Management across Culture: Establishing US Firm in Sultanate of Oman

Executive Summary

Management across culture occurs when a firm opts to establish its operation in a foreign nation. The move to establish US organization in Sultanate of Oman would elicit culture clash, but this does not deter the firm from succeeding. The approach involved in managing the firm in the new environment would dictate its operation and performance. Incorporation of values of the two nations when devising the policies of the firm is critical to smooth operation. The human resource needs to devise innovative approaches in addressing issues that would affect the activities of the firm. Besides, merging of the cultures of the two nations must take into consideration the values of two nations.

Management across Culture: Establishing US Firm in Sultanate of Oman


Management of the workforce is vital to the performance of an organization. The sourcing of suitable candidates for various slots on the organization at time exposes the human resource department to hire people of varied backgrounds. It follows that the leadership of the firm must embrace management practices that would foster excellent relationship among people of diverse background. Diversity in the workplace encompasses aspects such as culture, race, age, sexual orientation among other aspects. Culture refers to a set of beliefs and anticipations that the people view as acceptable in a given community (Lyons, Wessel, Ghumman, Ryan, & Kim, 2014). The premise of this proposition is that  culture tends to vary with the geographical location. The assumption is that a people that belong to a given locality exhibit some shared beliefs. Culture is a concern of the management because it affects the way the people perceive the activities in their workplace. Studies reveal that culture tend to affect the way  people behave. Similarly, within the workplace environment that comprises of people of diverse backgrounds, the association among the employees sometimes becomes difficult (Fischer, 2006). The problem arises from the way people interpret the views or thoughts of others. The purpose of this essay is to  demonstrate how to manage U.S organization operating in an international market.

Managing People across Cultures

Diversity entails how people view themselves and their perceptions against others (Solomon & Schell, 2009). These perceptions tend to dictate the interaction pattern in the organization. It follows that the perception of the employees towards the operation of the firm and against themselves has the propensity of dictating the success of the firm. In essence, the performance of the company rests upon the effective management of cross-cultural issues that affect the workforce. Here, the human resource professionals need to help the organization to establish an environment that  accommodates people of varied cultures.

Managing people across cultures entails recognizing and accommodating the similarities and differences among  countries and traditions and then address the principal organizational and strategic issues in a diverse manner (Lyons, et al 2014). Each nation tends to advance certain cultural environments an aspect that tends to shape the perception of their citizens. At the same time, each community often encourages certain traditions. It means that individual perceptions towards self and others is a construction of two factors namely one’s country and culture. When a person from another country set foot in a foreign nation, he or she has the challenge of adapting to the situations in the new environment. Similarly, management of the U.S organization has the task of cultivating an internal environment that foster excellent relationship and understanding among the employees of diverse backgrounds in the host country (Sultanate of Oman).

Cross Cultural Awareness

The first step of managing across culture is to recognize similarities and differences among the native countries of the workers. The object of this move is to help the management of the firm to cultivate an environment that would accommodate the perceptions and beliefs of the workers. For example, United States and sultanate of Oman tend to exhibit different values as nations, which are indoctrinated in the citizens. When the workforce comprises of people from many countries, the management should take the trouble of identifying the similarities and differences in norms that influence workplace environment (Lyons, et al 2014). Moreover, it should proceed to explore how those norms affect the belief of people from the respective nation. In this case, the management would be creating an effective plan of handling the possible challenges that would arise in the course of the company’s operations.

The next item is to identify the similarities and differences in culture of the workers. The premise of this argument is that citizens of a country may profess different cultures (Lyons, et al 2014). For example, religious belief of the same members of the society may differ and it affects the way the perceive things and people around them. As such, by identifying the similarities and differences in culture of the workplace, the management is able to create the platform for developing the training curriculum for the workforce.

