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Effective Business Strategies: Cultural Awareness, Rapport Management & Power Distribution

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Introduction- Cultural Perspectives on Constructive Communication in Global Business

Culture represents a whole new value added to the digital business era. All countries have a different concept. Knowledge of the thinking and behavioral strategies of workers from other cultures contributes to the formation of constructive communication and complete visual interaction. Cultural management begins with knowledge management. Culture is a way of knowing, and through personal experience it can be greatly improved. The ability of cultural technologies enables you to create channels of communication with foreign business partners and to establish trustworthy and sustainable relationships (Manrai et al., 2010). The process of achieving cultural awareness consists of four main steps: thinking, understanding, vision and action. For each step, you will get tests with image analysis. They provide a better understanding of how you can see what is happening abroad. The main goal is a systematic learning process and to improve the personal ability to deal with the unusual. Each example provides information about a specific cultural background and a customized pattern of local work practices. It is also a medium of cross cultural interaction between different countries and between different cultures.

Rapport Management Strategies

Whether it is a big or a small business making a rapport with other players in the competitive market and especially with the customers is of prime necessity for all business intellectual business management organizations. Rapport Management is a definite requirement for every business organizations to build a strong tie up and long term association for the growth of business. Although the rapport management is a requirement for every aspect of life but business is o top priority which is a chain system and multiplies with building a rapport. Without having a rapport in the market field growth of business is impossible (Bourdage & J., 2012).

Intellectual Business management strategies are really responsible for things like planning, scheduling, running and controlling. When planning is done by a manager or supervisor, the supervisor directs the staff to work towards achieving the goals set by the business in order to achieve and control the process of evaluating the output generated for that purpose.

A management strategy is defined as a strategic approach to achieving the most effective, medium or small business management business. The concept began to grow as a discipline in the 1950s and 60s, gaining momentum through growth and portfolio theory in the 1970s. Steps covering all leadership strategies must be followed by all businesses to achieve their long-term goals in order to achieve maximum growth and profitability over time. A management strategy such as defining corporate goals, formulating policies and plans to achieve these goals and guiding the implementation of these policies and allocating resources to achieve these goals. Most importantly, a strategy in business is a dynamic process that encompasses all industries and businesses in which the company is engaged in a framework similar to the game theory (Roulin et al., 2014).

This can be said that business management strategies are highly dependent on the basic market principles of appropriate employment, effective research and development activities, setting standards, outsourcing and improving the company's revenue.

How does an unequal distribution of power impacts managerial approaches?

The power varies in the size of the group and its use varies from group to group. Power distribution is necessary in the principles of management but uneven distribution of power leads to conflicts between the workers and so it should be avoided

The following are the consequences of power distribution-

  1. Distribution methods: Groups vary in the way power is distributed. When groups have unequal power levels among members, there is more mistrust, less communication, and more social problems than equal groups.
  2. Less communication: Groups with stronger leaders tend to have less communication and make more independent decisions, thus reducing the quality of group decisions.
  3. Diversity: Unequal power is often caused by diversity, which contributes to group communication. Top members speak louder and are more likely to speak to the whole group.
  4. It prevents you from making good decisions: Members communicate more with people in positions of authority and pay more attention to what they say. The lower echelons of society often speak less and are less inclined to say that they are true opinions when they differ from those of people in high positions. People in senior positions therefore have a greater influence on group discussions. This form of communication does not lead to good decisions or to satisfied and motivated team members (Levashina et al., 2007).
  5. Use intimidation: When power is unequal due to situation or other factors, the group can try to improve the situation by using group goals to balance power and control. The group may have practices that promote open and shared communication, prevent the use of intimidation or intimidation, and promote independent thinking. All of this helps to reduce the impact of power differences on the team (Levashina et al., 2007).

What style of persuasion is valued the most by your culture and how that style impacts how people work in your country

Recruitment is not just for marketing. Every business leader urges employees to work in accordance with the company's values and strategies. Every business leader urges suppliers and supporting companies to provide good service at reasonable prices. Most senior executives spend more time trying to persuade others than planning strategies. So let's get better in faith. Also persuasion is directly proportional to the culture of the varied countries.

In our country Persuasion has really been very effective tool to the growth of the business and continual development in research and development.

Literature Review

Literary research during the global survey, several factors was identified that affected the involvement of employees in the organization.

