...who usually are the ones who end up smoothing over ruffled feathers, should prepare themselves to deal with a new field of HR problems. This paper will discuss some of the HR challenges American companies doing business in Europe and how they can overcome them. A different political and Economic landscape Although Europe, and Britain in particular, is America's closest political and economic partners, many Americans have not ventured abroad. HR managers will need to understand that they will probably have to give American executives a short crash course on Europe's political and social landscape. While Europe is about the sized of America, it is made up of several individual countries, each with it's own language and culture. Although many parts of the European union have a common currency (the Euro) and constitution, the different nation states still retain their own individuality. Most Americans executives will probably find it easier adjusting to work life in Britain, with it's common language. HR managers should note that the southern European countries such as Italy, Spain and Portugal, have a more Latin culture, which some female executives might find sexist. American women travellers to these countries have complained about the aggressive sexual advances from men, actions which would be considered sexual harassment in American. HR managers will have to talk to both the European workers and the American executives about acceptable behavior. This point is...
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...The Business Cultural Environment The art and other manifestations of human intellectual achievement regarded collectively; The customs, civilization, and achievement of a particular time or people; The way of life of a particular society or group. Characteristics of Culture : ● Culture is shared, because culture is an act, beliefs, attitude, and way of life for not just for one individuals, but whole group of people that shared by living together for a certain time. Therefore culture is shared by one person that have major influence to other. ● Culture is intangible, intangible means it does not form as an object, it will cannot be seen as thing because it is something that lives inside someone’s behavior. ● Culture is confirmed by other, before people doing what others do, they somehow need to believe, and accept the culture as something good to be done. Otherwise, if they think that what people do is bad, they won’t accept that to their lives. What is business culture? Culture illustrates the accepted norms and values and traditional behaviour of a group. One definition of culture by Deal and Kennedy is “the way a we do things around here”. However, culture also evolves over time. The culture of each country has its own beliefs, values and activities. In other words culture can be defined as an evolving set of collective beliefs, values and attitudes. Culture is a key component in business and has an impact on the strategic direction of business. Culture influences...
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...A report on Managing across Cultures By Kifaa Submitted To Kaddafi Bin Sultan TABLE OF CONTENTS EXECUTIVE SUMMARY - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 3rd INTRODUCTION- - - - - - - - - - - - - - - - - - - - - - -- - - - - - -- - - - - - - - - - - - - 3rd INFUENCE OF CULTURE ON WORKING STYLES - - - - - - - - - - - - - - - - - 4th IMPORTANCE OF TRANING TO MANAGERS- - - - - - - - - - - - - - - - - - - - - 4th DIFFERENT MANAGEMENT STYLES - - - - - - - - - - - - - - - - - - - - - - - - - - -5th i. Collaborative - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 6th ii. Compromising - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 6th iii. Accommodating - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -6th RECOMMANDAION - - - - - - - - - - - - -- -- - - - -- - - - - - - - - - - - - - - - - - - - -6th CONCLUSION - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -7th REFRENCES- - - - - - - -- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -- - - - - - - 8th Executive Summary The Purpose of this report is to make a study on “Managing across Cultures”, and problems faced by the managers working with different cultural employees. This report will also discuss about some methods that could be use by the managers to accomplish cultural diversified staff. Cross Cultural simply...
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...HUMAN RESOURCE MANAGEMENT Answer CASE STUDY : 1 A policy is a plan of action. It is a statement of intention committing the management to a general course of action. When the management drafts a policy statement to cover some features of its personnel programmes, the statement may often contain an expression of philosophy and principle as well. Although it is perfectly legitimate for an organization to include its philosophy, principles and policy in one policy expression. Q1) Why organizations adopt personnel policies explain the benefits? Recruitment and Selection • Policies pertaining to the recruitment and selection process are the foundation of building any workforce. You must have a plan for creating applications, how to prequalify applicants, how applicants move up to become a candidate and other employment procedures. This set of policies also benefits current employees who refer applicants to your business. Training and Professional Development • Provisions for employee training and development are included in human resource policy documents because it informs employees of the kind of professional development available to them. In addition, policies related to training and development assistance in the formulation of employee development plans or performance improvement plans. Training and development policies serve as an outline of educational benefits available to current employees. Handling Employee Concerns • Many companies have written procedures...
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...and more Canadian-based companies are conducting their business in other countries. Huge global companies like Noranda, Labatt’s, and Molson’s have long had extensive overseas operations. Global changes such as the rapid development of demand in the Pacific Rim and other areas of the world means that business success depends on the ability to market and manage overseas. Of course, to foreign companies like Toyota, Canada is “overseas,” and thousands of foreign firms already have thriving operations in Canada. Increasingly, companies must be managed globally, which confronts managers with several challenges. First, the number of their employees abroad has increased. With more employees abroad, HR departments have had to tackle new global challenges. Three broad global HR challenges that have emerged are as follows:1 • Deployment. Getting the right skills to where they are needed in the organization regardless of geographical location....
