...Abstract This paper is a brief discussion of the importance of culture for marketing and managing in global markets. The major topics discussed are management styles; product development and management; advertising campaigns, and communication as they are affected by various elements of culture and Hofstede’s cultural dimensions. Management Styles Management styles practiced by domestically run companies will differ from management styles practiced in the countries of companies’ foreign operations. These differences are influenced by the elements of culture that make up the learned behaviors or way of life of a country’s or region’s people (Gaspar, 2013). Yuan (2010) describes reasons for conflict between American managers and Chinese employees in Fortune 500 companies, citing one instance in which a Chinese employee responded to an American manager with an estimated number rather than an accurate one. Because of differing values and attitudes among cultures described by Gaspar, the American manager interpreted the Chinese employee’s response as being deceptive. However, the Chinese employee was avoiding shame, which in Chinese culture results from not knowing the answer to a question. Upon understanding this, the trust grew between the American manager and his Chinese employees likely as the result of the manager changing the way he sought information from his employees. Also, in China it is expected that companies pay newspaper reporters for writing a favorable stories, which...
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...The goal of this essay is to discuss the importance of culture, the job, and organisational context in determining whether wage compression and symbolic egalitarianism are best. Pfeffer (2005) argues for wage compression and symbolic egalitarianism as two of thirteen management practices that lead to superior organisational performance, and the rationale and validity of his argument will be assessed in line with the work of Hofstede as applied to studies of multinational corporations. Pfeiffer’s arguments will be shown to be of limited application contingent on the context they are being applied to. Symbolic egalitarianism is a conscious strategic decision within the organisation to remove symbols of hierarchy and the differential valuing of employees. This can include decisions such as moving managers from their offices to open plan areas, reducing or removing tiers of titular status, or status symbols attached to seniority or role. Pfeffer argues symbolic egalitarianism signals equality and improves communications, it “diminishes ‘us’ versus ‘them’ thinking” [ (Pfeffer, 2005, p. 101) ] which he believes creates a more collaborative environment with better information flow and cooperation due to the hierarchical barriers between employees and managers being removed. Organisations make a strategic choice in their remuneration and reward programs to enforce either hierarchical or egalitarian culture. Egalitarian systems allow earnings to increase without employees having...
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...“Working Together to Make a Difference”Who We AreAbout UsAt Hancock Manufacturing, the Human Resources team is about more than just payroll and benefits. Our energetic team consists of experienced and dedicated individuals who strive to help employees reach their goals while keeping ahead of the constant changes in technology, diversity, and globalization. As a member of our team you can enjoy schedule flexibility, comprehensive benefit packages, competitive salary, and a team environment that feels like family. Come join the team at Hancock Manufacturing, where creativity and innovation abound! | | | | Contact Us * H.R. Manager: Name * H.R. Supervisor: Name * H.R. Secretary: Name Phone: 1-800-HANCOCK 1-800-426 - 2625 Email: hrm@hancockmanufacturing.com Web: www.hancockmanufacturing.com | | | Hancock Manufacturing 2014 University Dr.Suite A.Salida, CA., 90000 | | | | | | Hancock ManufacturingHUMAN RESOURCE MANAGEMENT“THE FUTURE IS YOURS” | | Hancock Manufacturing | [Brochure subtitle or company tagline] | | Changes in HRMTechnologyA primary focus of the HRM team is taking care of our people. Technology has radically changed the way we to achieve this goal. The use of online career search engines and social media greatly enhances our ability to find the most capable pool of potential employees. Online training provides an excellent opportunity to provide current employees the innovative training needed for success in the modern...
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...to external factors like political and economic risks, it is obvious that delicately managing employees, in order to affectively address those functions, is of utmost importance. Explain how internal and external factors affect the four functions of management (planning, organizing, leading, and controlling). Internal factors are factors that affect the workings inside the business like accounting functions, leadership style, management changes, and procedures on how the business operates. Internal factors are important to how you run a business. The basic universal language are the accounting principles. You must understand the function of this to know how to run the business. A company’s leadership style impacts organizational culture. Leaders have to be able to communicate effectively. Also, the strength of the employees is an important internal factor. Hard-working and talented workers produce better results for a business. Procedures deal with how you execute your plans or objectives. External factors are factors outside the scope of the business that affects the business like the political risk, systemic risks, economic risk, etc. External factors deal with all that is outside the business that can influence the business. The political risk can influence through lobbying through congress to change laws. The by-laws are important as well. This...
