International Human Resource Management and Organizational Behavior

INTERNATIONAL HUMAN RESOURCE MANAGEMENT AND ORGANIZATIONAL manner II (1089) Individual Paper Review By Diana Kovacheva ID 0752805 I. Abstract This musical composition has the mark to review the seven denominations and fragmentises of books say in localize and evaluate them with the patron of 3 criteria. Firstly, the terce chosen criteria argon n ever sothe littleton to be particularized. accordingly a brief summary of each word or book chapter is going to be made fol piteo employ by an military rating according to the flex forceti unityd criteria. . II. The Criteria * CurrencyThis criteria is supposed to define if the training in the word is accredited, non only by stating when it was published, tho a give cargon by analyzing if this is from importance for the purpose/ come in make love of the expression. This criterion might be real important when evaluating factual information, beca accustom spic-and-span findings constantly emerge. However, for close to type of information, currency is not an surface. * objectivity This criterion is supposed to check if the information presented is or soly ground of facts or it only if expresses personal opinion.Important for the valuation is to examine whether the claims ar arranged and presumptive and if t present is evidence for that. * relevance for practiti hotshotrs Here it is important to evaluate if the information given in the article could be of use for the audience it is meant for. For this paper, at a lower place audience is meant pack who deal with the income tax return of inter subject bea human handstal imagery management and presidencyal sort. III. worldwide Managers no longer men entirelyThe article of Nancy Adler explores the changing fibre of women in management position and traces the evolution of the intelligences of the womanly role and that of variation in the mise en scene of conquestful global management. The insane asylum to the topic emphasisee s on the fact that the traditional judgment for ones skills and abilities based on sex activity is increasing the opportunity costs for the companies. refer fit to the global intensified competitor, it is becoming more and more of the essence(p) for a callers success to recognize a strength gift regard little of its gender.This has led to an increasing deed of female representatives to be assemble in top leading position. Following this trend, head words slightly the contrariety in the management style of both genders cast off arisen. Furthermore, no consensus has been reached on the issue if male and female managers act contrastingly or they ar just perceived to do so. For the better pick uping of this issue, a table with a set of six marvels three behavior- vs. hree perceptual-based, two descriptive vs. quartette evaluating, was presented. In it somebody assumptions showed distinguishable dimensions of difference, virtually people stating just that both typ e of managers be similar or polar, and separatewises evaluating the difference as inferior or superior. It was criticized the fact, that most of the assumptions atomic number 18 based on perceptions and not on real observations, due to the fact that still not so many an(prenominal) women ar to be constitute in prouder positions.After promote reclassification of the questions, quaternity go upes were presented to the highest degree increasing the number of women in global management positions 1) Identifying with mens get ones to managing supranationally Here management by men is conceived to be superior to that by women and women try adopt their manner of managing 2) Denying difference this approach assumes that at that place ar no differences, thither is only one charge to manage and both male and female managers are treated identically 3) Identifying with womens approaches to managing internationally here the difference betwixt the two gender is agreed upon, but excessively the womens superiority in managing because of the regular(prenominal) characteristics of the female gender and their increasing importance in doing care globally 4) Creating synergy this approach stresses on the contribution and synergies of the combined management styles The article overly presents the evolution of organisational finis and classifies it into 5 stages 1) Homogenous enculturation in this first stage it is primarily the historic-conditioned dominance of men in leading roles.This is accomplishable only when no internal or remote pressure is present and diversity is ir pertinent 2) Single- gloss dominance identifying with men since the 60s, par on the two genders was promoted which led to an increased number of women in domesticated and low- train position 3) Denial of differences the stress here is not on the gender, but on excellent performers. However, the identical treatment of women like men led to many women in top positions re targeting because of the unsatis doery conditions 4) Accepting differences companies accept and appreciated the distinguishable mingled with the genders and the importance of tolerating womens approach for commercialise segments dominated by women 5) Leveraging differences the increased global competition since the reference of the 20th century has led to the recognition of the importance of diversity and diversity-based learn and innovation.As a expiry, the evolution of the role women has played over clock time was before long summarized again, stressing on the shift from quantitative to qualitative measures. The powers suggests that still only fewer companies cast off reached the exsert level and recommends a more open countersign just about the importance of diversity. * Currency the article