CONTEMPORARY INTERNATIONAL MANAGEMENT

PRACTICES

STUDENT ID:

STUDENT NAME:

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 Table of Contents
Introduction................................................................................................................................3

Section 1: Self-evaluation of current competencies...................................................................3

Cultural intelligence...............................................................................................................3

Knowledge of acquiring.....................................................................................................5

Strategic thinking build......................................................................................................5

Contemplate of motivation and ability...............................................................................5

Behaviour and perform......................................................................................................6

Cross-culture Leadership.......................................................................................................6

Area of working.................................................................................................................7

Multicultural team working....................................................................................................8

Hofstede Framework..........................................................................................................8

Area of working.................................................................................................................9

Section 2: Self-development Plans...........................................................................................10

Dimensions of cultural intelligence.....................................................................................12

Competencies in various levels of performance..................................................................14

Ethical..............................................................................................................................16

Cultural.............................................................................................................................18

Sustainable.......................................................................................................................20

Conclusion................................................................................................................................22

Reference List..........................................................................................................................24

Appendix..................................................................................................................................29

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 Appendix 1: Leaning Journals.............................................................................................29

Introduction

As mentioned by Kabalina, Zelenova and Reshetnikova (2019), international management is

extremely competitive because of the qualitative progress of human resources. Perhaps the

most important factors influencing these dynamics are personal development and technology

improvement. Companies must build strategies that not only increase their organisations'

resources but moreover anticipate and plan for opportunities, to meet today's severe

challenges (Anttila and Jussila, 2021).In this report, the main objectives are Students'

international management abilities will be developed and applied via comprehension, in an

intercultural organisation, management and employees must have intercultural management

theory and interpersonal abilities. This chapter is using the self-evaluation of current

competencies of cultural intelligence, cross-culture leadership and multicultural teamwork

along with self-development plans of cultural intelligence, competencies of various levels of

ethics, the culture that helps to understand the international management competencies.

Understanding how resources are transformed into products, the specifics of this procedure

affect a company's capabilities. The importance of both competencies and talents in an

organisation cannot be overstated. The "theoretical" aspect of ability is distinct from the

"practical" element of ability. It is an essential component of any value generating process.

Section 1: Self-evaluation of current competencies

Cultural intelligence

The capacity to relate and continue operating in diversified cultural contexts is referred to as

cultural intelligence. It is the ability to thrive across cultures and overcome barriers (Jyoti and

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Kour, 2017). During my three years at the Centre for Management Abilities, I gained a

wealth of cultural information and skills that will aid me in my future endeavours.

Professionals' personal growth can be aided in today's business world by their ability to

interact culturally with clients and colleagues. I can develop intercultural intelligence as a

professional skill by having a thorough awareness of culture and civilisation. This

understanding will be extremely useful to me as future organisational management. In my

opinion,I will gain a better understanding of the majority of the company's event attributes

along with knowledge, and skills. Also, According to Fang, Schei and Selart (2018), this

cultural intelligence has impacted employee morale, working place, quality of relationships.

At the time, I believed that contemplation may help me gain a better understanding of myself,

communicate new meaning and ideas, and debate themes relevant to emerging market

managers.

The Cultural Intelligence Assessment assesses ability in 4 categories: CQ Drive, CQ

Knowledge, CQ Strategy, and CQ Behaviour. It analyses performance in a range of

circumstances.It is helpful to conceive of it in terms of CI's fundamentals: acquire, build,

contemplate, and do.

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 Figure 1: Cultural intelligence model
(Source: Kurpis and Hunter, 2017)

Knowledge of acquiring

As mentioned by Korzilius, Bücker and Beerlage (2017), the knowledge that leaders have

when dealing with cultures that are unknown and distinct from their own is a critical

component of cross-cultural interaction. In this stage, I must understand how culture is

formed, understood, and distributed, as well as how cultural readings, interpretations, and

symbolism affect perceptions and actions. I should gather knowledge and information which

will assist me in identifying the parts of my society or at the company which functions.

Perception is the process of learning information through memories.

Strategic thinking build

When I gain knowledge about working culture, I know how to use it. This question focuses

on the aspects of cultural intelligence that relate to my capacity to strategy between cultures

as a leader. With planning and preparation, I can perceive the world around society. It is an

investigative job to figure out how things function and what stands to reason in a new culture

depending on the circumstances of the case (Jyoti and Kour, 2017). Strategic thinking is

important. It allows and me to think about or conceive knowledge in ways that will help me

to operate more effectively, listen carefully, and communicate with my friends from different

cultures. Knowing how to study and digest information will assist me in classifying unknown

circumstances.

