...Multiple Choice (1 point each) 1. Which of the Hofstede variables would be most closely responsible for the existence of formal rules and procedures within a given culture? a) Individualism b) uncertainty avoidance c) masculinity d) femininity 2. Jane greatly values achievements and success. Fred on the other hand, values time with family and friends. Based on Hofstede’s cultural dimensions, Jane is likely to come from a _____culture, while Fred is likely to come from a _____ culture. a) high power distance; low power distance b) high risk loving; low risk loving c) individualistic; collectivist d) achievement oriented; performance oriented 3. Italians and Mexicans would openly express emotions even in a business situation, where as British and Japanese would consider such displays unprofessional. Trompenaars categorizes the differences as _____. a) universalism versus particularism b) neutral versus affective c) specific versus diffuse d) achievement versus ascription 4. Which of the following does not characterize the Japanese business environment? a) strong working relationships b) strong seniority systems c) weak middle management d) emphasis on looking after employees 5. Which of the following would likely occur in a high-contact culture? a) widening your eyes b) looking at your watch c) speaking faster d) touching while you speak 6. Which of the following statements about time systems...
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...cross-cultural business communication: Anthropological approaches to international business Tian Guang* and Dan Trotter Shantou University, Shantou City, Guangdong Province, Southern China. Accepted 8 March, 2012 Cultural factors have long been known to influence the communication and success potential of competition. Cultural awareness shapes how business firms behave in cross-culturally reflected international markets. It is broadly recognized that cultural factors act as invisible barriers in international business communications. Understanding cultural differences is one of the most significant skills for firms to develop in order to have a competitive advantage in international business. This paper probes some key elements of cross-cultural issues in international business communication and provides a framework for creating competitive advantage for firms engaged in international business. Culture affects many aspects of international business communication. It impacts free trade policies, localization and standardization strategy decisions, advertising, brand effectiveness, business relationships, international business management, international marketing, international negotiation, and consumer behavior. Seven themes are suggested as guidelines for further research: Cultural impacts of markets, international versus domestic business communication, standardization versus adaptation in cross-cultural communication; cross-cultural dimensions of business communication research, cross-cultural...
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...Article 2: Communication in international business- to- business marketing channels Does culture matter? This article deals with the question if and how cultural variations influence channel communication . Finding show that there is a relationship between culture and channel communications in international channels. The autor , Bert Rosenbloom, described Hall’s (1976) proposed high-contex versus low- contex dichotomy to explain the different cultural orientations. It is a simple two category basis for grouping the cultures of many different countries to help understand the hidden codes in communication, stemming from „cultural distance“. The expressions "high context" and "low context" are labels which shows the cultural differences between societies. High-context and low-context communication refers to how much speakers rely on things other than words to convey meaning. First, Hofstede's cultural model and the model approaches Hall presented, where the main cultural differences are described. The cultural model of Hofstede with its five dimensions and the corresponding index values provides information about cultural differences and their possible impact in intercultural cooperation. The five dimensions in Hofstede's cultural model, "power distance", "collectivism versus individualism," "femininity versus masculinity," "uncertainty avoidance" and "long-term versus short-term orientation". Together, the five dimensions of a cultural model in which differences can be measured...
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...Islam very seriously, and follow its precepts as a lifestyle as much as a religion. Because the mosque is regularly visited, it may serve as a place to socialize and nurture business contacts within the Moslem community，because of the influence of Hindu and Chinese spiritual beliefs, Malaysian Moslems (like their Indonesian coreligionists to the south) are more likely than Moslems elsewhere to believe in ghosts and the spirit world. While remaining true to the essential monotheistic beliefs of Islam, Malaysians nonetheless recognize spiritual forces or attributes of the soul in a variety objects. The presence of ghosts, witches, and other spiritual entities remain a real part of life for many Malaysians, and the need to placate these spirits affects all aspects of life, including work. A common mistake of foreigners is to view Malaysia as a traditional Islamic society and therefore to play down the importance of these supernatural forces, to criticize such beliefs, or to mistakenly reduce their importance to that of mere superstition. Fear of ghosts or the believed presence of spiritual forces can prevent employees from coming to work or prevent the conclusion of a business deal. A vital element of Malaysian culture, as with most Asian cultures, is the concept of face. In Malaysian society to 'lose face', that is to lose control of one’s emotions or to show embarrassment in public, is perceived as a negative behavior. Malaysians will use a number of methods in order to ‘save...
