Bus854 Managing Cultural Diversity-Cross Cultural Assessment Answers

Answer:

Cross-cultural negotiation is the management of human resources and adopting different cultures to enable proper functioning of the organization through promotion of good communication and better organizational performance too. The cross-cultural management and leadership enable to create an impact by the societal culture on the practices of management and decision making within the business organization named Woolworths, Australia to ensure successful global business. The management of cross cultures has also helped in understanding the different cultural orientations of the members of the organization with ease and effectiveness (Barak 2016). The cross-cultural leadership mainly focuses on how the leaders of the organizations manage the workforce by promoting good communication between employees belonging from different cultures and allowing them to work in coordination and as an unit to improve the organizational performance (Bouyssou et al. 2013).

The research background focuses on the cross cultural negotiations that enable the cross cultural management to negotiate with the workers of Woolworths, Australia and implement effective strategies to develop mutual agreements between the various stakeholders involved in business. As the research topic is based on the leading and managing of people within a culturally diverse environment, so in order to make the employees belonging from different cultures working as an unit, cross cultural negotiations are essential to facilitate the process of decision making and even enhance the workforce efficacy (Erez et al. 2013).

The cross-cultural negotiations can help in focusing on how to strengthen relationships between the businesses, create good relationship between the parties and manage social gatherings too during the process of negotiation. Cross-cultural negotiations can result in high commitment by workers to control the loose contracts and for managing that, it is important to make necessary investments without any fixed terms and conditions to respond to the changing needs of customers in the international business environment for the Australian retail company named Woolworths (Cavusgil et al. 2014). The cross-cultural negotiations facilitates the long and slow decision making process, furthermore enhances the ability to develop relationships and make proper contracts to elongate the process of negotiation and decision-making.

The profession, ethnicity and gender play a vital role because these can hinder the successful management of international business as well as create issues while making decisions effectively. Thus, it is necessary to map the governance and decision making process, furthermore manage business globally between the businesses across borders (Chaney and Martin 2013). The cross cultural negotiations of Woolworths, Australia not only facilitates the proper management of international business, but also helps the business organizations to expand its business by attracting new customers. This would also enhance the level of profit and allow the company to gain competitive advantage in business. The strategies must be designed properly to reach the right kinds of people and create maximum positive impact on the business operations and processes to generate a sustainable deal through the formation of agreements between the parties with ease and efficiency (Denson and Bowman 2013).

The rationale of the research illustrates the problem related to the cross-cultural negotiations. It is often seen that when people from different backgrounds and cultures meet within a workforce, there are chances of conflicts and misunderstandings, which create not only organizational issues but also hinders the successful completion of tasks and achievement of business goals and objectives effectively. The research topic is selected to enable cross-cultural negotiations and make decisions properly for resolving such conflicts between the workers and ensure successful business functioning of Woolworths (Forehand and Kotchick 2016).

It is seen that negotiations made while managing international business can become unsuccessful when the parties belong from different cultures and face difficulties to interact with each other properly. This not only deteriorates the ability to make decisions but also creates difficulty to make contracts and agreements properly with the business partners from different culture. The process of making decisions do not always go according to the top down approach or consensus, rather it creates inaccurate agreements between the parties and results in pressure, override dissenters and sidestepping as well (Erez et al. 2013).

The aim of the research is to identify the impact of cross cultural negotiations and decision making on the management of international business. The purpose of conducting the research is to evaluate the ways by which cross cultural negotiations are managed and decisions are made to make the international business successful and noteworthy (Fatima Oliveira 2013).

• To identify the ways by which cross cultural negotiations can promote good communication and facilitate the international business management process
• To evaluate the measures that are undertaken to ensure successful cross cultural management
• To assess the impact of cross cultural negotiations on the process of decision making
• To recommended necessary measures for managing cross cultural negotiations properly and making effective business decisions during the international business management

1.5 Research questions

1. What are the approaches used to promote good communication by cross-cultural negotiations?
2. What kinds of measure are undertaken for managing the cross-cultural activities at the workplace efficiently?
3. How could the cross-cultural negotiations create an impact on the decision making process?
4. What suitable measures are recommended for proper management of cross-cultural negotiations and improve the organizational performance?

