...Global Context Book: Managing across cultures by Schneider & Barsoux, second edition Chapter 1: The undertow of culture Converging cultures? Before the impact of culture can be assessed, two convergence myths have to be challenged: 1. The world is getting smaller… • On the surface, we appear to be converging: television, books, movies, internet, eating habits etc. • However, it seems that the pressure for convergence or integration may in fact create an equal, if not stronger pressure for divergence or fragmentation. o E.g. protests against learning English as second language in Switzerland, different neighborhoods in NYC (Chinatown, Little Italy etc.). o Executives across Europe are reading many of the same publications, but still more often they read national magazines and newspapers. Management is management • Management is management, consisting of a set of principles and techniques that can be universally applied. • However, different practices (such as management) are shaped by its cultural origins, and so is management. • Also, different notions of organizations (relationships vs. tasks) and different HRM practices based on motivations of employees (intrinsic vs. extrinsic). • Good management is culturally sensitive management: best fit between people’s motivation and tasks. • Sensitivity towards invasion of foreign companies and their business ideologies and practices. 2. Despite technological & economic forces for integration/convergence, there are equal or greater...
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... Tom Lombardo, Ph.D. Introduction Globalization is perhaps the most significant and pervasive contemporary trend. Humanity is moving from a set of relatively autonomous nation states to an integrated global reality, more ruled by international corporations and organizations, and economic and ecological interdependencies, than national and political ideologies and issues. Fueled by global communication, technological networking, expanding transportation systems, economic exchange and competition, and the growth and spread of a global culture, globalization is seen both as a positive and as a negative trend. What are the main features of globalization, what are the future possibilities, and how will globalization have an effect upon your individual life? Outline “Nothing will be done anymore without the whole world meddling in it.” Paul Valéry The History of Globalization Positive Images of Globalization Imbalance, Diversity, and Conflict: The Problems of Globalization Global Tensions, Challenges, and Evolution for the Future Howard Bloom – The Deep History of Globalization – Reciprocity and Conquest Global Communication and Networking of Life Global Expansion of Humanity Emergence of Cities and Trade Routes Reciprocity and Conquest Robert Wright The Evolution of Win-Win Reciprocities in Human History The Expansion of Economic Interdependencies and Exchange The Expansion of Communication Networks Cumulative Evolution of Civilizations ...
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...NO-60 Q1. What is meant by the term culture? In what way can measuring attitudes about the following help to differentiate between cultures: centralized or decentralized decision making, safety or risk, individual or group rewards, high or low organizational loyalty, cooperation or competition? Use these attitudes to compare the United States, Germany, and Japan. Based on your comparisons, what conclusions can you draw regarding the impact of culture on behavior? Ans:- culture is defined as the shared patterns of behaviors and interactions, cognitive constructs, and affective understanding that are learned through a process of socialization. Culture is the acquired knowledge that people use to interpret experience and generate social behavior. This knowledge forms values, creates attitudes, and influences behavior (Hodges, 2005). Centralized versus decentralized cultures are different in which the top managers or leaders make all the important decisions in a centralized culture and in a decentralized culture, the decisions are made throughout the levels. Safety and risk in some cultures are frowned upon because the results are unpredictable yet other cultures are “riskier” and encourage risk taking on all levels. The same can be said about individual versus group rewards. Some societies or organizations reward individually and other only based on the group effort. High or low organizational loyalty in cultures are different in which the high loyalty in an organization...
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...information about diversity in the United States has helped me better understand or relate to others in ways that I may not have in the past? I feel like I had a pretty good grasp on what diversity in the United States looked like until I took this class, I have learned so much about the issues that everyone faces on a daily basis. This has also taught me that it is not just those of different races, beliefs, or even cultures who struggle with this it happens to everyone. I think that we have all been subject to some kind of separation or even forms of racism, this can include anything from being bullied at work or school to being treated differently by your community because you dress or look a certain way. Diversity is a great thing to introduce when you are young to show our children that we are all equal no matter where we come from. I also feel that this is something that needs to be reminded to us as adults, as I think that I feel we forget as we grow. On the job training I think is something that is very beneficial for us all to learn how to interact with those who may be slightly different then us. The information that I’ve learned about diversity in the United States has helped me better to understand and to relate to other people than I used to in the past. I understand that diversity is all around us. If it was not for diversity we would all be the same. There would never be any challenges in our lives to make us better. When we go through diversity we learn new ways...