Third, the human resource department should explore the data captured concerning the similarities in culture of the workers and their respective nations to create a training curriculum or work plan. Importantly, incorporating every aspects of diversity is important in developing an effective training strategy. The success of the organization rests on its ability to maintain the best features of the merging cultures (Fischer, Ferreira, Assmar, Redford, & Harb, 2005). For example, entry of American firm in Sultanate of Oman would expose the company to culture clash. Nevertheless, the plan on how to merge the differences and similarities of the two cultures would strengthen the performance of the firm in the new destination. The plan must be elaborate, attainable, and measurable (Steer, Nardon, & Sanchez-Runde, 2013). In other words, the plan must be one that the organization can easily execute and attain the anticipated objects.

Fourth, merging of cultures should occur without demeaning value. In this case, the management must be open in response to the needs of the  new environment vis-à-vis their mission and objectives. This approach tends to create an open path for embracing the values of every employee while emphasizing the need to promote the culture of the organization. In this case, the intention of the management is to enable the employees of diverse backgrounds to focus on the objectives of the firm while at the same time appreciating their individual culture. For example, American firm may opt to set its operations in the Middle East a move that would elicit clash in cultural inclination. The company would easily achieve its objectives in the international market when it merges the cultures of the respective nations without demeaning the value of any. It means that the company must help its employees underscore the need to appreciate each other and their diverse cultural inclination (Bhagat, Triandi, & McDevitt, 2012). In most instances, the employees tend to encourage practices condoned by the company’s leadership. It follows that whenever the management train and encourage its employees to respect and acknowledge the values of individual cultures, the subordinate would feel the warm and motivation to continue working in the company.


Management has a vital obligation to play in ensuring that the environment set in the organization tends to respect and acknowledge the similarities and differences resulting from the cultures and the country of origin. The management must cooperate with the employees and participate in cultivating conducive culture to succeed (Steer, Nardon, & Sanchez-Runde, 2013). For example, the company should help the employees to underscore the need to appreciate their diverse background and embrace one another as away of ensuring that the company succeeds. The cooperation strategy tends to obligate the employees to be part of the company success. Here, the employees are deemed as important in the same way as the objectives and norms.

Management must addressthe communication problem and resistance to change. Communication is critical in defining the relationship between workers and management. Usually, people tend to interpret the thoughts of their colleagues from the way they communicate. Moreover, they tend to interpret their own perceptions. The mentality about the organization is a construction of the employees (Steer, Nardon, & Sanchez-Runde, 2013). It means that individuals have the power of encourage values that promote organization success. The management might consider encouraging communication pattern that allow all the employees to feel comfortable. The commonality in speaking the same language would help the organization in building the view underscore their importance.

Training the about the American perspective is important because it affects the way the international workers perceive themselves and others with respect to the activities of the company. Since the firm is an American firm, its mission and values must align to the values of United States.  On this account, the behavior anticipated by the management should resemble the Americans. On the other hand, the values of the host country is equal important because the native workers tends to interpret themselves and others using the prevalent values. Nevertheless, the employees need to learn from the management the reason for advancing the American values in the international destination. Arguably, the leadership of the firm should inform the employees about he company values in and expectation in the foreign land.

Promotion of Cultural Reforms

The establishment of the multinational firm in a foreign country calls for promotion of cultural reforms. Here, the management of the company would have to face the challenge of entrenching privileges that would promote the next generation. Importantly, it must expose the employees to learning about acknowledging cultural reforms that form the essential elements of a global company (Yeganeh & Su, 2006). For example, American company should help its employees to appreciate promotion and compensation based on individual input as opposed to seniority. The assumption is that by cultivating an environment where policies that encourage cultural reform take precedence over the known traditions would enable the firm succeeds in the foreign environment. The assumption is that the employees of the firm would attempt to align their perceptions towards the value of the firm.

Studies reveal that corporate culture is responsible for organizational success (Fischer, 2006).The premise of this proposition is that the internal environment would affect the way the employees perceive themselves and others consequently, affecting the normal operation of the firm. In this case, recognition of the role of corporate culture in influencing the performance would help the management to come up with effective strategy that would encourage the realization of the corporate culture. Experts recommend that the organization should encourage innovative human resource strategies as a way of building a dynamic global firm (Yeganeh & Su, 2006). The human resource practices are critical in steering the organization towards attaining successful operation in host country. The policy administration would define the nature of the environment that the organization would promote. For example, the firm would create policies that encourage cross-cultural work environment. It would emphasize employment practices that are non-discriminatory in order to limit conflict with the culture of the host nation.