was published in 2002 and most of the sources are from the 90s shape upmore, the last trends discussed has started with the beginning of the century and so, are still curren t * objectiveness the avouchments made are mostly based on inquiry on a global level and a logical systemal family among the arguments and the stages presented in obvious * Relevance for practitioners the topic is of risque relevance and importance for practitioner.The issue presented in the article in increasingly discussed globally and represents a crucial part in the modern taste of management. IV. Creating set with Diverse Teams in Global Management The central issue in this article is how to create judge with global different teams and the obstacles that arise employ much(prenominal)(prenominal) teams. There teams are believed to have a lot of say-so and be able to create signifi enkindlet comparative advantage. However, in lend oneself this is usually not the case because of mis sagaciousnesss and wishing of fundamental interaction between the conf employ socializations. On the other hand, exactly the ethnical differences are believed to create value due to t he multi-sided approach and advanced solutions they base generate.According to the article, global teams were divided into three performance categories * The destroyers those team usually underperform because of mutual mistrust and lack of collaboration * The equalizers by suppressing the differences, these teams are just performing on modal(a) in order for the business organization to keep going * The creators here the potential of a global teams is fully taken advantage of and cost and time are saved while coming up with revolutionary and innovative products at the similar time As tell in the article, the success of the creators? team was due to the use of the three principles of mapping, bridging and integrating (MBI). * Mapping to understand the differences i. e. intelligence the reasons that lead to the different approach of the team members. This principle includes the pursuit steps define the territory (identification of the crucial differences), draw the map ( jud gment of members characteristics), assess the terrain ( using the map generated in the previous step in order to identify future potential dynamics), develop cartographers ( mapping alone is not enough for high performance, incorporating the knowledge is what makes difference). Bridging to Communicate Across Differences here of grand importance in the swell up-functioning communication within the team, the latest define in the article as sending and receiving heart and soul as it was intend. Three steps are included in this principle rig the ground ( motivation to communication and confidence to overcome any differences are considered to be crucial, keyword here is also self-management), decenter build to the other shore ( adapting one? s behavior and sentiment to the others one, without judgment), recenter span the dyad ( in contrast to the previous step, here essential is the building of a new basis of interaction after the differences are already kn take in). incorporat e to Leverage Differences the final principle in order to manage diversity consist of the following steps managing participation for basic leverage with the facilitate of tools and techniques that jackpot facilitate the interaction and include all the members, resolving inconsistency ( also hidden ones) to increase leverage and building on ideas for nonmandatory leverage, where everybody should be given the chance to take part and to express their ideas. In conclusion, the article states that the MBI principles are just a prescription, and not a insure of success. Furthermore, a separate approach for each team should be utilize since each team and its potential is unique.Last but not least, the article concludes with the statement that global teams hide great potential, but it takes time and effort in order for it to be exploited. However, global teams belong inevitable to the future and so, the rather managers try to use differences and not to avoid them, the better their co mpanies ordain be performing * Currency The topic is quite current right away. It has been discussed for a bulky leg in the recent years and it is also going to be a leading issue in the years to come. Also, due to the high degree of unsatisfactory performance of such teams, the topic is going to be pass on canvas till some form of advance has been found. Objectivity The arguments presented are following a certain, easy-traceable scheme, with logical relationships and empirical supported information. The logical transition from one stage to another(prenominal) is solidly explained. * Relevance for practitioners this is passing important topics for practitioners. Because of the effects of increasing globalization and the more free impulsion of people on a global level, work in diverse teams has become a major(ip) issue for managers. Especially the fact, that in such teams a huge potential is hidden, makes the article very attractive for this audience. V. ground elaboration s and implicit leading theories crossways the globe an Introduction to the protrude humankind The article of House et al. ntroduces and gives a more detailed description of the human race (Global Leadership and organisational mien Effectiveness) look for program as well as the motives that hide behind the idea. The aim of the survey is to identify how and to what enlarge could ethnical-specific attributes have an influence on effective leadership. The need for a deeper understanding of the influence of culture on management and leadership styles has arisen for divers(a) reasons. aside from its practical relevance, nowadays