managing cultural diversity in international business

Running Head: Managing cultural diversity in international business Insert Name Insert Course Title Insert Instructor`s Name Date \ The US/Polish firm is incorporation entity between the Polish and the US where its subsidiary is located. The main business headquarters is in Poland but the Company relocation to the US has been facilitated by the diversified and appreciation of the US culture. Generally, the company is non-bureaucratic with the total employees being 140. The managers in the two regions are well conversant with the work and family life of each other. In regarding the attitude of the Polish towards the US management, the perception is positive. For instance they claimed that the US business operation is healthy, real, honest, tough and fair. Contrary to this, the Polish culture being able to work in adverse conditions and also having experience in struggling on the hardship communist environment, found it well to combat with the US management expertise. Moreover, Multinational Corporation is believed to provide the company with employment security and due to the evitable low risk in case of bankruptcy. The other beneficial factor of the company involvement in Multinational Corporation is the provision of the efficient and dependent in terms of profit making. Consequently the Polish managers maintained that the new implementation and the practice enhanced individuals` development unlike in the case of the communist perception where the focus was on the team rather than individual. The belief of hard work enhances success was motivated in the US which was not the case in Poland. Hard work and success was a preference factor when promotion was to be considered. As such, these values were not incorporated in Poland as they did not consider the essence of good performance and competence of the individuals in the organization. The only consideration was the party membership which was perceived to be the base for the company`s success. Despite of this endeavors that the Polish enjoyed, there was incumbent conflicts in the culture in the two regions. First, managerial selection was perceived by the Polish managers to be adversely inconsistent with their culture. The managers were required to perform basic chores like sales before being accorded the managership. For instance, individuals were subjected to perform accountancy, sales and advertisement in order to acquire the basic functions involving business operations. This was not the case in Poland, where an individual/candidate applied for the manager role he/she was not entitled to perform any basic operations but was given the managerial docket immediately. Psychological contract was also another cultural conflict experienced by the polish managers. The company wanted the Polish managers to accept the psychological agreement between individuals and the business entity. This derailed the understanding between the private lives of the managers and their business lives. The Polish managers had believed that for success to be realized, much of their private lives was demanded which was not the case in Poland. Trust was a cultural trait that conflicted with the Polish managers` interest. As such, the US relie...