exactly’. Today they understand that this way does not work any more, and they adjust their management style to fit the local culture of every branch”.
It’s not only that management styles differ now, but the center of operations shifts as well. Nowadays, the areas of Indo-China and Africa are more active and developing economically. It has extensive influence on glocal management shifts as well. So does the vast development of the internet and social networks.
Because of that, we see that glocality, virtual work, organizational complexity and work by time zones make organizations flatten their hierarchic and structures
, and break the central organizational culture the way that enables to communicate the most important organizational values in their branches across the world.
-Glocal organizations are investing a lot of effort in order to produce and maintain the relationship between central management and the branches by recruiting people
that are most appropriate for your organization. There are workers whose occupation is to save constant balance between global organizational culture and the local culture of the company’s branches.
Global companies send many workers abroad and relocate them. “There is a natural tendency, ” explains Goldfein, ” For Israelis, for instance, to trust other Israelis, that’s also true for Americans who rely on other Americans etc, still, managements understand that in order to succeed, they should give a lot of freedom in management to local branches.
Goldfein gives an example of voluntary projects undertaken by the company Applied Materials in its branches worldwide. While the Israeli branch chose as its project to volunteer to teach underachieving children from low socioeconomic standing, the Japanese branch selected to maintain cleanliness of the streets. These preferences convey the importance of local culture in the global society. Goldfein suggests to it’s clients, both Israeli and foreign, not to forget, when looking for new markets and establishing new branches abroad, the importance of the glocality. “Each branch should establish a detailed plan in advance, and take into account the important elements of corporate culture along with important local elements. While it should decide on the most important vision and corporate values they want to instill. Executive development programs also should be in clear line of the framework. “
Eithan Meiri, CEO of the consulting firm ‘Effective Management’, explains that many business people, including Israelis, think that working with foreign cultures is easy, especially after vising it twice or three times, they are sure that they already know the culture. This is, of course, an illusion. It’s not only about understanding nuances of conversation which is complex in itself, , but also knowledge of customs and rituals. Israelis, for example, tend to interrupt each other frequently during the conversation and that seems completely normal for them. Swedes, on the other hand, would not interrupt each other, and they would even linger a few seconds before replying which implies their respect to their peers. “
Of course, this Israeli trait pf mutual speech interruption is also associated with other national traits expressed in the relationship between business people. While American businessmen, Jews and non-Jews, usually prefer to plan in advance as possible, Israelis tend to improvise in motion. These differences of cultures and mentalities sometimes make joint business problematic. “If Americans and Israelis could find a way to combine the best of both worlds, creativity and dealing with changes in motion on the one hand and thorough planning on the other, they could profit from it immensely. Often, this is not what happens.”
When Jews do business with Jews, even if they are from different cultures, they have a lot in common. In general, people like to do business with their own kind, just as Irish prefer to do business with other Irish. “Jews from all over the world have something in common, and can create basic trust, in a sense, a feeling of ‘we the same village’, we have kinship or mutual friends. This also makes It easier, of course, to get information about people who have a lot in common. This makes the global village friendlier.