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...Leading Culturally Diverse Groups Dave Park Leadership is important in managing and organizing the structure of the organization while trying to maintain a profitable company that takes into consideration employees, shareholders, customers and board of directors, etc. Another attribute of a great leader is managing diversity in the workplace. However, diversity includes many different issues and needs to be managed and if done properly can lead to competitive advantages for the company. Thomas A. Kochan, professor at MIT, stated “Diversity can enhance business performance only if the proper training is provided and the organizational culture supports diversity (Dubrin, 2010). Managing Cultural Diversity: Managing cultural diversity is not an easy task, however, when incorporated into the organizations core values, is makes it easier to incorporate (Dubrin, 2010). Below is a diagram that provides a breakdown of areas or issues that may need to be looked at to evaluate the possibility of creating and leading a culturally diverse organization. These areas may help to identify areas where a competitive advantage may be available in the organization. In such a culturally diverse world and as the organization makes decisions that will impact them globally, these discussions are vital for the success of the company. Whether not decisions are made to implement or not to implement decisions based on diversity within the organization, these ideas, may identify some of the...
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...Leadership is important in managing and organizing the structure of the organization while trying to maintain a profitable company that takes into consideration employees, shareholders, customers and board of directors, etc. Another attribute of a great leader is managing diversity in the workplace. However, diversity includes many different issues and needs to be managed and if done properly can lead to competitive advantages for the company. Thomas A. Kochan, professor at MIT, stated “Diversity can enhance business performance only if the proper training is provided and the organizational culture supports diversity (Dubrin, 2010). Managing Cultural Diversity: Managing cultural diversity is not an easy task, however, when incorporated into the organizations core values, is makes it easier to incorporate (Dubrin, 2010). Below is a diagram that provides a breakdown of areas or issues that may need to be looked at to evaluate the possibility of creating and leading a culturally diverse organization. These areas may help to identify areas where a competitive advantage may be available in the organization. In such a culturally diverse world and as the organization makes decisions that will impact them globally, these discussions are vital for the success of the company. Whether not decisions are made to implement or not to implement decisions based on diversity within the organization, these ideas, may identify some of the organizations strengths and weaknesses. (Cox...
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...Eric Lee Section 23 Bus 103 Date: 2013/2/22 Temporal. P. (2010). Advance Brand Managment. Singapore: John Wiley &Sons (Asian) Pte.Ltd. Brand managment includes developing a promise, making that promise and maintaining it. It means defining the brand, positioning the brand, and delivering the brand. Brand management is nothing creating and sustaining the brand. Branding makes customers committed to the business. A strong brand differentiates products from the competitors. It gives a quality image to business. Companies’ principle is making profits. So why should we still consider the group of nonprofitable customers? One of the reason we don’t give up on nonprofitable customer segment is customers may turn into profitable after encourage. Remember that marketing is not about making money. Marketing is all about managing the relationship with customers. Branding is about building a image that is remarkable to everyone * CRM is also about looking at customers who may not be big spenders now, but could be if they are encouraged by a really good brand experience. While the economics of foucusing on your most profitable customers are compelling, a good CRM program shouldn’t ignore all the others. Although it makes sense to pay more attention to more-profitable customers, the same CRM principles can apply at all levels. (pp.204) * Sometimes, there is no option but to kill (whether it is done quickly or slowly) or sell off a brand. In other words, the brand manager...
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...Talent Management What is talent managment? Talent management is kind of initiative planning that designed to source, attract, recruit, develop, advance, and retain a talented employees. Talent management also has another target which is to develop talented employees leadership and management functions critical to the organization’s success. The core idea of talent management is developing the human resources to attain organization’s strategic objectives. Why an organization does need talent management? The main reason of leaving an organization is “the feeling of detachment” in an employees from the organization’s objective and goal. They beleive that they are not being noticed by the people who actually hold the key of their career development. In many organization, people try to become visible by networking, personal contacts, recommendations. They do not need become extraordinary and talented but are often visible and getting caught by the eyes of top management. This situation makes many talented people inside the organization hide their presence, like a big fishes that love to stay in a deep water. Many talented people join the organization with a dream for achievement, success, and career development. Unfortunately, they realize and experience true culture of the organization, they become frustated and feel neglected. They gradually lose their interest, and become not innovative, and less participative. Through talent management, attention can be given to all employees...
