Intercultural Competencies: Environmental Scan

Compile, discuss, and analyze information on an intended or a possible future global career placement of your choosing. You will conduct a brief environmental scan (i.e., gathering a minimum of 7 sources) on a particular international or global organization of your choosing, and your responses to the questions below should reflect the cultural context within which this global organization operates. As a part of your report, you will research and analyze the (inter)cultural aspects of a specific position or work experience that you are interested in.

Sample Answer

The world is growing at a quicker pace thanks to the advancement of technology and globalization. Each sector of world economies requires competent human resource that can man each sector in order to stabilize in the ever-competitive fields worldwide. From science, to information, technology to mention just a few. In this depth, many factors affect the operations of many organizations which tend to direct its efforts toward a given goal. Such includes cultural contexts whereupon the organization is located. This paper provides a robust analysis and discussion on the operations of organization’s can be affected by the cultural definitions.

assessment tool (Du Plessis and Hoole, 2006b) to determine an organisation’s cultural affinity with project management, with the aim to establish a more project-centric organisational culture and deliver more successful projects within projectised organisations. Morrison, Brown and Smit (2006) developed a theoretical model to address the same issue, which places project management at the centre of projectised organisations. The researcher intends to study the impact that organisational culture has on project management, to supplement the works of Morrison, Brown and Smit (2006) and Du Plessis and Hoole (2006a; 2006b) inter alia, and propose ways in which to harmonise the hypothesised critical relationship between organisational culture and project management, not only within the researcher’s environment, but also the broader project management community as a whole.

According to Suda (2007), “understanding the culture of your organisation is critical to running successful projects”. The researcher will attest that this is true, however, project success, as defined by an organisation’s cultural style, is not necessarily congruent with the gospels of internationally recognised project management standards (PMI, 2013; Axelos, 2017). The observed consequences of this are multiple:

The role of a project manager is diminished, in that it becomes an administrative, instead of a leading, function. Morale is negatively affected (Banister-Hazama & Hazama, 2014), especially amongst formally trained and more experienced project managers. Less experienced project managers are taught that organisational culture is the main driving force behind project success, neglecting project management principles (PMI, 2013:35; Axelos, 2017:24-25), leading to project managers managing the organisational process, instead of the project. Finally, the role of the PMO and programme managers becomes ambiguous within the organisation (PMI, 201