Some of these are discussed in the following process

  • Professional development companies with highly committed employees provide many opportunities for their employees to learn skills, develop skills, acquire knowledge and access their skills. Efficient development strategies help companies retain talented employees and provide opportunities for personal development. Employees tend to invest in their investment companies by planning for Business Growth 1. Employment promotion is a global factor in employee engagement. Adequate staff development through training, skills and learning will lead to greater employee involvement in relation to work and organization
  • Efficient Skills Management The culture of employee engagement recognizes the diversity associated with employee skills and competencies and encourages employees to achieve and achieve a vision for the future. A skill management strategy that integrates job planning, organizational support and incentives will lead to greater engagement and less organizational attraction. Employee involvement seems to be greatly affected by one factor, disease management among others. However, the indices also show that no variant model shows the importance and trend of acquiring all variables because different employees place different emphasis on the variables that contribute to enrollment. This diversity may arise due to personal and work characteristics, gender differences and ethnic differences (Mast et al., 2011). It was also found that differences between involvement and leadership characteristics, i.e. work orientation and relationships with each other, show significant deviations.
  • Leaders when employees see that they are appreciated by their supervisors, they show more involvement in the organization and focus on leadership (for example, interviews only). For businesses, leadership needs to be visionary, focus on the future and add employees to their vision to increase employee engagement. It has also been found that the main driver of employee involvement is employees who think their leadership is accountable. The degree of rotation of leading members between directors and employees affects the level of employee involvement (Chen & C.P., 2008).
  • Transparency of company values, policies and practices Human resources practices and policies play an important role in ending employee-employer relationships. It was found that there was no direct correlation between human resource practices and policies and employee involvement (Rosenfeld et al., 1995). In fact, it was pointed out that the relationship between HR practices and engagement is not direct. Two important factors affect human resource practices, tax manager behavior and personal work. There is a real relationship between these two partners and employees. Employees need to realize that the values of their companies are clear and unambiguous in order to create greater engagement. Evaluation, among other things, was found to be a precursor to employee involvement.
  • Employee Respected Management Research firms RT Santani, Mita Mehta, Akansha Mall and Washway Cougar Volume 9 (15) show that successful companies tend to value and contribute their employees to the company and their qualifications. April 2016 | www.indjst.org Indian Journal of Science and Technology 3rd Level Job. A culture that is respected by well-engaged employees. Managers 'attitude with respect for the employee and good management of the employee understands whether the supervisor has noticed the employee's comments or suggestions, whether it is important to the employee or whether they can communicate effectively with the employee. Engaging with common practices plays the role of facilitators and respects employees, thus enhancing participation.
  • Corporate Ethics Standards Company ethics standards contribute to employee engagement. How employees are prepared to support a company's services and products depends on their perception of the quality of services and products. The involvement of senior staff is also linked to higher levels of customer engagement. The image of the company viewed by the employees also reflects the level of employee involvement. As an organization ethnic ethics have a positive impact on employee engagement.
  • Empowerment employees think they can express their views on decisions that may affect their work. The leadership of highly engaged workplaces creates a challenging and reliable environment where employees are urged not to conform to existing traditional practices and to help revitalize and grow the organization. The ability of employees to present their ideas to senior management also contributes to participation. It has also been found that control and rewards and recognition and value predict employee involvement. It has also been found that greater commitment to the manager improves employee engagement levels leading to higher learning and new entry 14. Employees feel empowered when they see their manager having a style of empowerment, and this gives them the motivation and the company's right to get more involved (Sakamoto et , 2010).

Having gone through different available literature review, It can clearly be understood and undermined that in business Intellectual management play a critical role and without appropriate persuasion to the business partners and the clientele it is really tough to get an edge over the other players in the market.


Having done a thorough study on the subject it clearly states that strategies formulation and building is an integral part in the business environment. Also while distribution of power is done, it should be done equally so as to avoid any conflicts in the work environment.


Manrai, L. A., & Manrai, A. K. (2010). The influence of culture in international business negotiations: a new conceptual framework and managerial implications. Journal of Transnational Management, 15(1), 69-100.

Bourdage, J. (2012). Impression management in the interview: An investigation of personality, impression management, interview structure, and interview performance (Unpublished doctoral dissertation). University of Calgary, Calgary, AB.

Chen, C. P. (2008). Career guidance with immigrants. In J. A. Athanasu & R. V. Esbroeck (Eds.), International handbook of career guidance (pp. 419-442). Sydney, AU: Springer.

Levashina, J., & Campion, M.A. (2007). Measuring faking in the employment interview: Development and validation of an interview faking behavior scale. Journal of Applied Psychology, 92, 1638-1656. doi: 10.1037/0021-9010.92.6.1638

Mast, S., Frauendorfer, D., and Popovic, L. (2011). Self-promoting and modest job applicants in different cultures. Journal of Personnel Psychology, 10(2), 70-77. doi: 10.1027/1866-5888/a000034

Rosenfeld, P.R., Giacalone, R.A., & Riordan, C.A. (1995). Impression management in organizations: Theory, measurement, and practice. New York, NY: Routledge.

Roulin, N., Bangerter, A., & Levashina, J. (2014). Interviewers' perceptions of impression management in employment interviews. Journal of Managerial Psychology, 29(2), 141-163. doi:10.1108/JMP-10-2012-0295

Sakamoto, I., Chin, M., & Young, M. (2010). Canadian experience, employment challenges, and skilled immigrants. Settlement of Newcomers to Canada, 12, 145 -151.

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