...Understanding Cross-Cultural Management Second Edition Marie-Joëlle Browaeys & Roger Price Part One CULTURE AND MANAGEMENT Concept 1.1 Facets of culture Introduction to Part One Setting the scene This introductory chapter will give an outline of the research in the field of culture and management, which in turn serves as a framework for Part One. The concept of culture Many experts in their fields have wracked their brains to come up with what they consider to be their concept of ‘culture’. Those working in the field of cultural anthropology, alone, for example, have come up with a long list of definitions of the concept, based on their analysis of ethnological, social, psychological and linguistic data. The attempt made by Bodley (1994) to summarize these (Table I.1) gives an idea of all the facets of culture that need to be taken into account from an anthropological perspective. Although acknowledging the multiplicity of cultures, the authors of this book consider that the fundamental aspect of culture is that it is something all humans learn in one way or another. It is not something people inherit, but rather a code of attitudes, norms and values, a way of thinking that is learnt within a social environment. Family, the social environment, school, friends, work – all these help to form this code and determine how people see themselves and the world. The national culture and the particular region which people live in also help to shape a...
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...Cultural Sensitivity Company A is headquartered in a regional manufacturing area in the United States. Company A produces engine components that undergo an extra heat-hardening process that provides extended life for engines of heavy-duty trucks, and it provides specialized machined engine components to all major U.S. truck and automobile manufacturers. Company A currently has 5,000 employees in the United States and wants to double its size within the next four years. After establishing through market research that a huge growth potential exists for new entrants of heavy-duty trucks in several target countries, Company A expanded successfully into one European country this past year. The company is now considering expansion into an Eastern Asian market. Senior management believes Company A will more than double company profits with its expansion in the international market. As a member of the expansion team, you will be a key player in ensuring the success of this new venture. You will be responsible for providing assessments, analysis, and written plans for successful furtherance of Company A’s global marketing plan. Your manager at Company A has asked you to submit a detailed marketing approach that the manager will present to the operating committee. Your approach should address any major cross-cultural challenges that may likely surface as Company A expands into an Eastern Asian market. A. Identify one country in Eastern Asia a. After researching a number...
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...BSBS6009 Cross Cultural Management - Assessment item 4 individual reflective journal (30%) Individual Negotiation Reflective journal (30%) Due date is on Tuesday week 13 The objectives of this assignment are to: Assess student’s ability to apply the knowledge and understanding of cross cultural management and negotiation learnt in this course by critically reflecting on negotiation simulations. Assess student’s ability to identify and analyses issues that were critical to the processes and outcomes of the negotiation simulations. Assess student’s ability to plan for a negotiation. Specific Tasks: This assessment item include four sections each approximately 500 words in length. In Part 1 of your journal, you are required to critically reflect on negotiation simulations from Week 9 to 11 and apply appropriate cultural, communication and negotiation theory/ies to identify and evaluate your own strengths and weaknesses. In part 2 of your journal, you are required to critically reflect your final negation simulation on week 12 and identify your improvements and evaluate processes and application while including effective and ineffective strategies and tactics compare with week 9 to 11. In Part 3 of your journal, you are required to identify the most significant ethical issues surrounding the negotiation simulations from week 9 to 12 and provide recommendations on how could you avoid the issues. Your individual negotiation plan for the Final Group Negotiation...
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...Abstract This paper outlines and describes managerial guidelines for successful negotiations. It examines the steps a manager may take to ensure successful negotiations. Discuss the forces, including technology changes, which have fostered the development of global consumerism. Cite your sources. Keywords: Negotiation, International Marketing Managerial Guidelines for Successful Cross-Cultural Negotiations In international business, understanding the culture is the most important factor that determines success in that foreign market. This will be the foundation for the negotiations and should be addressed prior to any meetings. A company needs to combine the best aspects of each organization to the respective cultures in the foreign market. The negotiations will be successful if the negotiating parties establish an open relationship and gain mutual trust. Several factors to consider prior to negotiating in international business are minimizing distrust and stereotyping, overcome communication issues, and relationship development. (Ready) Minimizing distrust and stereotyping is a common issue that can deeply affect any negotiations. This can be rooted from the idea of assuming the values and mannerisms of the culture in the foreign market. For example, when McDonald’s decided to enter the market in India, they did not assume their beef burgers were going to be accepted in this mainly vegetarian environment. They did their research and...
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...writing the memo to share some issues I have with one of my employees. Ten moths ago I hired a salesman with Chinese origin to help the company to take over the Chinese businesses in Plano, Texas. I cannot “click on personal level” with him since the very beginning of our relationship which is causing troubles in our communications. Another reason for our communication problem could be the different cultural background we have and our opposite personalities. I believe employees should be able to connect to their leader to become good followers. I think I am extrovert and should be able to get closer to him over time but there are some other issues that I need to address immediately. I have a problem with Wu’s performance inconsistencies his vision of how things should be done, obviously conflicting with my leadership style. He definitely is able to do “as I say” but not willing - he does not keep daily contact, works outside the office more than normal and his various meetings usually conflict with AccountBack activities and meetings. I do not know if this is based on cross cultural differences or situational leadership. I definitely should consider a mismatch of leadership style and development level of my subordinate. I should reconsider my participating approach towards my employees. It definitely worked for our branch and the financial results are proving it but most of the salesmen were new to the company. In case of salesmen with more experience and high readiness to...
