1，当今对于企业领导者来说具有全球视野的重要性的原因如下：首先，随着全球化的快速发展，全球贸易和区域贸易变得更加重要。在这种情况下，扩大业务监督意味着扩大客户群，供应商群以及更多样化的工作团队。为了与来自不同背景的这些合作伙伴进行更好的沟通与合作，领导人必须具有全球视野。其次，从全球角度来看，领导者可以在不同的市场条件下变得更加灵活。例如，如果市场上出现新趋势，那么具有全球视野的领导者可以迅速抓住机遇，并在日常运营中应用一些创新战略，这对短期和长期的发展都有贡献。组织的长期发展。最后但并非最不重要的一点是，全球视野也意味着向他人学习，并对新思想持开放态度。具有全球视野的业务领导者更可能容忍不断学习新事物，这可以促进业务发展。领导者无法做的只是坐在角落里，认为其他地方发生的事情不会对他/她产生影响。

1. The reasons why it is important today for business leaders to have a global perspective are as follows: First and foremost, with the rapid development of globalization, global trade and regional trade have gained more priority. Under such circumstances, expanding business oversees means expanding customer set, supplier set as well as a more diverse work team. In order to have a better communication and cooperation with these partners from different backgrounds, leaders must have a global perspective. Second, with a global perspective, leaders are able to be more flexible in front of different market conditions. For example, if there is a new trend on the market, leaders with a global perspective can seize the opportunity quickly and apply some innovative strategics to the day-to-day operation, which can contribute to the short-term as well as the long-term development of the organization. Last but not least, a global perspective also means learning from others and be open-minded to new ideas. Business leaders who have a global perspective are more likely tolerant to keep learning new things, which can foster the development of the business. What leaders can’t do is just sitting in a corner and thinking what happens elsewhere won’t have a influence on him/her.

 2.霍夫斯泰德的民族文化的四个维度是权力距离，规避不确定性，个人主义与集体主义以及男性气质与女性气质，这主要用于文化差异分析。我选择描述的文化是中国文化。

2. The Hofstede’s four dimensions of national culture are power distance, uncertainty avoidance, individualism vs. collectivism and masculinity vs. femininity, which is mostly applied to the cultural difference analysis. The culture that I choose to describe is the Chinese culture.
 
According to Hofstede(1980), the power distance refers to “the degree to which members of a society expect power to be unequally shared”. People who accept high power distance respect the authority very much, while those who live in a country where low power distance is valued believe that superiors and subordinates should be equal. It is well-known that Chinese people are highly influenced by the traditional hierarchical idea which leads to the high power distance. That is to say, people who are located in a relatively lower position in society tend to submit to those who have more privilege. When we observe the relationship in a company in China, this phenomenon is more obvious. Chinese employees usually dare not challenge their managers and they have to finish the tasks obeying what they have been told to, without any their own thoughts.
 
When it comes to the uncertainty avoidance, it refers to the degree to which how much a society relies on the rigid norms that already exist. In a society with strong uncertainty avoidance, people are afraid of changes and ambiguity. However, people who live in a society with weak uncertainty avoidance show a tendency to embrace risks and uncertainty. In China, there is no doubt that harmony is regarded as an important principle in a group. In other words, Chinese people usually show a strong uncertainty avoidance. When a policy is carried out, most of the workers do not have opposite opinions. Because if he/she puts forward a different idea, it means that he/she has to be responsible for this disagreement. This kind of uncertainty force him/her to give up what they believe in at the very beginning.
 
People who believe in individualism value their own independence and uniqueness, while collectivists pay more attention to group’s interests. China is also famous for its collectivism tradition. The idea that the group’s common goal is the most important thing is deeply rooted in their minds, so it is normal to see that Chinese employees have to abandon their own interests for the good of the whole team.
 
Masculinity refers to “a society’s preference for assertiveness, heroism, achievement and material reward for attaining success. In opposite, femininity stands for a preference for modesty, cooperation, quality of life and caring for the weak.”(Hofstede, 1980) In fact, under the influence of male chauvinist ideology, Chinese leaders often show directness and even aggressiveness.