Contemplate of motivation and ability

According to Fang, Schei and Selart (2018), the cultural intelligence model's third component

discusses our ability to pay attention to our environment as well as our reactions to novel

events. It is a reflection of my passions, goals, and objectives, as well as my readiness to

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collaborate on cultural exchanges. I gain more skills about how to motivate, how to suspend

my biases in my working place. This necessitates vigilance and awareness of understanding

and fulfilling my cultural surroundings. As a leadership, I will be able to spot hidden cultural

circumstances.

Behaviour and perform

I prefer to work traditionally most of the time, but as my proportions demonstrate, this isnot

always a good thing. Because I prefer orthodox religion and attempt to incorporate it into my

work, I donot always do well as a traditionalist. However, I believe that I require a transition

to make a decision as quickly as feasible because it is affecting my performance (Vlajčićet

al., 2019). In this phase, I learn how to behave with my friends, boss, and colleagues based

on new cultural surroundings.

Stress and worry make it difficult for me to communicate my thoughts and feelings to

persons from different cultures. In the future, I would like to enhance this by making a few

quick notes before voicing my opinions on issues that involve cooperation with people from

other cultures. I will be more prepared for future careers in international management if I pay

attention to this realm of cultural intelligence.

Cross-culture Leadership

Cross-culture management are a part of every Leader’s life. Leader, on the other hand, can

examine their effectiveness and reflect on what working and what doesnot, as well as how to

improve most effectively. As mentioned by Miao, Humphrey and Qian(2018), leaders' self-

evaluation of cross-culture should include suggestions on how to enhance the academic

performance of certain groups. I have learned lots of useful cross-culture leadership

knowledge and skills from my management skill centre which are helping me in the future. I

worked hard to learn the notion of cross-culture leadership to analyse and develop it as I

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prepared for management positions. Using cultural intelligence to turn off cruise control has

been beneficial (Madsen and Scribner, 2017). I faced some problems in leadership such as

when I participated passively in resolving problems or grievances in management skills.

Negative feedback is given to me more frequently than praise and appreciation. My

sensitivity to emotions and other events may impact my desire to spend time with friends and

family who understand and accept my need for isolation. I would like to share my vitality

with others. My friends and I have a strong relationship, and I establish trust by showing

concern for my well-being. Working in a group is something I enjoy doing. Direct leadership

jobs are something I enjoy. I am an outgoing person who frequently smiles and enjoys

engaging with others.

The ability of a leader to learn about cultures other than their own is one of the most

significant things I have learnt about intercultural interactions. Knowledge is an important

component of cross-cultural learning and leadership theories. Because, according to Gelfand

et al. (2017), understanding the cultural system is critical for everyone in a leadership or

management position, the ability to think strategically is valuable because it allows me to

better understand and apply the data I need to better serve my clients and colleagues. Because

I can understand how knowledge was obtained and learned, it aids in the classification of

unknown circumstances. I have increased my comprehension of what is going on around me

and how I react to new situations as a result of practice. They have also learnt to adapt to

changing circumstances and adjust their conduct as a result (Perryet al., 2018). To excel in

international business, I will need all of these abilities.

Area of working

I struggle with transitions from a leader and continue to work on my communication with

colleagues, consumers, clients, boss, particularly in cases. I struggled with maintaining our

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team that is highly successful and productive. Although our industry analysis and search

engine marketing were beneficial, I was unable to significantly boost visitors as a result.

Throughout this moment, I believe my talents and abilities to collaborate have been

beneficial. In my area, I took an active position, working fearlessly and sharing my ideas and

opinions. I plan to collaborate with my department of management skills. The larger and

more efficient team cloud helps me to meet our goals when it comes to leadership (Vlajčićet

al., 2019). I will try to every week organise a meeting to share our thoughts, knowledge, and

skills for selling our products every.

Multicultural team working

I learned a lot about intercultural collaboration and how to leverage it in future leadership

positions during my three years of management study. Professionals in today's corporate

world can benefit from the ability to engage with customers and colleagues of all ethnic

backgrounds (Jimenezet al., 2017). This helps me to use what I have learned about culture

and collaboration in my professional life. As the organisation's future manager, this

information is critical to me. I have come to the opinion that each person's cultural evolution

has an impact on how they see the world. According to Leeet al. (2018), people will have

various values, beliefs, and techniques for achieving their goals as a result of their upbringing

and education. It is especially useful when a fresh start necessitates creative thinking. As a

manager, my ability to think outside the box will aid you in working with a culturally diverse

staff. Collaborating with people from other cultures is a unique experience, but reaping the

benefits of diversity needs commitment.

