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Research on the Problems and Strategies of Delegation Management in a Cross-Cultural Context —— The Case of the University of Sydney
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Abstract
This paper focuses on the decision of a manager or supervisor to delegate a task or responsibility to one or more employees as “delegation”, or DOA for short; It also focuses on the influence of globalization on the workplace empowerment system and proposes that a mixed cultural environment, the authority of leaders is not only based on actual ability but also on subjective cognitive decision-making. Globalization has made technological skills available to the international market, and governments and non-profit organizations need to establish cross-cultural empowerment systems to promote the growth of different groups. In this context, implementing mandates faces multiple obstacles, such as discrimination and stereotypes based on gender, race, and ethnicity. The impact of discrimination will be examined by data from the Pew Research Center’s 2019 Race in America report. This article will compare real-world case studies to weigh the pros and cons of cross-cultural empowerment. Second, make recommendations based on generally accepted views of cultural influence and individual agency. In addition, this paper also discusses the characteristics of the situational leadership model, the third culture, and Hofstede’s cultural dimension theory as its foundation. In this paper’s case study of China Europe International Business School in Shanghai, a significant conflict between different cultures occurred. Based on the situational leadership model, the third culture, and Hofstede’s theory of cultural dimensions, to solve the problems of distrust and language barriers in communication, using a third language can effectively alleviate possible conflicts.
Keywords
delegation management, cross-cultural context, problem, strategies
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Cite this article
Xu,C. (2023). Research on the Problems and Strategies of Delegation Management in a Cross-Cultural Context —— The Case of the University of Sydney. Advances in Economics, Management and Political Sciences,35,79-84.
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