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...into a large multinational corporation. The unique history and culture has made Ben & Jerry’s brand into a social icon. The core values and mission of the company have been defined as three interrelated parts in Ben & Jerry’s mission statement. The ever changing market has posed constant challenges to Ben & Jerry’s, which calls for a comprehensive strategy that addresses the competitive difficulties, while allowing Ben & Jerry’s to remain consistent with its mission and background. This report analyzes the strengths and weaknesses of Ben & Jerry’s organizational design during this transitional period in terms of its culture, social mission, marketing, competition, product development, manufacturing and distribution. We recommend that Ben & Jerry’s continues to strive in the global business market by taking following actions: protect the brand name while maintaining core cultural values, continue social activism at a local level, while exercising caution in the overtly politically arena, develop products that remain true to their roots, while using the new resources available from Unilever, and adopt a Lean manufacturing and distribution platform. Analysis Following the merger with Unilever, Ben & Jerry’s faces challenges as it navigates within a larger corporation while maintaining it’s identity and making improvements to compete globally. Ben & Jerry’s has a strong company culture, aggressive social mission, targeted product development, and...
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...STRATEGIC MARKETING MANAGMENT BUSI 520 TASK: Individual Submission Week 3 CULTURAL FACTORS DEFINED Cultural factors have a major influence in what merchandise consumers purchases. In order to understand this clearer, one needs to take a closer look at the definition of culture. According to Kotler and Keller (2012), “Culture is the fundamental determinant of a person’s wants and behavior”. In other words, culture is the deciding factor that guides the choices of the consumer. One product which many consumers purchase is the iPad. Sales, of this advanced version of a tablet computer, are steadily increasing. According to Bray, Palazzolo and Sherr from (2013), the iPhone and iPad are in fact the two top selling products of the Apple company. The iPad, just before its unveiling, was surrounded by so much enthusiasm. As stated by Furfie(2010), “The Wall Street Journal joked that ‘the last time there was this much excitement about a tablet, it had some commandments written on it’”. As funny as this may sound, other tablets don’t come close to competing with this product. The iPad has a stake in our culture and it is here to stay! An astute observer may ask, why do so many consumers gravitate towards iPad as opposed to another similar product in the marketplace today? Furthermore, the enthusiasm and general demand for the iPad seems to overshadow the competitor’s products. Kotler and Keller conclude that the geographic region has a direct influence on the products available...
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...Hewlett Packard’s 2011 Acquisition of Autonomy Corporation proved to be disastrous for the company’s financial status and reputation. While many have cited it as a poor decision, it was poor execution and HP’s internal conflicts that created a situation that resulted in HP writing of $8.8 Billion dollars of Autonomy’s value. HP’s relationships with its employees, shareholders, and partners have been damaged. The acquisition, therefore, has proven an example of poor execution. If the purpose of a merger or acquisition is to increase the economic value of the resulting consolidated corporate enterprise, the 2011 acquisition of British software company Autonomy Corporation by Hewlett Packard failed on several levels. HP’s corporate culture was such that even the decision for the purchase was fraught with internal conflict and began on an inauspicious note. When Autonomy was folded into HP, HP’s management structure did not fully integrate the new asset into the corporate line, quickly losing any industry advantage the acquisition would have brought. In the end, HP wrote down $8.8 Billion of the value of Autonomy and is struggling to reassert it’s once dominate position in the industry. The acquisition of Autonomy, therefore, was poorly executed and caused severe damage for the future of HP. HP had seen several years of internal conflict and struggles leading up to their decision to purchase Autonomy. On the surface, however, the company seemed strong in the months leading...