Hofstede Framework

In Hofstede framework of multicultural team working, six components are power distance,

individuality, tolerance of uncertainty, masculinity vs femininity, long team vs. short term,

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and indulgence vs. restraints (PÎRLOG, 2021). It is used for multicultural dimensions. In this

framework, I have gained the power and equal sharing of whatever skill in working on

leadership and development of a team of the company in future growth. For me, one of the

most appealing features of this university is its diverse student body and international culture.

It was an incredible opportunity to study and live on campus among individuals from all

around the world. When it came to choosing a career, I always put meeting new people and

cultures first.

My multicultural team's management will help all of my employees. As per Ahmad (2018), I

was able to identify some crucial foreign languages that I will need to know in the future if I

wish to work in a multicultural context as a result of this. Only because of this capacity have I

been able to master working in a multicultural setting and properly manage multicultural

teams (Jimenezet al., 2017). This new data will guide me in reaching a larger audience with

my items. In cross-cultural leadership, I gain the strongest information.Those are I am open,

honest, and transparent about my own needs, perceived weaknesses, and past mistakes. Make

my workforce feel at ease and involved. As a result, I acquire psychological well-being and a

sense of team belonging. Thanks to my colleagues' ideas and my ability to interact well with

others, I accomplish my best in collaboration. Because various departments know how to

support and empower one another, cross-functional work can produce greater results for

customers (Romani et al., 2018).

Area of working

Delegating duties to colleagues is challenging for me especially if they are new members of

the team. I used to have too much work since I couldnot distribute the housework adequately.

I would like to be more involved in hiring new staff, particularly in CRM system training, so

that they can grasp the system's intricacies.

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Section 2: Self-development Plans

The basic crux of self-development plans in international management practices lies in the

fact that the enactment and enforcement of personal and self-development plans must

synergise with the goals and objectives of the company (Lejeune, Beausaert and Raemdonck,

2021). The orientation of the practices must take place in global standards of operation. The

following are some of the goals and objectives of the self-improvement and personal

development plans as a measure of international management practices in the contemporary

world on a six months' scale (Dachner et al., 2021):

Month Objectives to be looked after by the Plans for the workforce

leadership enforced by the leadership

First Considering the business goals The goals updatation

concerning the product or

services in the company include

the following:

 Increasing the product or

service’s market share

 Strengthen the customer

service policies

 Maintain and increase

profitability

Second Assess the skill gap analysis Employee management is a

constant process and must

include the following activities:

 Ensuring reduction in

employee turnover

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  Increasing employee

satisfaction

 Give small targets to the

employees and assess

their performance

 Make suitable training

material.

Third Planning of developmental activities The developmental activities

with the employees mainly

involve the following:

 Reaching out to more

community members.

 Highlight the

opportunities in each of

the departments to learn

Fourth Team development The leadership must encourage

the employees to work in small

groups within the teams with

the division of labour.

Fifth Identifying the employees with career and By monitoring performance in

leadership goals specific, anchored, measurable,

realistic and in the time frame.

Sixth Align the employee activities with the Make the employees of the

company goals team's interchange in the

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 department.

Chart: A representation of employees’ PDP as should be enforced by the company

leadership

Source: (Author)

Dimensions of cultural intelligence

The contemporary workforce on a global scale for any company is composed of diverse

environments in the internal and external business environment. They also get organised into

diverse work cultures and professional groups as per different requirements of the company.

Naturally, cultural intelligence in the aspect of international management practices in the

contemporary business eco-system is of the following dimensions (Schlaegel et al., 2021):

 Meta-cognitive – This type of cultural intelligence deals with the understanding of

the diverse background cultures of the workforce, cultural cum professional methods

and individual thought processes relating to the knowledge of controlling factors

towards progression.

 Cognitive – This section deals with the cultural intelligence about learning of the

norms and practices of a company, conventions, economic factors, legal and social

systems and the basic frameworks of ethics and knowledge in diverse cultural systems

of the world.

 Motivational – This category deals with identifying the functional areas that mark the

differences in the professional fields due to differences in culture.