1.6 Research hypothesis

H0: The cross-cultural negotiations and decision-making cannot make any such impact on the organizational performance

H1: The cross-cultural negotiations promote effective communication between employees and improve the efficiency of decision-making process

2.0 Cross cultural negotiations

It is the ability of the management to negotiate the agreements and contracts for improving the productivity level and gain ideas about how to implement the new strategies for the successful management of the international business for the retail sector in Australia. Within the global business environment, the differences in cultures could create various issues while negotiating the contracts and agreements and furthermore hinder the successful sales efforts (Griffin and Pustay 2012). The differences in the process of cross cultural negotiations could include the time taken for managing the process of negotiation, focus on the tasks and interpersonal relationships and furthermore evaluate the numbers of stakeholders who are responsible for creating impacts on the management of global business within the retail industry of Australia. The managers of the organizations must be accustomed with the cultural background and things of motivation that could create an impact on the motivation, furthermore facilitate the process of managing controls and progress to reach the business goals and objectives with ease and effectiveness (Hurtado et al. 2012).

The negotiation process enables to build mutual trust and loyalty between the businesses and then make decisions for the deriving of good outcomes. To develop relationships, it is essential to discuss the various terms and conditions and then exchange or share task related information to state the position and understand the views and opinions of the another party who is involved with the negotiations for the management of business globally within the retail industry of Australia (Kimmel and Volet 2012). The factual appeals are based on the information related to the goals and objectives, utilize the affective appeals and employ the axiomatic appeals that can be accepted by the society. To manage the cross-cultural negotiations, it is important for the manager to understand, gain relevant knowledge and information of the parties for making the meeting successful, make adjustments and control the situation and remain innovative. The approach of problem solving can also help to facilitate the process of making cross-cultural negotiations and treat everyone with equal respect and make sure that none of the negotiators are wrongly blamed for any cause (Podsiadlowski et al. 2013).

2.1 Decision making impact on the international business

The internationalization of business can create impact on the decision making process handled by the managers as well as address the issues that are related to the management of global decisions in business. The managers to enhance their decision-making skills and abilities, furthermore determine the ways by which the groups present within the organization can support the manager to start and progress through the various stages of the international business management address the multiple intelligences. It is also based on the kind of task or activity that can have a profound effect on the process of decision-making managed by the manager of the organization in Australia within the retail industry (Poe, Norman and Levin 2014). One of the major issues is that the global orientation to decision making is somewhat different from the processes of decision making that are used by the managers of the organization from the multinational perspective  (Poulis, Poulis and Plakoyiannaki 2013).

2.2 International business theories

The international business theories are the various concepts of exchanging the products and services between the individuals or between the businesses. Though it incurs huge investments, still the international business theories are associated with the exchange of people and entities between th9e businesses from different cultures. To promote collaboration and manage the negotiations while managing the international business, it is important to understand the cross cultural differences and then make a decision for successful management of international trade through acquisition of more customers and obtain good levels of profit in business as well (Song et al. 2012).  The people manages the international trade because of the benefits obtained from the exchange. The international business is managed with the use of various policies, theories and business strategies and even gains the support of the Government to make progress (Wild, Wild and Han 2014).

2.3 Impact of cross-cultural negotiations

The cross-cultural negotiations are managed by the management of the organizations to make negotiations for the purpose of implementing effective strategies to ensure mutual agreements and improve the efficiency of decision making process effectively. There are various stakeholders involved in the cross-cultural negotiations and it is useful for the management of agreements between the organizations present in the home country and host country. Cross-cultural negotiations include various steps including the preparation, development of relationships, sharing and exchange of task related information, manage persuasion and lastly create mutual agreements and concessions (Mor, Morris and Joh 2013). Because of the difference in cultures and backgrounds, the people working within the organizations might face difficulties such as language barriers and inability to cope up with the new surroundings. The cross cultural negotiations are made to overcome the issues that may be faced while managing international business through development of mutual agreements and establishing close connection between the stakeholders of the organization (Ng et al. 2012).

The international business impact on the domestic markets has arisen certain questions like ways of surviving in the global business environment and how can the business run more effectively through proper cross-cultural negotiations and decision making. Though there were various issues related to the international competitive environment, suppliers and foreign clients, still there could be greater scopes and opportunities for the growth and development of business. The managers must manage the cross-cultural negotiation activities to avoid the barriers and establish current forms of global business policies and procedures with ease and effectiveness (Bouyssou et al. 2013).