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...Cross-Cultural Perspectives: Nike Student UoP Ethics 316 June 18, 2012 Week Five Dr. No Instructor Cross-Cultural Perspectives: Nike Nike Corporation grew from a local United States-based footwear distributor to a global marketing giant of athletic footwear, apparel, and equipment. This paper will provide an analysis of the ethical and social responsibility issues Nike must deal with as a global organization. Additionally, the paper will identify Nike’s ethical perspectives and present the exploration of these perspectives across cultures. Ethical and Social Responsibility Issues Nike began globalization through industrializing in countries, such as Vietnam, Malaysia, Indonesia, and Cambodia. The contracting by Nike of suppliers within these regions instantly began providing jobs, which at the time was just good enough to these improvised areas. However, by the end of the 90s Nike’s use of offshore manufacturing suppliers brought revelations of the sweatshop working conditions prevalent in these nations. The ethical responsibility issues Nike had as a challenge because of these sweatshop conditions ran the full gamut. For example Vietnam factories were violating the minimum wage and overtime laws, Cambodia was using child labor, and Malaysia even went as far as employing forced labor to ensure manufacturing requirements were met...
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...uni-erlangen.de 2) University of Melbourne, Department of Management and Marketing, Faculty of Economics and Commerce, Parkville Campus, Melbourne, Victoria 3010, Australia, harzing@unimelb.edu.au Acknowledgements This study was supported by funds from the 'Jubiläumsfondsprojekt Nr. 11618 of the Oesterreichischen Nationalbank'. We thank Professor Gerhard Fink and Dr. Markus Pudelko for their helpful comments on earlier versions of this paper. Abstract Using data collected from 25 interviews with Austrian employees in the European Commission, we explore the conditions under which cultural differences do and do not influence interactions. Previous experience with culturally-determined behaviour and experience working in a foreign language is found to foster norms that reduce conflict based on cross-cultural differences. Time pressure, on the other hand, makes cultural differences, specifically the way that criticism is delivered and the extent of relational-versus-task orientation, more explicit. Our...
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...or from other resources. What we need to do is to read the case has been give carefully and extracting all available information from it. 2) The industry information in both countries Besides the information of two companies, we need more data about the whole industry in the nation of each company. These figures give us more details about what is the position of each company and the role played among their competitors in their country. This provides us a better understanding of the positioning and vision for both sides. 3) The preference of representatives in both teams Before the negotiation, our team members have spare lots of time sit together talk about and change our opinions. During this time, we have already known each other’s characters and have dividing the work responsibilities and allocate them to each person. That is the first part called self-exploration. In addition, analysis the members in opposite team are as important as the first part. Same as us, even though built on the multi-cultural foundation, with a mix of Indian, Chinese and Sri Lanka, all of us come from the high-text and masculinity society, and the sex ratios in both teams are same. This endows us a balance between the two teams. During the negotiation, we can use...
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...The Approaches Biological Theories According to the text, there are several biological theories of schizophrenia and evidence indicates genetic transmission, although genetics does not fully explain who develops this disorder. Secondly, some patients show structural and functional abnormalities in specific areas of the brain, which may contribute to the disorder. Thirdly, many people with schizophrenia have a history of birth complications or prenatal exposure to viruses, which may affect brain development. Then fourthly, neurotransmitter theories hold that excess levels of dopamine contribute to schizophrenia. There are Genetic Contributors to Schizophrenia such as Family, Twin, Adoption studies that have all indicated the presence of a genetic component to the transmission of Schizophrenia. Scientists believe that different genes are responsible for different symptoms of the disorder. Studies have also found that there are Structural and Functional Brain Abnormalities related to Schizophrenia. Scientists have long believed that the brains of those with this disorder differ from those who do not have it. Scans such as PETs, CAT scans, and MRIs are some of the technological ways of determining this fact. As mentioned in another module 7 assignment, Birth Complications are corresponded with those who have Schizophrenia along with Prenatal Viral Exposure. Psychosocial Perspectives Social Drift and Urban Birth have had studies that supposedly link them with Schizophrenia...
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...How was Wendy Peterson taken charge of the Plano branch office? * Took charge under pressure to fuel growth * Junior manager of account service clients * No experience with sales organization * Excellent at bringing business through client * Inherited team of 11 sales persons and 3 sales assistants * Decent mix of experience and enthusiasm in sales team * Stable revenue through established clients * Inherited underperforming division What is your evaluation of Wu's performance? * Wu’s performance is ambiguous since although he landed one large client and generated revenues of 400,000 he generated further revenues though add-ons that the client perhaps didn’t need * Wu’s work ethic was questionable, there are numerous instances to support this: He was always at a meeting with a client, he was rarely at his desk, never updated the sales pipeline tool which he knew very well and never took sales calls publicly * He also printed his business card in mandarin * While one may argue Peterson was a little too involved in her employees work, Wu derelict his administrative duties entirely * In his first moths he exposed himself as a dedicated student. He arrived early and stayed late nearly every day. He showed curiosity and attention to detail. He, also, enjoyed being expert for a change. * After his first month he started his real sales efforts. Then he spent only early mornings in the office. He was not updating Peterson for...