it is also passing important to know in what way one should conduct business in a different heathen environment. In addition to that, factors, not taken into consideration in the existing theories ( e. g. eligion, ethnic background) could play a key role in identifying new relationships. Literature on this issue shows an established connection between culture and leadership styles. However, different points of view also exist. According to the article, some believe that historical background inevitably has an impaction on the degree of cooperation and commitment. On the other hand, some aspects of leadership are thought to be universal in practice. The orb research consists of several phases and different methods are being use in order to dissect the relationship between societal and organizational culture, as well as organizational leadership.Its team is represented by the Principal Investigator (who is antecedent of the article), Co-Principal Investigators and Country Co-Investigators (CCIs), who have a specific knowledge of the examined cultures and are able to interpret the results in a proper way and context. As stated in the article, the main goal behind the idea for the lump project was to develop an empirically-tested surmise which examines the impact of different ethnic variables on effective leadership. Of course , this was achieved with the serve up of numerous sub-questions, which studied different aspects of the toleration of leader behavior. The following phases were used in the research cast 1 development of research instruments (societal and organizational measures of culture) * Phase 2 assessment of baseball club relevant dimensions and testing the hypotheses made additional measures of ethnic, favorable, political and economic background were also included * Phase 3 impact and effectiveness of leadership styles, culture-specific and organization-specific aspects long- stipulation effects on the organization In order to conduct the research, unanimous descriptions of the examined factors were needed. A consensus was reached about the definition of an organizational leadership and a leader. However, it was not so lax to give a definition for culture. As House et al. states in the article, the chosen variables were indicators of shared modal values of collectivist (House et al, 2002, p. 5) The studied gracious dimensions were Uncertainty Avoidance, Power Distance, Societal and In-Group Collectivism, Gender Egalitarianism, Assertiveness ( reflecting the Hofstede dimensions), future penchant ( Kluckhohn & Strodtbeck ), PerformanceOrientations ( Mcclelland ) and Human Orientation ( Kluckhohn & Strodtbeck ) . The empirical research identified six of those nine dimensions that could be generalized for different cultures. The results were not presented in the article with further details but a reference to another article of the same author was made. The integrated theory in the areas of leadership, values/belief, implicit motivation and organizational form and effectiveness that hides behind the GlOBE model is based on various propositions about the relationships between cultural values, leaders actions, organizational and societal culture, strategic organizational contingencies and leaders effectiveness and his acceptance by others. Currency The GLOBE p roject began in the mid-90s and so, the data analyzed has been collected also towards that time, which makes them considerably current. Furthermore, the topic is of great relevance and this would inha daub so also in the future. some(prenominal) current studies are also based on the GLOBE project, which promoter that the information and data it trys are considered to be up-to-date. * Objectivity The research has been conducted in several phases, also with the physical exertion of different methods, which means that the results presented could be considered for highly reliable. Also, the logical connection between the arguments and the main points discussed are easy to follow and well-grounded. * Relevance for practitioners Leadership is also one of the main issues of the new century.Due to the fact that business is conducted worldwide and one and the same company is expanding to new and foreign markets, the problem of effective leadership has been worrying many managers. This i s wherefore this article provide an important and relevant information for managers and leaders. VI. Cultural Acumen for the Global Manager Lessons from Project GLOBE The article by Javidan & House focuses on cultural similarities and a difference among many of the countries examined in the GLOBE project, discusses the results and explains their implications for global managers. Globalization itself in considered to be bringing many opportunities, but with gaze to cultures, it also brings many challenges.As stated in the article Being global is not just about where you do business. It is also about how you do it. ( Javidan & House, 2001, p. 292). As an introduction to the topic, the authors mention the drivers and results of globalization and their impact on international business. Nowadays different cultures come more and more often in contact with each other and business is becoming more global than ever. The main drivers for that are considered to be the increasing trade betwe en nations, internet, foreign direct investments and various mergers and acquisitions. As a result of that, collision of different cultures in the business aliveness has become something rough-cut.From this, however, could not be concluded that cultural differences diminish. Quite the opposite, major problems and misunderstandings arise from the lack of awareness for the various cultural values and practices. This is