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...Volume III Liz Mohn A Cultural Forum Corporate Cultures in Global Interaction Bertelsmann Foundation Gutersloh 2003 A Cultural Forum Corporate Cultures in Global Interaction Global Business Culture – an International Workshop, held in November 2002 in Gutersloh Content 04 05 Content 6 Foreword Liz Mohn Part I: Cultural Diversity as a Challenge for the Management of Globally Acting Companies: Forming Process of Interaction and Acculturation Global Corporate Cultures: Management between Cultural Diversity and Cultural Integration Wolfgang Dorow, Susanne Blazejewski Competing on Social Capabilities: A Defining Strategic Challenge of the New Millennium Piero Morosini Cultural Complexity as a Challenge in the Management of Global Companies Sonja Sackmann Managing Cultural Diversity: Insights from Cross-Cultural Psychology Felix Brodbeck Part II: Trust – Leadership – Conflict Management: Topics of Growing Importance to Multinational Companies at a Time of Globalization Corporate Culture of a Global Company: The Volkswagen Group Ekkehardt Wesner Organisational and Cultural Change at Deutsche Post World Net Joachim Kayser TOSHIBA EUROPE GmbH – An Example of Corporate Culture in Global Interaction Dirk Mandel Topics on the Increasing Significance of Globalization for Multinational Enterprises Gerhard Rübling List of Contributors 10 12 30 58 82 96 98 106 112 115 120 Foreword 06 07 Foreword Liz Mohn Mergers and...
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...Chapter 7 Cultural Diversity in Cross-Border Alliances Susan E . Jackson Randall S . Schuler Introduction Increasingly, firms are using cross-border alliances to strengthen and maintain their position in the market place . Although often seen as a relatively fast and efficient way to expand into new markets and incorporate new technologies, the success of cross-border alliances is by no means assured . To the contrary, such alliances often fall short of their stated goals and objectives . While some failures can be explained by financial and market factors, the failure of others can be traced to neglected human resource issues and activities associated with managing the cultural diversity present in these organizations . This chapter describes the special challenges that cultural diversity creates for effectively managing human resources within cross-border alliances . Drawing upon the extensive literature regarding the management of domestic alliances and domestic diversity, we offer suggestions for how human resource management practices might be used to improve the success of cross-border alliances . Regardless of industry, it appears that it has become all but impossible in our global environment for firms to successfully compete without growing and expanding through deals that result in cross-border alliances (CBAs) (Lucenko, 2000) . In some industries, e .g., insurance, cross-border alliances provide a means for moving into new markets . In other...
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...Network: any interconnected group or system, it comprises nodes and links. Networks are long-term, relationships between interdependent economic actors which are seeking for competitive advantage by forming the cooperation. More complex than alliances; bilateral relationship doesn’t qualify as network. From left to right: Market: “buy”. Network: jv, licensing, outsourcing, equity share, contractual cooperation, joint R&D. Hierarchy: “make” From left to right: Market: “buy”. Network: jv, licensing, outsourcing, equity share, contractual cooperation, joint R&D. Hierarchy: “make” Types of Networks: X & Y: X: Alliances between partners with complementary skills/strengths “closing the gap”. Y: Alliances between partners with mutually reinforcing resources/skills/competences “critical mass alliance”; by joining forces you reach a critical mass. Horizontal, vertical & lateral cooperation: Horizontal: Companies within the same position of the value chain cooperate (e.g. alliance between airlines) Vertical: companies from different positions within the value chain cooperate (eg. Buyer supplier relationships along the supply chain) Lateral: across industries, different players from different industries. Stable & Dinamic: Stable: platform for cooperation. Dinamic: project-based. Virtual factory: dynamic, order processing. Competition: Networks compete to each other; network is the compeititive ...