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...Business More and more Canadian-based companies are conducting their business in other countries. Huge global companies like Noranda, Labatt’s, and Molson’s have long had extensive overseas operations. Global changes such as the rapid development of demand in the Pacific Rim and other areas of the world means that business success depends on the ability to market and manage overseas. Of course, to foreign companies like Toyota, Canada is “overseas,” and thousands of foreign firms already have thriving operations in Canada. Increasingly, companies must be managed globally, which confronts managers with several challenges. First, the number of their employees abroad has increased. With more employees abroad, HR departments have had to tackle new global challenges. Three broad global HR challenges that have emerged are as follows:1 • Deployment. Getting the right skills to where they are needed in the organization regardless of geographical location. • Knowledge and innovation dissemination. Spreading state-of-the art knowledge and practices...
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...1 Overall professional personal selling behavior in Spain 2 Table of contents 1. Introduction 3 4 5 9 12 14 15 16 2. General country information 3. Structure of the 10 steps professional selling sales cycle 4. Professional selling behavior in Spain according to the 10 steps 6. Conclusion 7. Sources 8. Appendices 5. The unique characteristics of the Spanish (selling) business culture The 10 step selling process refers to a sequential series of actions by the salesperson that leads towards the customer taking a desired action and ends with a follow-‐up to ensure purchase satisfaction. We will ...
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...From the Director Indian Institute of Foreign Trade, having been set up by the Government of India in the year 1963, has achieved a niche in the domain of International Business by blending business knowledge with creative research, pioneering executive development programmes, international linkages and industry interventions into the curricular corpus. At IIFT, we have been an active learner all these years by continually focusing on maintaining global perspective on issues but with realistic grounding in local conditions. This practical approach has given our students an unbeatable edge in the national as well as international arena. It is because of its allaround achievements that the Institute was awarded the status of Deemed University in May 2002 and accredited in May 2005 as “A” grade institution by National Assessment and Accreditation Council (NAAC) an autonomous institution of University Grants Commission. Leading surveys have rated IIFT as one of the top ten business schools in the country. IIFT achieved its stature on the strengths of its faculty members, who have been active nationally and internationally in academia, students, dedicated staff members and excellent infrastructure. There is regular exchange of faculty and students to and from the leading international Business Schools with which IIFT has strategic alliance. The programmes offered at the Institute have not only addressed the requirement of the different times but always have had orientation towards...
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...Global Business Cultural Analysis for Croatia Camilla J. Johnson International Business 604 Liberty University 10 May 2013 Dr. Maria Marin Abstract Croatia is a country that has encountered so much devastation in the past with multiple wars. The wars have caused Croatia to fall behind in the economy and also in their infrastructure. They are currently trying to rebuild their country and bring it out of recession. Croatia will become a part of the European Union on 1 July 2013, which will help significantly with balancing their trade and economy. The United States has also come to their rescue in helping them regain their strength to become a major part of the global trading. WHAT ARE THE MAJOR ELEMENTS AND DIMENSIONS OF CULTURE IN CROATIA? Croatian History. The Croatian history has shaped their society, specifically the most recent civil war 1991-1995. On 25 June 1991 Croatia was able to claim its independence from Yugoslavia. The problem was that their independence caused a destructive response from the Croatian federal military triggering a full out war that went until 14 December 1995. Due to the war Croatia’s economy suffered immensely causing them to fall behind on the investment possibilities specifically entrance into the Central Locations and Eastern Europe. Croatia had a steady GDP growth of about 4% and 6% from 2000-2007 from credit-driven consumer spending and the increase of tourism. Another factor that aided in the growth was that the...
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...Managing Human Resources, 14e, Bohlander/Snell - © 2007 Thomson South-Western © STONE/GETTY IMAGES chapter 15 International Human Resources Management After studying this chapter, you should be able to objective Identify the types of organizational forms used for competing internationally. objective 1 2 3 4 5 6 7 8 Identify the unique training needs for international assignees and their employees. objective Explain the economic, politicallegal, and cultural factors in different countries that HR managers need to consider. objective Identify the characteristics of a good international compensation plan. objective Explain how domestic and international HRM differ. objective Reconcile the difficulties of home- and host-country performance appraisals. objective Discuss the staffing process for individuals working internationally. objective Explain how labor relations differ around the world. PART 6 Expanding Human Resources Management Horizons 639 Managing Human Resources, 14e, Bohlander/Snell - © 2007 Thomson South-Western 640 PART 6 Expanding Human Resources Management Horizons W hen you pick up a newspaper or turn on the TV, you’ll notice that stories are constantly being told about companies competing globally. These stories might include mergers of U.S. and international companies, such as Daimler-Benz and Chrysler a few years ago. Or they might highlight companies expanding into other...