wherefore the importance of a competent global leader is becoming crucial. His role was even rated the most important factor for business success in a survey of Fortune 500. An expert in international business is required to accustom and take into consideration differences as well as to consider the ideas and opinion of the partners he is doing business with. Because of the mentioned above, the authors stress the importance of the GLOBE project as a guide for managers in international business.With the help of the nine dimensions (already mentioned in the previous ar ticle as well), the derived results could be used for better understanding of cultural similarities and differences. In the articles the nine dimensions are in short explained and the results of cultural practices are shortly presented * Assertiveness explained as the extent to which a self-confident and assertive behavior is tolerated. Here high score the U. S. , Austria and Spain low Sweden, New Zealand respectively, the last being thought to prefer cooperation over competition. * Future Orientation the inclination for planning and investing in the future. As highly future-oriented appear Singapore, Switzerland and the Netherlands.On the contrary, Russia, Argentina and Italy are characterized with shorter planning horizon * Gender specialization the emphasize on garner role differences As paying less(prenominal) importance on gender appear Hungary, Poland and Denmark. , where more women could be found on higher positions. On the other hand, in South Korea, Egypt and china men enjoy higher social status. * Uncertainty Avoidance in Sweden and Germany more attention is paid to orderliness and structure, whereas in Russia, Greece and Venezuela people are more tolerant towards uncertainty. * Power Distance here high rank Russia, Thailand and Spain, where superiors are granted greater power and obedience. In countries like Denmark and the Netherlands, however, thither is less differentiation in the hierarchical structure. Institutional emphasis on collectivism versus individualism individual performance counts more in countries like Greece, Italy and Argentina. Cooperation and collective good is more important in Sweden, South Korea and Japan, where because of historical reasons people tend to help and rely on each other for their excerpt. * In-group collectivism- in Iran, India and China belong to a group is of great importance. In contract, in Denmark, Sweden and New Zealand people do not go through obliged to the others belonging to their groups. * P erformance Orientation in Singapore, Hong Kong and the U. S. results show a high interest in development and training.In countries like Russia, Italy and Argentina people pay more attention to loyalty and tradition than performance and competition * Humane orientation in Malaysia, Ireland and the Philippines support of each other is highly valued, whereas in Germany, France and Singapore people are more interested in power and material gains. As the authors point out, the results of the GLOBE project provide information managers can rely on when confronted with cross-cultural communication. Because of the high esthesia of each culture, for successful negotiations it is crucial to be aware of some cultural differences in the other country, aiding direct language and punctuality, contract horizon, hierarchy etc. As a further advantage of the project, the author point out the high reliability that the findings provide. All in all, the GLOBE provides guidance and help for the globa l managers and enhances their cultural acumen. Currency As already mentioned by the evaluation of the previous article, the information that the GLOBE project provides and the possible areas of its implication are a topical relevance and high interest. Furthermore, the problem discussed in the article in a global problem at the moment and entrust probably be in the next decades. * Objectivity Data for the research has been gathered in several phases, also with the recitation of different methods, which means that the results presented could be considered for highly reliable. Arguments are logically connected and relationships between the results of the project and the problem discussed are supported. Relevance for practitioners Since globalization brings so many opportunities and doing business abroad always includes minimum a collision of two different cultures, the impact of culture on the business and negotiation shape has been of high relevance for practitioners Because the a rticle provides important information in this matter, it could be used as a guide with real-life connectd tips. VII. Culture the neglected fantasy The book chapter Culture the neglected fancy has as main issue the foretelling of behavioral differences across cultures. At the beginning the role of culture is discussed as a tool for cross-cultural comparison, as well as the different aspects that culture, social system and society imply. However, no clear conclusion was reach at on how to differentiate cultures.Furthermore, the author mentions also that there is a huge diversity within major nations (e. g. Japan, UK, the Netherlands) and also that there are many conflicts within nations. As next, with the help of key studies, the author tries to develop a conceptual framework which would help to identify variables with which cultures could be differentiated. Different studies using economic development factors, or ecological and sociopolitical indicators were discussed, but in bot h cases there were criticism and inconsistent findings. A validatory contribution was considered the work of Hofstede in his book Cultures consequences. He has analyzed a large denture data bank and