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...several classes dealing with the culture, population & urbanization, and introduction to sociology. Not all these materials were covered in class and not all the materials covered in class are to be found in these notes. But you will find a generally close correspondence between class and readings in what follows. Be aware that these notes are not intended to replace reading the text. Also, these are “rough” notes. They were devised initially for my own use. They are not polished and stand open to correction. But I think you want them, so here they are. Dr V What is culture? A complex system of meaning and behavior that defines the way of life of a given group or society. Material and non-material Characteristics of culture: Shared Learned Taken for granted Symbolic (meaningful) Defining idea: transmission by non-biological means Distinctions(?) between human and animal cultures (language & tools). Elements of culture: Language: symbol systems. Does language shape culture? Norms: cultural expectations for how to behave in a given situation. Implicit vs. explicit; ideal vs. real. Folkways/mores/laws/taboos Social sanctions Ethnomethodology and the study of norms. Beliefs. Values: Value-orientations Institutions. Cultural diversity: Dominant culture. Most support from major institutions. Function of power. Subcultures. Often develop as a result of exclusion from mainstream society and culture. Counter-cultures Rejection of dominant cultural...
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...groups of Xerox employees dating from the 1960s, play an important role in our diversity story. These caucuses, similar to networking and affinity groups, are instrumental in advocating openness, opportunity and inclusion for the entire Xerox community. They work with management to achieve common business objectives, self-advocacy and to create an environment of inclusion. Six caucus groups currently exist to address the concerns and meet the needs of employees who are African-American, Hispanic, Asian, women, African-American women, gay, lesbian, transgender and bisexual. Through executive roundtables, our CEO and other senior leaders meet with diverse teams of Xerox employees, often representing one of our caucus groups. During these informal sessions, participants share their views on Xerox’s work environment and business concerns, and identify actionable items for discussion with Xerox’s senior team. The process ensures that the executive leadership team and the CEO are working together to resABSTRACT. Currently, an increasing number of organizations are attempting to enhance inclusiveness of under represented individuals through proactive efforts to manage their diversity. In this article, we define diversity management against the backdrop of its predecessor, affirmative action. Next, selected examples of organizations that have experienced specific positive bottom line results from diversity management strategies are discussed. The present paper also provides a conceptual...
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...International Management Culture, Strategy, and Behavior Ninth Edition Fred Luthans University of Nebraska-Lincoln •Jonathan P. Doh Villanova University Mc Graw Hill Education Table of Contents Part One Environmental Foundation 1 2 The World of International Management: An Interconnected World Introduction Globalization and Internationalization Globalization, Antiglobalization, and Global Pressures Global and Regional Integration The Shifting Balance of Economic Power in the Global Economy 2 4 6 6 9 12 Global Economic Systems Market Economy Command Economy Mixed Economy 19 19 19 20 Economic Performance and Issues of Major Regions Established Economies Emerging Economies Developing Economies on the Verge 20 20 22 26 The World of International Management—Revisited 30 Summary of Key Points 32 Key Terms 32 Review and Discussion Questions 32 Answers to the In-Chapter Quiz 33 Internet Exercise: Global Competition in Fast Food 33 In the International Spotlight: India 2 Globalization and International Linkages 34 The Political, Legal, and Technological Environment 36 The World of International Management: Social Media and the Pace of Change 36 Political Environment Ideologies Political Systems 38 39 41 Legal and Regulatory Environment Basic Principles of International Law Examples of Legal and Regulatory Issues Privatization Regulation...
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...Running head: PROBLEM SOLUTION: RIORDAN Problem Solution: Riordan Problem Solution: Riordan Riordan Manufacturing is a multinational corporation led by a competent and dedicated senior management team. Riordan has experienced success with an operation opened in China in the past year and has made a decision to expand by adding a second production site. This new venture presents cross-cultural challenges Riordan has not before faced. Riordan must solve its problem so it can realize its goal of offering more components around the globe. To do this, a nine-step problem-solving model will be applied starting with identifying of issues and opportunities and ending with the optimal solution, implementation of the solution, and an evaluation of the results. Situation Analysis Issue and Opportunity Identification Riordan Manufacturing has an existing facility in China that has been so successful in the past year, the Chief Executive Officer, Dr. Michael Riordan, has decided to look at the potential of expanding the facility to supply additional components globally. The key players represent a wealth of experience in the chemical and plastics industry, international operations, and working within the China province of Hangzhou. However, the management team has less knowledge of cross-cultural issues that could affect the production and delivery schedules for the new facility (University of Phoenix, 2011). Riordan has not considered the differences in cultural values in...