 Behavioural – The respective verbal and non-verbal communications in the

professional sector result from the differences in cultural behaviour.

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 Physical - This mainly corresponds to the ability of a person to perform the customs

and work culture of a foreign place.

All the above-mentioned aspects of cultural intelligence progress in a systematic manner

that can be very well understood by the Cultural Quotient (CQ) model which states that

the fulfilment of cultural intelligence in practice progresses in the following manner

(Schlaegel et al., 2021):

 The meta-cognition deals with strategy

 Cognition deals with knowledge

 Behavioural cultural intelligence deals with action.

Based on the step-wise manner of the CQ, an individual can perform work and synergise

it with the company's objectives.

Figure: A representation of the Cultural intelligence model in practice

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 Source: (Semantic Scholar, 2021)

Competencies in various levels of performance

The competencies in international business management practices refer to the observable,

measurable and updatable patterns of skill, communication and knowledge. They help the

individuals to work towards their perfection in attaining the company’s objectives. The main

categories of competencies involved in international management practices in business

include the following (Tambunan et al., 2021):

 Unconscious level incompetence – This happens when the routine is only the driving

factor and the individual begins to believe there is nothing more to learn.

 Conscious level incompetence – This acts as a sudden knee-jerk reflex as if the

person knows nothing and has so many things to learn.

 Conscious level competence – The individuals in this level love to learn various

kinds of theories but are not equally well to apply them in practice.

 Conscious- Unconscious level incompetence – This represents the higher level of

competence where the person does a piece of work without thinking of it as a plan but

is aware of the principles of the skills, profession and objectives.

 Personal level competencies – These include the personal positivity of the

individuals and involve their level of creativity, integrity, discipline, tenacity,

determination, emotional balance and self-control.

 Inter-personal competencies – Interpersonal competencies are mainly marked by

communication, attitude, communication skills, delegation and respect.

 Core competencies – Core competencies for a company involve the employees' sense

of business vision, idea on resource management, networking and negotiation skills if

any.

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  Functional competencies – These include the respective skill set of a person like;

marketing, sales, accounting, business knowledge and many more.

 Cross-functional competencies – This represents the adjusting and adaptability

capacity of an employee to cope up with cross-departmental placements and skills.

Naturally, the leadership must hone each of these competent areas.

Figure: A representation of the competency areas and their categorisation for

international management practices in the contemporary business world.

Source: (SearchCIO. 2021)

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Ethical

Ethical competency refers to the moral upbringing and response of a person when they

encounter varying degrees of differences in morality, professionalism and cultural output.

This also reflects their sense of right or wrong concerning a particular set of objectives and

situations. Naturally, it is the role of the leadership to develop ethical leadership and enforce

the ethical levels of the employees towards the development and fulfilment of the company's

objectives. The best part of ethics is that no matter what culture or diverse background the

workforce comes from, the ethics remain constant from culture to culture. This aforesaid fact

can be effectively utilised by the leadership to develop positive work culture in the

workplace. The ethical competencies can be categorised into the following types based on

their progressions (Oh et al., 2021):

 Deontological ethics – This part deals with the morality of human beings towards

actions undertaken as responses or responsibilities.

 Teleological – This section deals with a long-lasting sense of duties and

responsibilities of an individual towards end-to-end duty completion.

 Virtue-based ethics – This represents the moral character and personality of a person

irrespective of their duties and responsibilities and is of the following steps and

categories;

o Supernaturalism

o Subjectivity

o Consequentiality

o Institutionalism

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 o Emotionalism

o Situationism.

Based on all the above-mentioned levels of ethics that guide the sense of duties of an

individual, the leadership can enforce the management practices of international standards in

the following manner (Oh et al., 2021);

 Normative ethics – This segment outlines the processes on how one must behave in a

professional set-up concerning responses, differences and actions. This makes the

identity and representation of the company where the employee is carrying out their

duties.

 Meta-ethics – This section deals with how one must adapt themselves to the changes

in the organisational policies and principles without deterring their prevalent skill sets

in question.

 Applied ethics – Here the principles of normative ethics about the description of a

company are outlined to the employees as; ethical codes for police officers, ethical

codes for teachers and so on.