To manage business globally, it is important to negotiate the environment, identify the cultural and sub-cultural differences, understand the culture followed by the other business organizations. Implement foreign laws, rules and regulations and prevent issues like financial instability and changes in economy that can result in the downfall of business. Negotiating with the business organization in some outside culture may be difficult and for dealing with such kinds of situations, language is not the only thing that can help to start the cross cultural negotiations, but the development of trust and loyalty is also essential for ensuring successful negotiations and agreements for the management of successful global business by Woolworths (Cavusgil et al. 2014).

2.4 Various stages of the negotiation process

It could be understood that the research was secondary, and so various articles, documents, journals and websites were searched for to obtain the most relevant information and complete the research successfully. The different stages of the prices of negotiation are preparation, development or building of relationships, exchanging information related to the tasks, manage persuasion and finally develop mutual agreements and concessions for ensuring that good results are derived from international business. It is found that the cross-cultural negotiations and decision making are interrelated and this can promote good communication between the organizational human resources and establish clear goals and objectives that are needed to be achieved for managing international business (Nielsen and Nielsen 2013).

Preparation

The individuals involved with the negotiations activities must be aware of the background and the entire situation for developing an whole insight about how international business can be started. The individuals should also be familiarized with the cultural differences, language barriers and even the environmental conditions that might affect the successful management of international business. The demands and preferences of people in the different place must be started and they to assess the conditions and make proper decisions should follow proper guidelines (Okoro 2012). This stage helps in the composition of team that is required for managing the cross-cultural activities and decision making process during the international business.

Development of relationships

Cross-cultural negotiations would be successful when trust and loyalty should be developed prior to the discussions made. The other information related to social events, tours and extra activities must be known too along with proper utilization of intermediary for managing international business properly. Informal communications were held within the organizations to understand the benefits of starting international business and how the organizations would be able to expand its business through making good decisions (Rehg et al. 2012).

Exchanging task related information

Both the individuals who are involved with the making of decisions and mutual agreements must prepare a presentation and state the position of progress. Various questions should be asked regarding the management of international business in some other country and ways of implementing good cross-cultural methods. By exchanging task related information, it would be easy to form mutual agreements and make decisions as well (Chaney and Martin 2013).

Persuasion

This stage allowed for both the parties agree to the context and accept each others’ opinions to take persuasion before managing the social setting through mutual agreements (Thomas and Peterson 2017). This stage supported the individualism vs collectivism theory to address relationship between the individuals and allowed them to make decisions by considering each other’s views and responses properly.

Concessions and agreements

Here the mutual agreements were already made and the cross-cultural negotiators would be able to know the strategies for resolving the cross-cultural differences and implement those to manage global business successfully for the organizations in United States.

2.5 Factors impacting the cross-cultural negotiations and decision making

The various factors that could create an impact on the decision-making had been organizing the team consisting of a leader who could handle the cultural differences properly and make the team members understand about the new culture that they should be adapted to. The goals of negotiation must be clear along with maintenance of formal or informal personal style. This would facilitate the communication process and make the negotiation process successful for mutually agreeing to some context related to the start of an international business (Zander, Mockaitis and Butler 2012). The agreements built should be based on the making of decisions by assessing the cross-cultural activities and enhance the ability of stakeholders to handle risks.

The cross-cultural negotiations are managed to create mutual satisfaction and achieve the purpose of it to generate long lasting relationships as well as derive positive outcomes. There are other factors too such as dress codes, the individuals who manage the cross-cultural negotiations, entertainment based on the culture of the organization, providing of rewards or gifts and maintaining a degree of formality. Communication is another factor that influences the cross-cultural negotiations and decision making activities to manage global business properly and also establish proper understanding between the parties, furthermore creating positive impact on the business by generating more revenue and gaining competitive advantage in business. Both verbal and non-verbal communication can create a major impact on the persuasion factor, which can enable the business organisations to express their feelings to the people of that culture and negotiate with the by understanding their needs and preferences with convenience (Denson and Bowman 2014). The communication procedure must be relevant to the cross-cultural negotiations for managing the sharing and exchange of information and understand the needs, preferences and find the common interests of the company and the company belonging from some different culture with whom negotiations are formed.