 3.根据Stephen，P. R.和Mary，C.（2012）的观点，多样性是“组织中的人们彼此不同且相似的一种方式”。它不仅应包括差异，还应考虑相似性。随着全球化的发展，全球多元化在管理中变得越来越重要，其原因如下：首先，在公司的战略层面，多元化可以帮助增强对市场的了解，这是与其他市场相比的一个有利优势。竞争对手。例如，更大多样性的实现使IBM获得了更多多样性的客户群（Thomas，D. A.，2004）。其次，团体绩效可以从中受益，因为来自不同背景的更多人拥有更多创新的方法来解决问题。结果，可以大大提高解决问题的能力。最后，关于人员管理，具有多样性的组织有能力吸引更多有才华的员工。但是，我们应该注意，有时更多的多样性也会带来更多的冲突。 3. According to Stephen, P. R.& Mary, C.(2012), diversity is a way “where people in an organization are different from and similar to one another”. It should not only include the differences, but also take the similarity into consideration. With the development of globalization, the global diversity becomes more and more important in the management because of the following reasons: First, in a strategic level for a company, the diversity can help enhance the understanding of the markets which is a good advantage over other competitors. For example, the implementation of greater diversity lets IBM obtain a more diverse customer set (Thomas, D. A., 2004). Second, the group performance can benefit from it, for more people from different backgrounds have more innovative methods to deal with the problems. As a consequence, the problem-solving ability can be greatly improved. Finally, with regard to the people management, an organization with diversity has the ability to attract more talented employees. However, we should note that sometimes more diversity also bring about more conflicts.
 
In order to integrate the global diversity, leaders must take the responsibility to act as an integrator. The first step is to make the diversity legal. In another word, leaders are supposed to ensure that the legitimacy has been built.(Moran, R. T., Harris, P. R., Moran, S. V., & Soccorsy, J. ,2004). What’s more, although every culture from which the members come should be considered, there still must be a shared vision that guides the team to move ahead. Only in this way can employees know exactly what they are doing and what they are going to achieve. In addition, mentoring or training programs need be in place if a company aims to integrate diversity. The reason is that “our human nature is to not accept or approach anything that’s different from us. But it doesn’t make discrimination of any type or form acceptable. And we live and work in a multicultural context. So the challenge for organizations is to find ways for employees to be effective in dealing with others who aren’t like them”.(Stephen, P. R.& Mary, C., 2012)

 
4. Cultural synergy is a famous method with regard to the cross-cultural leadership. According to Adler (1980), “Cultural synergy is a process in which organization policies and practices are formed on the basis of, but not limited to, the cultural patterns of individual organization members and clients.” Cultural synergy focus on the group’s diversity, which is the source of team development and promotes the wide range of management options and practices. However, every coin has two sides. It is also inevitable that a lot of cultural elements must be analyzed, thus it might be very time-consuming.
 
As a result, a leader of a muti-cultural team who wants to cultivate a “team environment” that improves team performance can take the followings into consideration: First, appropriate normative orientations must be set. The team cohesion can be developed and if they agree with the group norms, they will work efficiently with other team members. Second, it is of vital importance to take interest in achievements of each member, so that everyone has the feeling that he/she is valued. With this kind of intangible motivation, they will be willing to work hard so as to enhance the team performance together. Third, a leader must spare no effort to build mutual trust and confidence within the group, which is the basis of the cooperation.
 
5. If a colleague is going on an overseas assignment for two years, I will suggest that he/she should spend some time reading some books or articles which are related to the local customs and practices there before starting off so that the risks of cultural shock can be decreased. When it is possible, asking a friend who has been there or who is living there for advice is more practical, so that some mistakes can be avoided. This step is also called culturally prepared.
 
In addition, when he/she arrived there, he/she is supposed to make every effort to get involved in the work group that he/she is going to work with. For instance, eating together and chatting with each other can help a new comer from a foreign country to build a good relationship with co-workers better and sooner. It is this kind of communication that makes people experience the thinking mode and world view of local people. I also want to tell him/her that patience is required during the whole process. No one can become familiar with a foreign environment very quickly. So when faced with problems, he/she should calm down and try to fully understand the essence of the host culture.
  
 
References:
Adler, N. J. (1980). Cultural synergy: the management of cross-cultural organizations. Retrieved December 05, 2017, from the Research Gate: https://www.researchgate.net/publication/245823230_Cultural_synergy_The_management_of_cross-cultural_organizations.
Earnhardt, M. P. (2009). The Successful Expatriate Leader in China. Graziadio Business Review, 12(1).
Hofstede, Geert. (1980). Culture’s Consequences. Culture's Consequences. Sage Pubns.
Moran, R. T., Harris, P. R., Moran, S. V., & Soccorsy, J. (2004). Managing cultural differences : global leadership strategies for the 21st century. Elsevier Butterworth-Heinemann.
Stephen, P. R.& Mary, C.(2012). Management.(11nd ed.). NJ: Prentice Hall.
Thomas, D. A. (2004). Diversity as strategy. Harvard Business Review,82(9), 98.