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 Figure: A representation of types of ethical behaviour a leadership must consider

Source: (Making Business Matter. 2021)

Cultural

Cultural competency involves the practices and principles where one can effectively thin

communicate, work and develop meaningful professional relationships in the workplace. The

cultural competencies are of the following types (Paric et al., 2021):

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 Awareness – Every individual has got a diverse background of upbringing which

shapes their intellect along with their experiences. Naturally, it is the task of the

leadership to instil a sense of awareness in the workforce concerning different types

of diversities that may be there in the workplace.

 Attitude – This represents channelisation of the response of the individuals in matters

of similarities between opinions or their differences. It also demarcates one

communication and interactivity.

 Knowledge – This makes a wonderful backup and the requirement for prospering

effectively on the pillars of success. The better informed and knowledgeable the

leadership and the employees, the better will be their ease in understanding and

fulfilling the company's objectives, methods, procedures and principles.

 Skills – If knowledge makes the theoretical wisdom, then skills represent the

practicality of one’s knowledge that they can apply in the respective fields.

All of the above-mentioned points mark the cultural yet professional environment of a

workplace instilling positive work culture and healthy competition.

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 Figure: A representation of cultural competency management in the workplace

Source: (Author)

Sustainable

Competency in sustainability practices in the international management aspect is not only

important but also a key determinant of proper savings and resource allocation. Naturally, on

that note, the competencies in sustainable practices that deserve a mention include the

following (Wong and Ngai, 2021):

 Time management – Time management represents the effective designing of

workflow, proper division of labour among different levels and proper coordination

between the different stakeholders.

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 Resource management – This involves the proper allocation of resources concerning

the budget allocated by the financers and investors. Naturally better resource

manageability is exemplified by greater cost savings and revenue.

 Supportive work culture – It is the task of the leadership to eliminate any sort of

negative influences, demoralisation and unhealthy rivalries in the workplace even in

the face of adversity. Naturally, continuous coordination, employee engagement and

future forecasting remain the most important work of the leadership to maintain the

dynamicity of the workplace.

 Reduction in outsourcing costs – Efficient division of labour and time-boundedness

promotes employee engagement and help to reduce the outsourcing involvement in

the company affairs.

 Visibility improvement – Visibility improvement involves transparency in

communication, better interpersonal growth and an evident increase in the fame of the

country.

 Reputation improvement – The reputation of the company is largely dependent on

the customer service and employee satisfaction of the company other than employee

satisfaction.

 Improvement in work-life balance – Discipline and planning help to reduce long

extended shifts in the workplace and help to maintain a proper work-life balance.

 Investing in PDPs and Smart goals development – The companies must always

allocate a part of their savings or cost allotment in the training and employee

empowerment. This helps them to fulfil any set of customer development plans.

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Figure: A representation of Sustainable practices in international management practices

Source: (Research gate, 2021)

Conclusion

The future of international management practices mainly lies in the evolution of business

communication with the help of advanced data management systems. This aforesaid fact is

important for managing the skills and resources of the company. The future trend and

parameters of management practices at the international level are expected to encompass a

few main points of development. They are; crisis management, directorial management,

information management and the emergence of global management skills. They shall

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encompass the management of the market practice and the management of the operational

network in the external and internal business environment with the growing use of

technological skills.

Naturally, when business communication and data management marks the future trend of

global business, the international management practices shall also encompass data integration

channels. The data integration practices shall include; chat services channel, phone, video-

based conferencing, messaging, feedback and commenting most of which are evident even in

the recent past and the present. All these aforesaid practices shall only become more easy,

quick and efficient. These not only provide for effective employee management but also

wonderful customer service and enhancement in the company reputation in the global

business eco-system by tracking conversations and services.

Naturally, the personal development plan and cultural intelligence must also evolve

proportionately. The global workforce shall remain homogenous only in the aspect of the

workforce proceeding s of the company objectives. This workforce shall include a more and

more diverse group of people all working uni-directionally. On that note, the job of the

leadership in leading the workforce as a measure of international global practices shall

include the respect of diversity and making the workplace fit for one and all. Self and

personal development shall also be enforced and a model of leadership in the international

management practices.

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Appendix

Appendix 1: Leaning Journals

Entry 1

Date: 18th December

Learning Event: Cultural Intelligence

Skills required developing: ability to thrive across cultures and overcome barriers

Entry 2

Date: 18th December

Learning Event: Cross-culture Leadership

Skills required developing: skill to inspire and motivate people's opinions and actions

Entry 3

Date: 18th December

Learning Event: Multicultural team working

Skills required developing: Provides principles for dealing with multiculturalism among

staff.

29