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...Integrated reporting (IR) principles are global in nature applicable to all organizations across multitude of industries and sectors and are becoming a fundamental practice towards a more cohesive and efficient approach in demonstrating to internal and external stakeholders how the business creates value in the short, medium, and long-term (Tilley, 2014). An integrated report should identify and communicate how relevant and interdependent, financial and non-financial factors affect an organization’s value creation process across organizational and geographical boundaries. This connectivity fosters a more efficient allocation of capital within the organization by breaking down communication barriers to engender a more collaborative and positive culture and outside of the organization by attracting investors through a more relevant assessment of risk and explanation of non-financial value. Other stakeholders, including policy makers, regulators,...
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...Negotiation Negotiation Plan Team D (NAC) Walden University Negotiation Plan One of the main challenges in the upcoming negotiations with the USSL is the cultural differences between our countries. In order to overcome this barrier, we have to plan our negotiation approach very careful and detailed. According to Lewicki, Saunders, and Barry (2011), “The dominant force for success in negotiation is in the planning that takes place prior to the dialogue” (Lewicki, Saunders, & Barry, 2011, p. 97). The main issues in the upcoming negotiations are: * Number of vessel used per year * Logistics support during the ocean and ground transportation * Freight cost and terms of payment * Geographic distribution over the Americas and other continents With accordance to the presented issues, the objectives in each negotiation session will be as following. Stage 1: A general agreement on the concept of operations, including reaching of consensus regarding further negotiations. Stage 2: Strategic Objectives. 1. Creation of harmonious relationships, based on the integrity and reliability; 2. Determination of the volume of transportation over the five-year period, including general understanding regarding an obligation per each year; 3. Principal agreement on the financial relations; 4. General agreement regarding potential geographic areas /states...
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...Operations Management 4BIM502 Assignment No. 1 Abdurahman Haji 12159352 Adam Al-Ghariyani 10594805 Word Count: 2650 Question 1). The post-construction issues that have come to surface regarding the Northstar HyperMall within the last three months are varied yet linked. These issues are of such importance in relation to the reliability – (According to Hollins and Shinkins, 2006 ) “The most important aspect of any product or service...something performing to specification” that they became the focal point of the General Manager’s (GM) area of concern. These problematic reports have dealt a destabilising blow to the future of the newly constructed Mall by Northstar, forcing the management to ensure that measures are taken both to identify and devise a solution in order to rectify the situation, ultimately restoring efficiency and thus heightening the chances of a success. Issues with relation to Customer Service are of great value, as this is where the interaction between the customer, the staff and all other products and services encompassed within the Northstar Mall facility take place. However, validity of the feedback/suggestions and general comments/complaints must be assured in order to gain a non-bias and factual foundation on which to view options to proceed. In the world business, on multiple planes, the quality of the service provided to the potential customer is paramount, as this service is what, when placed in conjunction amongst other variable factors...
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...Contents Organization Overview 4 Organization Description 4 The Company Mission 4 The Organization – SEAD 4 The CEO – Jon Shreve 5 Leadership Practices 6 Relationship Between Leadership and Organizational Culture 7 SWOT Analysis 9 Organizational Strengths 9 Technical Skills 9 Strategic Thinking 10 Organizational Weaknesses 11 Under-developed Leadership 11 Failing to deliver quality results 11 Organizational Opportunities 12 Political Forces - Obamacare 12 Economic Forces - Cloud Computing 13 Organizational Threats 14 Leadership Evaluation 16 Leadership Strengths 17 Innovative Thinking 17 Future-Facing 17 Managing Relationships 18 Leadership Weaknesses 19 Lack of formal higher education in executive staff 19 Weakness of Human Skills 19 Lack of Systems Thinking 20 Recommendations for Leadership Development 21 Lead with Humility (Level 5 Leadership) 21 Engage in Interactive Leadership 22 Practice Authentic Leadership 22 References 23 Organization Overview The focus of this section is to provide a description of the Software Engineering and Development (SEAD) organization at MCG, the leadership practices of the company’s CEO, and the link between the CEO’s leadership practices and the SEAD organizational culture. This department and leader were chosen for two reasons. First, the SEAD organization underwent many changes over the past 3 years due primarily to the CEO’s leadership decisions, including a complete reorganization...
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