Reflection of What I Learned About Cross Cultural Management in the Organization

I have established that human resource has a critical role in setting environment for management of the U. firm in Sultanate of Oman.US and Sultanate of Oman have different cultures as evident in the perception of their citizens. Nevertheless, the US firm can still operate in the new environment and attain its objective. The secret behind succeeding in managing the firm in the new country is to devise human resource policies that recognize the values of the host country and those of United States. This move creates the platform for merging the similar and dissimilar cultures of the two nations while taking into consideration the values of each culture.

In the course of exploring cross-cultural management, I have learned that the preconceived notions about the host country were strange and establishing the activities U.S firm in this destination looked difficult. Nevertheless, when I explored the similarities and cultures of host country and United States, I noted the insights on how to go about cross-cultural management. The identification of features of the two nations and the perception of their citizens was instrumental in devising human resource practices that would favor the growth of the firm in the new destination.

The move to establish US firm in Sultanate of Oman result into culture clash, but this does not deter the entry and operation of the organization in this location. After the identification of the differences and similarities of aspects of the two nations, I developed training curriculum that incorporated all the aspects that would affect the corporate culture of this firm. The move aimed at building an environment that would accommodate the cultural values of the host nation and those of the company.

Lastly, I noted that creation of innovative human resource (HR) policies was important in managing the firm in the host nation. The essence of the HR policies was to help the firm build internal environment that would enable the firm to succeed in the new environment. The employees look at the management in setting the environment that would encourage the success of the firm. The encouragement from the leadership motivates the employees while setting the tone of communication in the new environment.


The culture of the host country and its effects to the native citizens is worth considering when trying enforcing the need to advance the American values in the firm at the expense of native values. Here, the native population enlisted to work in the firm would willingly adjust their perceptions (cultural inclination) to reflect the values of the firm. In this case, the merging of the cultures of the host nation and America occurs in a smooth manner without demeaning the culture or values of either party. Identifying specific aspects of the host country that may impede the success of the company is important in developing internal environment that would propel organization success. For instance, the way Middle East nations perceive the place of a woman in the society tends to differ with America. It means that embracing the American values might contradict the thoughts of the natives. Thus, the management must help the natives understand the need to uphold the American ideals concerning the treatment of people irrespective of their gender orientation. Here, a balance between the values of the native country and America would come into play. The consideration given to encourage American values serves to protect the  image of the firm while recognizing the need to permeate an environment that  is free from conflicts.


Bhagat, S. R., Triandi, C. H. & McDevitt, S. A. (2012). Managing Global Organizations: A Cultural Perspective. London: Edward Elgar Publishing.

Fischer, R., (2006). Congruence and Functions of Personal and Cultural Values: Do My Values Reflect My Culture’s Values? Personality and Social Psychology Bulletin, 32(11), 1419-1431.

Fischer, R., Ferreira, C. M., Assmar, L. M. E., Redford, P., & Harb, C., (2005). Organizational Behaviour across Cultures: Theoretical and Methodological Issues for Developing Multi-level Frameworks Involving Culture. International Journal of Cross Cultural Management 5(1) 27-48.

Lyons, B., Wessel, J., Ghumman, S., Ryan, M. A., & Kim, S., (2014). Applying models of employee identity management across cultures: Christianity in the USA and South Korea. Journal of Organization Behavior 35(5), 678-704.

Solomon, C. & Schell, S. M. (2009). Managing Across Cultures: The 7 Keys to Doing Business with a Global Mindset. New York: McGraw Hill Professional.

Steer, M. R., Nardon, L. & Sanchez-Runde, J. C. (2013). Management Across Cultures: Developing Global Competencies. Cambridge: Cambridge University Press.

Yeganeh, H., & Su, Z., (2006). Conceptual Foundations of Cultural Management Research. International Journal of Cross Cultural Management 6(3), 361-376.


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