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...18, 2012 Reflecting on Cross Cultural Negotiations As I reflect on what I have learned regarding Cross Cultural Negotiations, I now possess the knowledge that it is one of many specialized areas within the wider field of cross cultural communications. By taking cross cultural negotiation training, negotiators and sales personnel give themselves an advantage over competitors. There is an argument that proposes that culture is inconsequential to cross cultural negotiation. It maintains that as long as a proposal is financially attractive it will succeed. However, this is a naïve way of approaching international business. Let us look at a brief example of how cross cultural negotiation training can benefit the international business person: There are two negotiators dealing with the same potential client in the Middle East. Both have identical proposals and packages. One ignores the importance of cross cultural negotiation training believing the proposal will speak for itself. The other undertakes some cross cultural training. He/she learns about the culture, values, beliefs, etiquette and approaches to business, meetings and negotiations. Nine times out of ten the latter will succeed over the rival. This is because 1) it is likely they would have endeared themselves more to the host negotiation team and 2) they would be able to tailor their approach to the negotiations in a way that maximizes the potential of a positive outcome. Cross cultural negotiations is about more...
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...Cross-Cultural Perspective ETH/316 Brenda J Johnson February 23, 2015 Dr. Richard Trottier Cross-Cultural Perspectives HSBC expresses its corporate ethical policies in the form of promoting diversity inclusion among its employees, implementing a multicultural awareness, it enforces these with a number of policies and rules designed to work toward these goals. HSBC is a global organization with a multinational presence. Their cultural perspective offers professional diversity. It has a footprint in many countries and their purpose is to be where the growth is. “Their network covers seventy-three countries and territories in Europe, the Asia-Pacific region, the Middle East, Africa, North America and Latin America” (www.hsbc.com). With the focus on growth they need a work force to cover the many countries and purposes of their growth. HSBC has a labor force that is diverse and inclusive. It takes pride in having a Diversity and Inclusion program that embraces multicultural area with multicultural races. HSBC was named as one of the Top Global Employers 2015 by Stonewall, the Lesbian, Gay, Bisexual and Transgender, LGBT equity charity. (hsbc.com) Diversity Is An Ethical Goal Diversity is an ethical goal that HSBC works to achieve. Diversity in our origins. By offering professional diversity, HSBC has become one of the leading employers with regards to diversity. “We believe that diversity brings only benefits to our customer, to our business and to our people”...
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...Cross-Cultural Perspectives 1 Week 5 Cross-Cultural Perspectives ETH/316: Ethics and Social Responsibility University of Phoenix Cross-Cultural Perspectives Cross-Cultural Perspectives 2 McDonald’s is the largest fast food chain restaurant in the world. Ray Kroc founded the franchise in 1955 in California. McDonald’s server millions of customers daily. The company pride itself on their tasty hamburgers and delicious french-fries. McDonald’s is also known for its quick service and its drive through. The company went from one restaurant location, to locations in different states, to a global corporation. McDonald’s continue to thrive on providing meals at a low cost to customers. McDonald’s have more than 30,000 restaurant locations in more than 100 countries around the world. McDonald’s makes billions of dollars each year but they still issues in the global sector (McDonald’s, 2011). McDonald’s established their first restaurant in Japan in 1971 (McDonald’s, 2011). This establishment brought about some issues because of the cultural differences. Some of the issues are food preparation, food organization, and food delivery. Even though McDonald’s way of doing business contradicted with the Japanese ethics, and traditions, through compromise, and social responsibility they have managed to minimized there differences. Besides McDonald’s other businesses have expanded globally such as auto companies like Ford Motor Company. However, their approach was different in comparison...
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...Evaluation of Group Team Effectiveness Tatiana Alvim Ming Chuan University Evaluation of Group Team Effectiveness Question 1 In our Organizational Behavior classes we studied chapter 9 that talks about the "teams" and for this assignment the teacher asked us to analyze our group's effectiveness. An effective team work is the key to the success of any group. I will evaluate my group based on "Climate of trust", "Abilities of members", "size of teams", "work design" and "common purpose". One of the most important facts why I consider my group a successful one is because of the "size of our time” we were just seven. Like the president of AOL says the secret to a great team is to "think small. Ideally your group should have seven to nine people". When you have a small group everybody can participates actively talking and discussing with each other, sharing their ideas, which help a lot. In that time we all shared the same goal, we had a "Common Plan and Purpose" so we have put a lot of time and effort discussing a purpose that was good for everybody. We had meetings in MCU's library, we created a Facebook group so we could put all the information’s there and when we realize that something was wrong we were very flexible to change the plan and keep going with the new decision. When you are working in-group the ability of members are also very important. Part of a team's performance depends on the knowledge skills, and abilities...
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