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...chapter 1: understanding business communication in today’s workplace Chapter summary Chapter 1 focuses on the importance and benefits of becoming an effective business communicator and highlights characteristics of effective communication. A definition of effective communication is followed by a discussion of the six phases in the communication process. Five key ways to improve business communication are addressed in detail: committing to ethical communication, adopting an audience-centered approach, improving intercultural sensitivity, improving workplace sensitivity, and using communication technology effectively. Examples of unethical communication practices and a discussion of how to recognize ethical choices precede a list of questions to help a communicator make an ethical decision. Readers will learn about ways to recognize cultural differences in areas such as cultural contexts, ethics, social customs, and nonverbal communication. The suggestions for polishing both written and oral intercultural skills can help a businessperson communicate more effectively with those of differing cultural backgrounds, as can the list of tips for working in a culturally diverse workforce. Readers are offered an overview of technologies that connect businesses and aspects of using communication technology effectively are presented. The information presented in Chapter 1 provides a base for all the remaining chapters in the text. trANSparencies for chapter 1 The following...
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...BRAZIL: Over the past few years, Brazil has moved from a country with great promise 'some time in the future' to being seen as one of the hottest investment opportunities in the world. A more stable political system and currency, coupled with vast mineral wealth of the country make Brazil a 'must' for all companies with truly global ambitions. With a population of 194 million, Brazil represents the fifth largest market opportunity in the world — after China, India, Indonesia and the USA. It is also the fifth largest country in the world by geographic size. An IMF (International Monetary Fund) report indicates that Brazil leads all other South American countries in terms of infrastructure and technological development. Combine these facts with the stabilising economic and political landscape — (the twin nightmares of corruption and hyper-inflation ravaged the country for decades) — and it is easy to see why Brazil attracts a higher percentage of total global foreign direct investment year on year. However, anybody wishing to do business with Brazil and the Brazilians should be aware of the various cultural and structural barriers which might confront them. Probably the most pervasive barrier encountered by the unwary traveller would be the 'Custo Basil' or the 'Brazil Cost'. This term refers to the very real extra costs of doing business in Brazil — corruption, governmental inefficiency, legal and bureaucratic complications, excessive taxation, poor infrastructure, inflation...
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...Executive summary Claytan Fine China (tableware) Sdn. Bhd (CFC) is the only surviving pioneer in Malaysia’s ceramic industry. CFC manufactures stoneware and fine china tableware which contributes part of tableware product line under Claytan Group. The company intends to invest in China as part of its international expansion project. The cultural distance between Malaysia and China is small. Based on Hofstede’s Value Dimensions Framework, China has almost similar cultural dimension compared with Malaysia. Malaysia is a collectivism society whose give priority to the goals of the group than personal goals. Besides that, there is high power distance between society members. Cultures that are relatively collectivistic generally have higher power distance. Both Malaysia and China has weak uncertainty avoidance. Collectivistic felt that uncertainty is a normal feature of life and each day is accepted as it comes. CFC will expand the production plant to China as a wholly owned subsidiary under the CLAYTAN Group due to cost-reduction motive. The implementation of minimum wage rate system in Malaysia, lower transportation cost, and the form of China-ASEAN Free Trade Area (CAFTA) induce the company to expand its production plant to China. China and Malaysia categorized under high context communication style. However, certain degree of adoption is still needed. In term of negotiation, collectivism society such as China and Malaysia are more concern about in-group. The high power...
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...Lecture 1 Here the goal is to familiarize you with the basic terminology of infectious disease epidemiology relevant for the spread of infectious diseases including the basic reproduction number (R0), herd immunity, index patient, endemic disease, epidemic disease, and pandemic. An important concept in infectious disease transmission is the so-called transmission chain. A transmission chain is a sequence of transmission events from the origin to the secondary case. In this figure, one can see a transmission tree of Severe Acute Respiratory Syndrome (SARS) 2003 in Singapore where we can note the secondary cases generated by each infected case that was reported. We can see that only a few cases were able to generate most of the secondary transmission events. This is an HIV transmission network that clearly shows the structure of transmission events. We can see here that each infected HIV person generates from 1 to 27 secondary cases. We can also see that most of these infected cases generate only a few secondary cases while a few of them generate many secondary transmission events. A central quantity in infectious disease epidemiology is the so-called basic reproduction number, R0. This is defined as the average number of secondary cases generated by an infectious individual in a susceptible population. In this figure we can see that each infected person generates exactly two secondary cases for illustration purposes. Here R0=2 and the arrows denote the direction of...
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...[pic] Executive Summary The following report is an examination of the Far East Asian country of Japan. This report includes a look at the past, present, and future of Japan’s economic stance, cultural values, and business opportunities. Our group examined the relations between the Georgia-based insurance company AFLAC, and their Japanese counterparts. This report explains AFLAC’s strategic motives and successes they have found in doing business in Japan. It also identifies some of the weakness and threats that are in the near future if current practices are not altered. With over 70% of the revenue coming from the Japanese market, AFLAC should be concerned with any changes in economic forecasting for the country as it will be sure to have a direct effect on the future of AFLAC U.S. Japan has long been, and continues to be a major ally to the United States in terms of business relationships and cultural influences. Our report serves to outline some of the noteworthy things to consider when conducting business with the Japanese. Through an examination of AFLAC’s individual experiences in Japan, this report demonstrates the need for professional businesspersons to be aware of the countries cultural, personal, and business preferences. With the increase in the age gap of Japan’s population, in addition to the change of workforce demographics, it is becoming increasingly more important for U.S. businesses to consider expanding their products and/or services...
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