The ability to take risks and avoidance of uncertainties is also important to manage cross cultural negotiations ad create trust and loyalty among the two business organizations for developing something new and innovative. Consideration of time is another aspect that influences the cross-cultural negotiations and making of decisions by developing good relationships and make assumptions of various things that can happen in the future. The ways or approaches that are followed to promote negotiations between the team members are also important for discussing the major aspects of international business and agree to the important aspects that can facilitate the decision making afterwards (Erez et al. 2013). Cross-cultural negotiations with a team could also help in identifying the leader and manage the authority of the business organization owner to make decisions properly.

It could be clearly understood that the different forms of agreements that were made had been based on the decisions made and this promoted good relationships between the parties and even formed contracts that should be necessary for the management of international business by Woolworths in Australia. The power distance factor showed the acceptance of power and authority and prevented the cross-cultural barriers, furthermore promoted equality among the people and negotiates about various important things that would be required for the international business management and proper decision-making (Fatima Oliveira 2013). The own behaviours, attitudes and the personal style followed could also help in assuming certain aspects that might be generated after the process of negotiation had been completed. This would not only foster the development of good relationships between the business organizations from different culture, but even could accelerate the problem solving solutions’ efficiency largely.

2.6 Issues resulting from the impact of culture on business negotiations 

The business present in a different culture while managing negotiations can cause explaining a different view of the purpose of negotiation. During the management of decisions and agreements of contracts between two parties from different cultures, conflicts and misunderstandings tend to occur while developing relationships. The contract that is written could explain the relationship, though it may even create conflicts and hinder the completion of various agreements and contracts and make the decision making process unsuccessful. Due to the cultural differences, the deals are made by the business organizations based on their attitudes and behaviours. The negotiations are mutual and in case the opinions and responses of the business owners differ, then there may be further problems that can prevent successful decision making and management of international business with ease and effectiveness (Griffin and Pustay 2012).

The personal style possessed by a person expresses the way business organization negotiates with the other organization regarding expansion of business based on some agreements and contracts. The culture is another important aspect that affects the personal style and behavior of individuals during the process of negotiation from the business perspective. The person who manages the business negotiations can address the most important things, avoid the anecdote, and avoid doing other activities that might be problematic for the business. The informal style negotiator could start discussions by developing good relationships with the business owners and make deals for the benefit of the business (Hurtado et al. 2012). Communication should also be managed consistently for managing proper flow and exchange of data and information and furthermore ensure successful interaction between the business negotiators and expand the business globally.

2.7 Coping with the culture 

Prior to the cross-cultural negotiations, it is needed to cope with the culture of the place where the business organization with whom agreements shall be formed is located. The business negotiations and decision making could be successful when the internal environment would be assessed and then provide suitable guidelines and rules for managing the international business properly. To cope with the culture, the business organization must learn the other side of the culture and understand the new culture, which would help in selecting the most suitable strategy during the cross cultural negotiations (Kimmel and Volet 2012). The principal influences must be identified that had been created by the foreign culture for making the deal or agreement successful. Preventing stereotype is essential as well for determining the needs and requirements of the other side and take advantage of the opportunity to create a trust between the business stakeholders who would be part of the decision making. The values and beliefs of the other business organization should be considered, bridge the culture gap to create good interpersonal relationships and ensure that the professional cultures were maintained for the management of business relations and starting of international business (Podsiadlowski et al. 2013).

2.8 Literature gaps

The literature gaps included the lack of relevant journals, articles and web sites from where the data was to be found. Few of the articles and documents were not authenticated and so relevant information and data related to the research topic was not found, which created complexities that might have further hindered the successful research conduction. There were necessity of permissions to derive important data in certain cases, because of which the costs got higher. It was difficult to manage investments properly to ensure that relevant data and information based on the research are gathered. Other gaps in the literature had been inappropriate data and information found in some of the websites, journals and other secondary sources.