on this basis has developed a model how to compare countries.He has classified them into four dimensions power distance, uncertainty avoidance, individualism-collectivism and masculinity- femininity. Of course, that model is considered to be just one theory in finding differences among on a country level. Hofstedes believe was criticized on various basis, but still the data used covers a substantial global sample. Furthermore, conformity is identified in the definition of culture by Hofstede and Rohner. However, it has been pointed out that the core values of Hofstede are applicable to national cultures and not individuals, and as still, they are average results. The Chinese Culture connection pointed out the necessity to discount cultural bias from the results Hofstede came with.The results of their research overlapped to a great extend with those of Hofstede (three out of four factors). In addition to that, another variable was also proposed which led later on to the supplement of a fifth dimension. Another study by Schwarz was reviewing earlier history and define three needs as essential biological needs, social coordination needs, and the survival and welfare needs. This study was more analyzing the meaning different people target into values and it focused more on individuals rather than countries. However, the results were seen as a more detailed version than those of Hofstede. Furthermore, Trompenaars examined value dilemmas across nations.He proposed seven dimensions, some of them very close to the ones of Hofstede plus conservatism-egalitarian commitment and loyal involvement reclaimable involvement. In the last part of the chapter a step-wise approach towards identifying a useful conceptual framework was adopted. Firstly, a search for universal a spects of social behavior, mainly used by social anthropologists and psychologist, has been discussed. In this place universals are further divided into simple, variform and functional ones, the first two mainly used by etic analysis of human behavior and the third one- in emic analysis. The last one (emic analysis) is considered for the most reliable method for making generalizations on a local level.In this first step also the four elementary forms of social relations by Fiske are mentioned communal sharing , authority be (these two similar to two of the Hofstedes dimensions) , equality matching ( i. e. parties relate on the basis of equal contribution) and market pricing (i. e. people use their comparative advantages over the others). The second step mentioned is the dilemma about the cultural causation of human behavior. A problematic point here is to rig if the research question is to be examined at the individual- or at the culture- level (the so called levels of analysis). The article proposed several different approached by different researchers. Furthermore, metalworker and Schwartz (1997) proposed the following dimensions autonomy vs. embeddedness and equality vs. ierarchy, which resemble again some of the Hofstedes dimensions (namely individualism-collectivism and power distance), but using the updated results from some more recent studies. Then the authors introduce a further division of collectivism according to the context it is meant in a hierarchical or egalitarian one. According to Parsons and Shils there is also another pair of concept universalism and particularism. The first is describing the equal distribution of justice and the second the subjective desire to associate with somebody. The final part of the chapter comes back to the major issue if values of people serve as a sufficient orientation point when cultures are being compared. Behavior is also mentioned to play an important role in this matter.Different studies are religious offering different approaches and assumptions concerning those variables and it is also presumed that this is a potential future field of further research. * Currency Concerning this criterion, this chapter might be classified as a bit honest-to-god. A reason for that is not only the publication year (1998), but also because many of the studies and data used for it are already geological dating to even earlier. As it is quite well-known, the new century brought with itself many new directions for the futures and the impact of globalization on culture-related issues changes every now and then. * Objectivity In this chapter various authors and research results are mentioned, however with the criticism that some of the researches conducted do not based on a solid and reliable data.The different concepts are relationships between concepts and studies are explained, but due to the large number of studies and various explanations, the comprehensiveness sometimes goes lost and this migh t lead to losing the logic of the argument. * Relevance for practitioners the approach in this chapter is more theoretical relevant than practical. Many studies are discussed, which are based on different approaches and research fields. However, less practical applicability in real business life has been detected. VIII. hypothetical Basis Intercultural intercourse and Cooperation The article of Thomas begins with a discussion about culture and its meaning.He compares it with a system of orientation that creates a sense of belonging among the members of the same culture due to its specific features. Moreover, based on the usage of the same symbols and meanings, people can identify that they belong to the same group. However, in the socialization process it often happens that we are confronted with an unfamiliar behavior. Here a crucial point is what orientation signals to use when two persons from different cultures are in a conflict situation. A good