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...B398 Ch. 1 • • • Mon. May 5. 2014. Chapter 1 -‐ Organizations and Organizational Theory Org theory helps us understand and explain what happened to an org in the past and what may happen in the future so that we can manage orgs more effectively. Important to choose the right change strategy and design the right structure depending on the changing environment and its impact on the org à orgs are not static! Adapt to external env. *Theory: ideas about what something is, how it works; the key elements are generalizability, explanation, prediction! Large, successful orgs are still vulnerable; orgs are only as strong as their decision makers. • Current Challenges • Challenges today are different from the past, so org theory is evolving. • Top execs say that coping with rapid change is the most common problem in orgs. • Globalization: world is shrinking with rapid advances...
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...THEORY SYNTHESIS #3 CALIFORNIA STATE UNIVERSITY, DOMINGUEZ HILLS PUB 502 SANDRA TAYLOR I. Theories of Organizational Culture and Change Organizational Culture and Change theories were first introduced between the 1950’s and 1960’s, but gained an unsavory reputation in the 1980’s. The origins of this theory came from the realization that U.S. companies and government agencies had lost their competitiveness and agility during the last three decades of the 20th century (Shafritz, Ott, Jang, 2011, pg. 338). This was in addition to the understanding that organizational change required more than structural or functional tweaking but instead that that organizational cultures had to be reformed (Shafritz et al., 2011, pg. 341). Organizational culture is simply the culture that exists in an organization. It is made up of a number of intangible phenomena, such as values, beliefs, assumptions, perception, behavioral norms, artifacts, and patterns of behavior (Shafritz, Ott, Jang, 2011). It is the force behind the organizations activities; culture is to the organization what personality is to the individual, a hidden, yet unifying theme that provides meaning, direction, and mobilization (Shafritz et al., 2011, pg. 338). Thus, in order for an organization to make lasting changes the organization culture must change as well (Shafritz et al., 2011, pg. 338). It is common practice for organizational members to hang onto familiar beliefs, values, and policies and practices even if...
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...Topic 1: Analyze the role of cultural factors that can create comparative advantage for a company. Give some relevant examples. CONTENT Facing with the diversity of the market as well as the establishment of more and more enterprises, managers’ pressure is weighed on how to make their firms different and attract more customers compared to other companies. In the opinion of Michael Porter, entrepreneurs who only focus on two objectives of growth and product diversification strategy does not guarantee long-term success for business. It is important for any business organization to build a sustainable comparative strength. Since then the concept of “Comparative advantage” was born with the sense that the specific value of the enterprise will help businesses reach high performance and always be unforgettable. There are many factors that create comparative advantages for business and one of the basic elements and also plays the important role is the cultural factors. It is supposed that culture is the promotion of the ability and the fullest expression of human nature. Hence, culture exists in any human activity such as economy, politic, society, communication, behavior, or in the innermost thoughts. Each nation brings its own different cultural values, creating the cultural diversity. This has caused not only difficulties for multinational companies to be able to adapt but also an opportunity for businesses to learn, thus make the particular policies that create comparative...
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...McDonald’s started as a small business in the USA in the 1950s (Stonehouse, Campbell, Hamill & Puride, 2004). Today, it has grown to be a global phenomenon with 34,000 restaurants in over 118 countries (McDonald’s Australia, 2014). Through this expansion, McDonald’s has faced the challenge of transferring a symbol of American culture to places where there are significant national, cultural and religious differences. This essay will analyse some management issues that McDonald’s has experienced. Firstly, the strategic debate regarding global integration versus national responsiveness will be examined. Associated with this issue, is the matter of diversity across different regions. Finally, the essay will consider McDonald’s corporate image of social responsibility in relation to environmental sustainability and increasing problems of worldwide obesity. McDonald’s as we know it today is a result of Ray Kroc taking the entrepreneurial hamburger ‘stall’ established by the McDonald brothers, and franchising the business with Ted Turner to create an international organisation (McDonald’s Australia, 2014). In the 1950s there was significant domestic growth in the United States of America. International expansion began in the late 1960s and 1970s, initially targeting Canada, the United Kingdom and western European countries of Germany, the Netherlands and Sweden (Stonehouse, et al, 2004). The first restaurant opened in Australia in 1971 (McDonald’s Australia, 2014). In 2001, McDonald’s...
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