The post positivism research philosophy was considered as an effective one while the design of the research was chosen as descriptive. It not only helped in conducting the research in a detailed manner but also allowed for deriving good research outcomes. The primary data included qualitative and quantitative data, obtained from the responses of managers and respondents respectively. The research approach is deductive because no new theories have been composed, rather the existing research materials were validated and checked for validity and reliability of research. The non-probability sampling technique was suitable for providing a suitable time to the managers of the organization so that they could provide their valuable responses regarding the research topic (Lee, Adair and Seo 2013).

3.1 Research philosophy

For carrying out a research, a researcher abides by a certain philosophy. The main objective is the exploration of the ways of data collection, utilization and analysis. There are mainly three types of research philosophies, which a research applies in order to produce a research. These philosophies are positivism, post-positivism and interpretivism. Positivism philosophy deals with applying real and scientific facts to the propositions of the research (Mackey and Gass 2015). Post-positivism philosophy deals with the application of the metatheoretical theories to the facts deduced from the collected data. Interpretivism deals with speculating the human interest facts in the research. In this research, the researcher selects post positivism philosophy for applying metatheoretical theories to the collected facts regarding the management of regulating the culturally diverse environment.

3.2 Research approach

Possessing a proper approach helps the research for conducting a research and achieve positive results. Delving deep into the research specifications, there are mainly two types of research approach- inductive and deductive. Inductive approach proposes new theories through the consideration of previous researches (Flick 2015). On the other hand, deductive approach deduces certain new facts from the gathered data. In this research, the research chooses deductive approach. This is in terms of deducing certain conclusions from the collected information regarding the ways and means adopted by Walmart for managing the cultural diversity in workplace.

3.3 Research strategy

Exposing a strategic vision towards execution of the research helps the researcher to conduct the research in an efficient and effective manner. Executing the research according to the constructed plans helps the researcher to achieve successful completion of the tasks within the stipulated time. Making action plans helps the researcher to prioritize the activities according to their importance (Panneerselvam 2014). In this research, the strategic vision of the researcher initiates with gathering relevant information on effective management of the cultural diversity in the workplace of Walmart. As a sequential step, the researcher develops strategies regarding the development of the aim, objectives and questions pertaining to the management of cultural diversity in workplace.

Next, the researcher develops strategies regarding the collection of data from the external sources for validating the gathered information. This is followed by the strategic analysis of the gathered data through the utilization of tables, charts and graphs. Finally, the researcher looks for ways and means to deduce conclusions and suggest relevant recommendations for enhancing cultural diversity in workplace. Evaluation completes the strategic vision towards executing the research in an effective manner (Matthews and Ross 2014).

3.4 Research design

Identifying the design of research enhances the far-sightedness of the research. As a matter of specification, there are three types of research designs- exploratory, explanatory and descriptive. Explorative design deals with exploring new and innovative facts about the subject matter of the research. Explanatory design relates with the provision of detailed explanation regarding the gathered facts and information about the topic. Descriptive design deals with describing the different avenues through which conclusions can be deduced on the information gathered about the topic (Mackey and Gass 2015). In this research, the researcher chooses explorative design in order to explore the different ways and means through which cultural diversity can be managed in the workplace of companies like Walmart.

3.5 Data collection 

The qualitative and quantitative data constitute the primary data. The qualitative data included the responses and opinions of managers and leaders of the organizations who were asked few questions relevant to the research topic while the quantitative data had been derived in the form of responses from the customers. The secondary data was collected through assessment of secondary sources like journals, articles and internet websites that contained information regarding the cross-cultural negotiations and decision-making. The primary data constituted the qualitative and quantitative data where the responses of managers of the organizations were considered as qualitative data and the quantitative data included the responses of the customers (Fatima Oliveira 2013). The quantitative data was gathered by distributing survey questionnaires to the respondents who provided their opinions and views based on the questions presented in the questionnaire related to the cross cultural negotiations and decision making on the international business management.

3.6 Data analysis

The analysis was done by including a case study, which showed that team members conducted a research to survey the professionals in America to manage cross-cultural negotiations. This was done to make the professionals of Woolworths, Australia to negotiate with the Japanese organizations and discuss about their cultures, furthermore make effective decisions to manage agreements of contracts (Erez et al. 2013). It could be thus analysed that the cross-cultural negotiations and decision-making would be needed for proper functioning of the business and allow the company to start its international business and gain a sustainable place too.

