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Cross Cultural Conflict Management

I have already identified the cost cultural challenge it is outlined below. I have already selected the 2 articles they are outlined below.
The paper instructions are to take the cross cultural challenge I have wrote about and
1.Include an introduction
2.Define the focus of your cross-cultural challenge and include the intersections this challenge has with communication and dialogue.
Using the two articles, craft a resolution plan for your challenge.
The two articles selected are below:
https://hbr.org/2016/06/3-situations-where-cross-cultural-communication-breaks-down
http://eprints.covenantuniversity.edu.ng/6594/1/effective%20communication%20a%20strategic%20tool%20for%20managing%20organizational%20conflict.pdf
3.Conclusion
Provide a rationale for how you devised the plan using a variety of the course materials and dialogue concepts to support your solutions. Explain why your plan will work to address the scenario.
Course materials are below:
[1] Hofstede’s Cultural Dimensions Theory
https://study.com/academy/lesson/hofstedes-cultural-dimensions-theory.htmlLinks to an external site.
[2] Stone, Douglas. 2010. Difficult Conversations: How to Discuss What Matters Most. New York: Penguin Books
[3] Store, Jonas. 2011. In defense of Dialogue. [TEDxRC2].
[4] Pearce, Barnett. 2007. Making Social Worlds. A communication Perspective. Malden:Blackwell Publishing.
• Identify the cross-cultural challenge
The cross-cultural challenge that I choose to write about involves an employee who works at the prison in the medical department. He is from Vietnam and is from the Vietnamese culture. The employee called me and wanted to know if he could come and talk to me regarding some concerns he had with his Employee Work Profile and also issues regarding his supervisor. Mr. Leung explained to me his issues with his supervisor adding additional responsibilities to his position without updating his Employee Work Profile. Mr. Leung further explained he felt like if these new duties were not added to the Employee Work Profile that he would not be evaluated appropriately on his performance evaluation. As I listened to him he shared with me, that he has attempted to speak with his supervisor regarding his concerns but she just brushes him off and really doesn’t take him seriously or doesn’t want to listen to him. As the dialogue continued I attempted to figure out the critical differences between the communication styles.
The cultural styles and social dimension of communications creating the cross-cultural challenge
Hofstede’s typology of national cultures identifies five dimensions, namely power distance, masculinity, uncertainty avoidance, time orientation, and collectivism.[1] Vietnam scores highly on power distance, long-term orientation, and collectivism, while it scores lowly on masculinity and uncertainty avoidance. Being a high power distance nation, Vietnamese nationals embrace negotiation as a conflict management tool.[2] The nation also scores highly on the power distance, which signifies that employee would report issues and misunderstandings to his seniors. He would scale the hierarchical ladder if his direct leaders failed to resolve them. The nation scores lowly on masculinity, which means that the employee desires job flexibility and involvement in decision-making. This explains the cross-cultural challenge between the supervisor and the employee.[3] The supervisor would have informed and consulted the employee about the changes in the work profile before implementing them to preempt the problem. Moreover, Vietnam is an self-governing and socialist society, which accentuates social justice, honesty, and responsibility. Thus, the supervisor deviated from these values by assigning the employee additional tasks beyond those specified in the Employee Work Profile.
This encounter exposed my biases about the Vietnamese culture. The fact that the Vietnamese culture espouses high power distance and tall hierarchical structures instigated misconceptions that Vietnamese employees are authoritative and self-centered. Moreover, I had misapprehensions that they disliked receiving directions from their superiors. I did not know that the employees from this culture were harmonious, as portrayed in their negotiation styles and approaches to conflict resolution. I also learned that Vietnamese employees prefer transparency and honesty.[4] This insinuates that, the supervisor could have defined roles clearly from the start to avoid challenges related to work profile.
[1] Hofstede’s Cultural Dimensions Theory
https://study.com/academy/lesson/hofstedes-cultural-dimensions-theory.htmlLinks to an external site.
[2] Stone, Douglas. 2010. Difficult Conversations: How to Discuss What Matters Most. New York: Penguin Books
[3] Store, Jonas. 2011. In defense of Dialogue. [TEDxRC2].
[4] Pearce, Barnett. 2007. Making Social Worlds. A communication Perspective. Malden:Blackwell Publishing.

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