Leading and managing in developing countries: Challenge, growth and opportunities for twentyfirst century organisations

Michael ba BanutuGomez

    Research output: Contribution to journalArticlepeer-review

    11 Scopus citations

    Abstract

    This article deals with the importance of managing cultural differences in developing countries for twentyfirst century organisations. With increasing business globalisation and different cultures we have in this world, maintaining and managing cultural differences becomes a challenge for managers and supervisors in the twentyfirst century. Thus, managing cultural differences is an essential skill all managers must master if they are to be successful in the global marketplace. This article also addresses how lack of understanding of cultural differences can cause serious miscommunication, which can hinder the growth and the productivity of an organisation or company. It looks at how one’s own culture plays an important role in the way one manages, one must strive to learn, not only about the different culture which exists in the country where one wants to do business, but also, how to see one’s own culture in an objective manner. Finally, the article concludes by stressing why organisational leadership in a developing country requires a strong commitment to a high standard of conduct and being able to design and implement a bottomup management system which includes a twoway exchange of ideas, values innovation and creativity that nurtures flexibility and offers members the freedom to experiment.

    Original languageEnglish (US)
    Pages (from-to)29-41
    Number of pages13
    JournalCross Cultural Management: An International Journal
    Volume9
    Issue number4
    DOIs
    StatePublished - Dec 1 2002

    All Science Journal Classification (ASJC) codes

    • Cultural Studies
    • Sociology and Political Science

    Fingerprint

    Dive into the research topics of 'Leading and managing in developing countries: Challenge, growth and opportunities for twentyfirst century organisations'. Together they form a unique fingerprint.

    Cite this