3.7 Sampling techniques

There are different types of sampling methods including the probability and non-probability sampling techniques. The probability sampling is useful for collecting quantitative data while the non-probability sampling technique has been used to collect qualitative data by providing scopes for the managers based on their suitable time period when they can be present at the interview session. The purposive sampling is useful for obtaining the responses of the customers and consider those as quantitative data whereas the non-probability convenient sampling has helped in providing suitable time for the managers to consider their feedbacks and opinions and make sure that is collected properly (Griffin and Pustay 2012).

3.8 Reliability and validity

The similar kinds of instruments were used to draw valid conclusions to the research topic, which showed that the research had been valid and reliable. The high degree of reliability was achieved by following the articles, documents, journals and websites that contained proper information related to the research topic. This not only helped in executing the project on time but also delivered better and positive outcomes all throughout. The appropriate measures were taken to conduct the surveys and ensured that the questionnaires where the questions were present were valid and appropriate (Hurtado et al. 2012).  From the analysis and interpretation of data, it could be understood that the findings of the research were reliable and valid, which had further helped in producing appropriate outcomes for the research.

3.9 Ethical considerations

The values and ethics were maintained by making sure that the data and information were kept confidential. Any sort of unauthorized access to the database is prevented, which has maintained the secrecy and even prevented the data to get lost any time. According to the Data Protection Act, the rules and regulations were followed to  keep the data safe and secure and make sure that the respondents who are present during the survey process provide their opinions and feedbacks without any bias. None of the respondents were forced to take part in the research, which further helped in managing the ethical considerations and accomplished the research without any issues (Kimmel and Volet 2012).

3.10 Limitations of research

The research was secondary, so there was little need of qualitative and quantitative data and this created a limitation during the research conduction. Utilizing the primary data should have been effective for obtaining a new dimension through which the research should have been conducted in a detailed manner.

3.11 Future research

Though enough time and cost was available for conducting the research, still some additional time was needed to conduct the research on the same topic in the future too. The research materials and data should be used afterwards for accomplishing the goals and objectives properly and create enough scopes for conducting the research in the future too (French 2015).

Q1. What is your gender?

Table 1: Gender of the research respondent

It is seen that there are 50 respondents considered for the research and among them only 30 respondents are males and remaining 20 are female.  

Among the total number of 50 respondents, 22 research respondents are from the age group 18-25 years, 16 respondents belong to 26-40 years, 10 respondents belongs to 41-50 years and lastly, only 2 research respondents are above 50 years of age. Thus, it can be said that the young members of the organization are associated more with the program of cross cultural negotiations.

It is evident for the research response that 32 respondents agree with the fact that they can adapt a completely new or other culture; while, 10 others disagrees and the remaining 8 respondents provides a neutral review.

Among all the 50 respondents, 30 respondents are in favor of the fact that promotion of good communication can be done through the development of relationship between two parties, whereas only 7 respondents disagrees with the same fact. However, 13 out of 50 respondents remain neutral by the same fact.  Moreover through the statistical interpretation, where median and mode represent the number “2” also indicates that development of relationship between two parties also improves the communication in cross cultural negotiation.

Among the total response 38 out of 50 employees agrees on the fact that taking background details information can also improve cross-cultural negotiations; whereas, 3 of the respondents do not agree with the same fact. Moreover, 9 respondents remain neutral and do not give their opinion on positive and negative feedback. The statistical data also represents 2 as median value that shows the central tendencies towards positive direction.

It is found that 10 and 16 respondents among the 50 strongly agree and agrees respectively with the fact that exchange task related information or knowledge sharing is liable for the promotion of good communication. Thus, it can be sated that knowledge sharing is important for reducing the relationship among two different cultural parties. The mode and median also represents the value “3” and “2” respectively which represents that knowledge sharing is liable for the promotion of good communication in cross-cultural negotiations.

Q7. How far do you agree that persuasion among the two practices can promote good communication in cultural negotiations

29 respondents among the total participants agree with the fact that through persuasion among the two practices the cross-cultural negotiations cam be improved. However, 6 respondents are there, who disagrees with the same fact. 15 of the total respondents remain neutral. The statistical data also represents 2 as median value that shows the central tendencies towards positive direction.

