We have to discuss here the concepts and theory from the field of cross-cultural management so as to know how far employee participation at Equipos was achieved through the application of motivational strategies. Starting with an introduction we precede towards the issues in the organizations and their relevance with the motivation theories. Cross-cultural Management is a system organized to train people in the international business about the variations of cultures, practices and preferences of consumers around the world. At the end we will discuss about the international business strategies of the Cemex.
Table of Contents
Table of Contents3
Cross Cultural Management Issues6
Cemex International Business Strategy (1200 words)8
International Business Strategies9
Future Challenges to Cemex11
Cross-cultural Management is a system designed to train people in the global business about the variations of cultures, practices and preferences of consumers around the globe. It poses as a challenge for companies who participate in the global market. As time passes by, the diversity in culture, practices and preferences significantly increases, and so is the need for cross-cultural management, to be able to bridge the communication gaps for every culture. A lot of Employee participation at Equipos was achieved through the application of motivational strategies. The economic revolution which has been going on through out the world forced the business magnets to search for new areas in order to bring a new face and high stability to their business venture. As a part of the business development, the world of business needed a lot of experts in this field. In order to meet the fresh requirements people from various countries started to migrate to other places of the world and this enabled them to escape from the economic imbalance of the world by acquiring a comfortable and stable living means from the renewed business field.
The topic of employee motivation plays a central role in the field of management both practically and theoretically. According to Adler (2008: 25) “Managers see motivation as an integral part of the performance equation at all levels, while organizational researchers see it as a fundamental building block in the development of useful theories of effective management practice”. Indeed, the topic of motivation permeates many of the subfields that compose the study of management, including leadership, teams, performance management, managerial ethics, decision making, and organizational change. It is not surprising, therefore, that this topic has received so much attention over the past several decades in both research journals and management periodicals. To understand where the field is going, however, we must first understand where it has been. This introduction represents an overview of the field of work motivation from a theoretical standpoint and lays the foundation for the articles that follow.
The term motivation derives from the Latin word for movement (movere.) Building on this concept, Browaeys, defines motivation as “the contemporary (immediate) influence on direction, vigor, and persistence of action” (2008: 3), while French defines it as “a process governing choice made by persons among alternative forms of voluntary ...