example of the different appro aches of Germans and Americans is given the first handing more customer-oriented and the second caring more about technical perfection.Those examples lead to the conclusion that some general cultural standards exists that can explain why different cultures act differently and the same situation. Furthermore, domain-specific cultural standards also exist, which are bound to a specific context. Lastly, another study indicates also the existence cultural-specific behavior patterns. The main use of cultural standards in that they provide a helping hand for orientating and explain why the partner behaves unfamiliar. The knowledge of other culture standards can be very important by interpersonal negotiating and cooperating. In addition to national culture, the concept of corporate culture also exists and it is highly influenced by the first one.In an organization, many factors, such as the industry the company in operating in and other job-related factors have an impact on the behavior o f its members/employees and therefore they can also form a common language and values. It is suggested that corporate culture can be analyzed on the basis a three-level-model suggested by Schein. Those are material and immaterial artefacts (easy to identify, but not to interpret their impact), values, average and rules of demeanour (great influence) and basic assumption (vastly accepted values that help walk out corporate goals). Thus, due to the daily interaction people in a corporation create their own subjective reality, based on the common values and social norms.So, as stated in the article, corporate culture is influenced by and influences national culture on the one side, and on the other, there are also subcultures make within the corporate one. As a further point in the article the effects of internalization are discussed. Because of this phenomenon, the international atmosphere that is more often to find in many work places, cause that many different national cultures collide in an organization. Here an importance should also be paid to the industry the company is operating. The author mentions both the advantages and challenges of internalization and mentions that the inability to identify with the newly formed corporate culture can has a serious negative impact on the newly formed company.This is why the issue of the transition from the old to a new system has become a central concern for the leaders of such international corporations. The last part deals with cultural overlap, more precisely, the situation when two people with different cultures (values and understandings too) are supposed to work together. This difference can either improve the work together or threaten it. In the article four type of behavioural regulation are presented either the own culture is considered for superior and the other party has to adapt or vice versa. The third option would be the one, where the two parties are too different in order to cooperate in any case. The best option, however, is when significant elements of the two cultures and combined and integrated into a new one. A Challenge in those rules is to gain more understanding about the cause-effect relationship of each others behaviour and also to have a deeper understanding about the own way of thinking and judgement and the reasons defining the way of perception of the other. New opportunities could be accept and exploited only if a person is open for and interested in the different culture, and not taking right away the unfamiliar behaviour for one of lower rang. Obviously, none of the too extreme options (convergence or divergence) are good for the interaction.As stated in the article, differences should be recognized and acknowledged, and a inactive modification of the own, and version to the others culture should follow. The next question that arises is to what extend should that happen? As a conclusion it is said, that interculturality is only possible is one of the partn ers has a dominant role. However, he should also be able to understand and accept the others behaviour, be tolerant and respect it. This characteristic can be best developed by change trainings and intercultural coaching. * Currency The book from with this chapter comes was published only in 2010, which is an obvious sign of its currency. Furthermore, the issue discussed in it is becoming more and more important with the ever increasing trend towards internalization. Objectivity The chapter includes different theories, but no own empirical research. Many situations are given as an example for the stated arguments and those sound quite convincing. Also for the issue discussed, probably observation of behavior in cultural overlap should also be more appropriate. * Relevance for practitioners The topic is quite important for managers doing business abroad. Even if they are not aware of the fact, that cultural overlap can cause huge problems in negotiations or work together, the topic should be seriously taken by them. The main argument behind that is the fact that the majority of foreign ventures are not successful mainly due to misunderstandings between the parties. IX.The A, B, Cs of civilisation This chapter is a review of both theory and empirical research concerning acculturation. The term of acculturation is defined here as changes that occur as a result of continuous first-hand contact between individuals of different cultures (Ward, 2001). Furthermore, it can be divided on the basis of various dimensions. In this chapter the focus travel on sojourners, immigrants and refugees on the one hand, and social identification, culture learning and stress and coping theoretical approaches, on the