Q8. Do you agree that concessions and agreements is an effective procedure to promote good communication in cultural negotiations?

22 and 16 respondents among the 50 strongly agree and agree respectively with the fact that concessions and agreements are important in cross-cultural negotiations. Moreover, 2 of each respondent disagree and strongly disagree with the given fact; however, 8 of the total respondents remain neutral.  Moreover, the statistical data also represents 2 as median value that shows the central tendencies towards the fact that concessions and agreements are important in cross-cultural negotiations.

Q9. Do you think that effective decision making skills are an important measure to manage cross-cultural negotiation activities?

Among all the 50 respondents, 32 respondents are in favor of the fact that effective decision making skills is an important measures for managing cross-cultural negotiation, whereas only 3 respondents deny the same fact. However, 15 out of 50 remain neutral. Through the statistical interpretation that represent the value of 2 both in median and mode also represent that effective decision making skills is an important measures for managing cross-cultural negotiation.

Q10. Do you agree that coping with cultural differences can be undertaken to manage cross-cultural negotiation activities?

Among all the 50 respondents, 30 respondents are in favor of the fact that coping with cultural differences is an effective measure of good communication in cross-cultural negotiations, whereas only 5 respondents deny the same fact. However, 15 out of 50 remain neutral. Through the statistical interpretation that represent the value of 2 both in median and mode also represent that coping with cultural differences is an effective measure of good communication in cross-cultural negotiations.

Q11. How far do you agree that prevention of stereotypes can also be an effective measure to manage cross-cultural negotiation activities?

Among all the 50 respondents, 39 respondents are in favor of the fact that prevention of stereotypes is important for managing cross-cultural negotiation activities, whereas only 3 respondents deny the same fact. However, 8 out of 50 remain neutral. The median also represents the value 2 that represents a positive view regarding the fact that prevention of stereotypes is important for managing cross-cultural negotiation activities.

50 respondents among 27 respondents are in favor of the fact that communication gap is an issue in establishing effective cross cultural negotiations, whereas only 9 respondents deny the same fact. However, 14 out of 50 remain neutral. The median also represents the value 2 that represents a positive view regarding the fact that communication gap is an issue in establishing effective cross cultural negotiations.

50 respondents among 33 respondents are in favor of the fact that conflict of interests as a major issue in setting up set up cross-cultural negotiation, whereas only 7 respondents deny the same fact. However, 10 out of 50 remain neutral. The median also represents the value 2 that represents a positive view regarding the fact that conflict of interests as a major issue in setting up set up cross-cultural negotiation.

50 respondents among 32 respondents are in favor of the fact that difference in mutual understanding as a major issue in building cross-cultural negotiation, whereas only 7 respondents deny the same fact. However, 11 out of 50 remain neutral. The median also represents the value 2 that represents a positive view regarding the fact that difference in mutual understanding as a major issue in building cross-cultural negotiation.

This dissertation emerges successful in conducting a full proof research regarding the management of cultural diversity in the workplace of companies and organizations like Woolworths. Development of aims, objectives and questions helps the researcher to make noticeable advances towards conceptualizing the gathered information. Herein lays the appropriateness of the theories and models, which validates the collected data. Utilization of explorative design helps the research to deduce conclusions from the facts and knowledge applied. Utilizing case study analysis enhances the clarity and vision of the businessperson in terms of managing the cultural diversity in the workplace in an efficient and effective manner.

5.1 Linking with the objectives

Objective 1: To identify the ways by which cross cultural negotiations can promote good communication and facilitate the international business management process

The first objective deals with the identification of the ways by which cross-cultural negotiations can promote effective communication for penetrating into the foreign markets. The option of concession and agreements is a direct answer to the objective. This is because agreement regarding the terms and conditions of contracts and deals enhances cultural diversity in the workplace of organizations like Woolworths. Preference towards the agreements and knowledge sharing inculcates the feeling of collaborative working among the personnel, which facilitates international business. This sharing includes the background details of the project related tasks in the form of group discussions, which enhances the aspect of cultural diversity. Negotiation between Woolworths personnel and the Japanese organizations is a live example, which promotes the practice of good communication for achieving loyalty, trust and dependence from the stakeholders and shareholders.

Objective 2: To evaluate the measures undertaken by the personnel of Woolworths to ensure successful management of cross-cultural diversity

As a matter of specification, three factors play a crucial role in evaluation of the management of cross-cultural diversity in the workplace of Woolworths. These factors are decision-making skills, coping with cultural differences and prevention of the stereotypical conceptions towards cultural diversity. Among these factors, decision-making skills are preferred by most of the businesspersons. Organizing discussions and open forums helps the managers to assess the approach of the personnel towards coping up with the cultural differences while executing the allocated duties and responsibilities. This assessment is assistance in terms of managing the approaches towards preventing the stereotypical differences between the Woolworth personnel and the personnel of the Japanese organizations.

Objective 3: To assess the impact of cross-cultural negotiations on decision-making process

This objective can be linked with the second objective. The reason behind this is preference towards decision-making skills. Herein the positive hypothesis can also be linked in order to validate the impact of cross-cultural negotiations on the process of decision-making. In the open forums and discussions, the managers of Woolworths assess the skills exercized by the employees to interact with their business partners. This assessment includes speculation of the ability of the employees to undertake appropriate decisions for sharing the important information through the prevention of conflicts, discriminations and harassments in the workplace. In view of this aspect, it can be said that cross-cultural negotiations play an important part in enhancing the decision-making skills and abilities of the Woolworths personnel.

Objective 4: To propose recommendations for improving the organizational performance through proper management of the cross-cultural negotiations

This objective can be considered as the synthesis of the other objectives. This is because of the provision of relevant recommendations by taking into consideration the key points of objectives 1, 2 and 3. In terms of this formula, evaluation of the agreements in the open forums has added firmness to the fact that cross-cultural negotiations influence the decision-making skills and abilities of the Woolworths personnel. The adjective “proper” relates with evaluation of the abilities of the personnel to exercise their decision-making skills in terms of communicating with the stakeholders and shareholders. Maintaining consistency in the execution of evaluation relates with improvement or upgradation of current negotiation methods.

5.2 Recommendations

Recommendation 1: Organizing open forums and discussions

Organizing open forums and discussions would provide the opportunity to the employees to voice out their opinions regarding the issues, which they are encountering while executing the allocated duties and responsibilities. Maintaining frequency in organizing these open forums would strengthen the bondage between the internal and the external personnel. Moreover, these open forums would be effective in terms of enhancing the comfort zone of Woolworths personnel with the companionship of the Japanese organizations. Along with this, group discussions between the internal employees and the personnel of the Japanese organizations would mitigate the instances of conflicts, discriminations and harassments.

Recommendation 2: Training on language courses

Training enhances the preconceived skills, expertise and knowledge of the employees. In case of this research, organizing 6 months training could include language courses, which would make the personnel aware of the Japanese accent. This would help the personnel of Woolworths to communicate with the Japanese partners. This is also applicable for the personnel of the Japanese personnel, who would easily communicate with the employees of Woolworths. Along with this, the employees could be provided with the chance to give presentations before the foreign delegates. Apart from this, if native and Japanese organization personnel are given a topic and are asked to produce their opinions, it would also prove fruitful in terms of assessing the extent to which they emerge successful in undertaking the appropriate decisions and standpoints.  These training would help in mitigating the issues of communication barriers, difference of opinions among others.

5.3 Future scope of the research

This research emerges successful in meeting all the criterias, which are needed to be fulfilled for conducting a research paper. Typical evidences of this lies in validating the anticipated results through the application of relevant theories and models. However, due to limited time and budget, the research consists of certain loopholes, which makes the critiques to offer half marks in terms of the quality. The previous sentence indicates the need for future research on this subject. This research can be considered as a secondary source for the researchers intending to conduct research on the effective maintenance of cultural diversity in workplace. Further research on this topic would help the foreign investors in expanding their business through the threshold of Woolworths.

Conclusion

The research was conducted by focusing on the major aspects of cross-cultural negotiations and decision making that had created an impact on the international business management. The aims and objectives of the research were to determine the approaches undertaken by organizations to manage cross-cultural negotiations and ensure that the business function properly thorough adoption of a new culture. The literature section consisted of the most important steps of the negotiation process and the factors associated with it. Finally, the research methodology discussed the data collection procedures and methods of analysis to derive validated outcomes in the end.

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