other. The first of the theoretical approaches social identification- concerns the perception of oneself and others.This can be measured on two levels- on individual (focuses on how acculturation is defined and measured) or on group-level (interaction between a member and a foreigner of a community). Culture learning, on the other hand, blames for the cross cultural problems the foreign parties and suggests that they should adapt to the culture-specific variables. The third approach defines the process of adapting as a series of stress-provoking situations, followed by attempts to cope with them. In a reversed order, those approaches constitute the three components of acculturation- affective, behavioral and cognitive, the so called A, B, Cs of acculturation.The question how to define adaptation has been mentioned as an important point. Many indices resulting from numerous researches have been proposed, each offering different approach and models. However, as common variables in all mentioned measures appear the psychological well-being/satisfaction and the effective relationships with representatives of the new culture. Furthermore, the author proposes two major categories for intercultural adaptation psychological adjustment and sociocultural adaptation that provide a good but still uncommon overview. A model that combines the three theoretical approaches and the two aspects of cross-cultural adaptation is further introduced and described in details.On the cognitive side (social identification), three models are mentioned for fundamental changes of cultural identity absorption of the foreign culture, a pump position between assimilation and separatism (bicultural identity) and the perception of the host and sign cultures as independent. The following findings were presented younger immigrants tend to be more easily acculturated men get accustomed quicker than women and second generation immigrants are more opened to adapt. In addition to that, demographic, educational and socioeconomic factor also have an impact on acculturation. However, a pass for further theory development has been because of the insufficiency and inconsistency of the existing ones. The next approach cultural learning- focused on behavioral ch anges in connection with cultural interaction in order to gain useful skills to adapt.Social skills and social interaction has been mentioned as crucial. However, many barriers, may threaten the successful intercultural communication. For example, nonverbal forms, such as gestures, silence or facial expression, that have different meaning across cultures, may lead to even an insult without any purpose. These obstacles can be over masters with the help of cultural trainings, participation and intercultural friendships. sociocultural adaptation could be facilitate with more culture-specific knowledge, it follows a learning make out and it is easier for sedentary groups. Of greatest importance for the last theoretical approach is the prediction of psychological adjustment.For the stress-and-coping approach cultural contact and change are crucial because they lead to the search of a response. Here also a recommendation for further research in the area has been made. In the conclusion t he author mentions that concerning acculturation, the field of research is vast. The combination of theory and conducted research contributes to the better understanding of the issue, but it is still not universal. Cultural differences could easily be translated into assimilation discouragement and psychological and sociocultural problems. Even if great development in the area of acculturation has been witnessed, for the future more comprehensive and larger scale studies would be warmly welcomed. Currency The chapter has been published in the beginning of the century, thus also marking the beginning of the century where borders have less and less meaning. The topic is also one that is highly discussed and many future researches will be directed towards the issue of acculturation. * Objectivity The chapter represents a mix of various theories and empirical studies, the results of various relevant to the topic studies has been presented and so, this criteria could be considered as ful ly fulfilled. * Relevance for practitioners No doubt the problem of acculturation and the impact on a global level is of high relevance for practitioners.Especially since borders has lost their meaning, nowadays people are moving all around the world, and consequently, are instantly faced with the problem. References Adler, N. Global managers no longer men alone. In The international Journal of Human Resource Management, 2002, Vol. 13(5) (pp. 746-761) Distefano,J. , Maznevski, M. Creating Values with Diverse Teams in Global Management. In Organizational Dynamics, 2000, Vol. 19 (1) (pp. 45-63) House, R. , Javidan, M. , Hanges,P. , Dorfman, P. Understanding cultures and implicit leadership theories across the globe an introduction to the project GLOBE. In Journal of World Business, 2002, Vol. 37 (pp. 3-10) Javidan, M. , House, R. Cultural Acumen for the global manager Lessons from project GLOBE. In Organizational Dynamics, 2001, Vol. 29, (4) (pp. 289-305) Smith,P. B. , Bond, M. H. Culture the neglected concept. In Social Psychology across Cultures, 1998, second edition, Harlow, London, New York (pp. 38-69) Thomas, A. Theoretical Basis of Intercultural Communication and Cooperation. In Thomas, A. , Kinast, E. , Schroll-Machl Handbook of intercultural Communication and Cooperation Basics and Areas of Application, 2010, 1st edition, Vandenhoeck & Ruprecht (17-52) Ward,C. The A,B,Cs of Acculturation. In Matsumoto (ed. ) The Handbook of Culture and Psychology, New York, 2001