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...10/14/2012 Deb Chatterjee Organization Behavior II: designing effective organizations Session 1: Introduction “Organizations are not felled by their competitors. They are destroyed by internal problems” – Mr. B M Vyas, ex-managing director of the Gujrat Cooperative Milk Marketing Federation, owners of the Amul Brand, and presently a director at Parag Mild Foods, owner of the Gowardhan and Go brands (quoted in Dibyendy Ganguly, “who moved my cheese”, in Brand Equity, The Economic Times, 2nd March 2011, page 1). 1 10/14/2012 Open systems model Organization Input Conversion process Output Implications of Open systems model • • • • • • Measuring effectiveness Stakeholder and environment management Aligning members Defining boundary Achieving coordination Organizational change 2 10/14/2012 Organizational effectiveness External resource approach Secure resources Cost & quality of inputs Market share Stakeholder support Internal resources approach Innovation and responsiveness Decision time Innovativeness Employee motivation, coordination, conflict Time to market Technical approach Conversion efficiency Product quality & cost Customer service Delivery time Ethical decisions • Is it for the greater good? The utilitarian approach – If no – reject • If yes: Does it protect the rights of those affected by the decision? The moral rights approach – If no – reject • If yes: Does it distribute benefits and harm equitably? The justice...
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...S10: IHRM Key factors - Chap 11: Motivating and leading Key points 1- Motivation and leadership are factors in the successful implementation of desired strategy. However, while many of the basics principles are universal, much of the actual content and process are culture-contingent – a function of an individual’s needs, value systems, and environmental context 2- One problem in using content theories for cross-cultural research, such as that created by Maslow, is the assumption of their universal application. Because they were developed in the United States, even the concepts, such as achievement or esteem, may have different meanings in other societies, resulting in a noncomparable basis of research. 3- Implicit in motivating an employee is an understanding of which of the employee’s needs are satisfied at work. Studies on the “meaning of work” indicate considerable cross-cultural differences. 4- A reexamination of motivation relative to Hofstede’s dimensions of power distance, uncertainty avoidance, individualism, and masculinity provides another perspective on the cultural contexts that can influence motivational structures. 5- Incentives and reward systems must be designed to reflect the motivational structure and relative cultural emphasis on five categories of rewards: financial, social status, job content, career, and professional. S9: HRM focus on international – Chap 10: Developing a Global Management Cadre Key points 1- Expatriate career...
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...leadership studies, a leader high in __________ is sensitive to people’s feelings and tries to make things pleasant for the followers. • Question 2 __________ make(s) a leader’s influence either unnecessary or redundant in that they replace a leader’s influence. • Question 3 According to the path-goal leadership theory, a manager is showing a participative leadership style when he/she __________. • Question 4 According to __________ approaches, individual behavior is constructed in context, as people act and interact in situations. • Question 5 Meindl referred to the phenomenon whereby people attribute almost magical qualities to leadership as _____________. • Question 6 The __________ that are driving organizations of all types and sizes can be found in organization-environment relationships, the organizational life cycle, and the political nature of organizations. • Question 7 The decision to construct a new overseas plant can be considered to be a(n) __________. • Question 8 Which of the following, refers to altruistic love? • Question 9 __________ is intentional and occurs as a result of specific efforts by a change agent. • Question 10 Another name for incremental change is __________. • Question 11 To begin understanding an organization’s culture, it is often easiest to start with __________. • Question 12 To many researchers and managers, shared common values lie at the heart of organizational __________. • Question...
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...Executive summary The report is based on the question stated below: Culture – Negotiation, "Cross-cultural communication often involves several barriers preventing success, the aim of this report is to identify the various problems that may arise in an attempt to explain how to overcome them" Basically we`re going to have a look at the meaning of communication before getting to understand the different cultures we come across worldwide. What defines communication, the different types of communicating and how is communication used. When understanding these subjects’ doors open to have a look at the differences communication is altered and affected by different cultures and how it is used in doing business across the globe. Hopefully it will reveal the answer to the question stated above. This report explores the communication process and identifies how varying cultures have an effect. The differing regional norms within the continents globally are also compared to aid successful communication across different cultures. Introduction In its basic form, negotiation is a method of conflict resolution. It is a problem-solving process in which two or more parties attempt to resolve their disagreement or conflict in a manner, and through a process, that is mutually agreeable. Whereas the general concept of negotiation is easy enough to understand, in practice it can be an extremely difficult proposition. Opposing views about what is right and wrong, disagreement on what...
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...usually bring with them to the negotiating table. What is communicated, how it is communicated, how people think and behave during negotiations can differ across cultures. The purpose of this paper is to examine the effect of culture on negotiation and suggest ways to deal with cross cultural problems in international business negotiations. An analytical approach is applied in this research. The conclusion reached is that effective international negotiators need to know not only the fundamentals of negotiation, but also how culture can influence the negotiator’s behavior and the negotiation agreement. Understanding, accepting and respecting the cultural values of the other parties is very important as it will lead to a more successful outcome. * The Author is a legal practitioner and holds an LL.B (Hons) from the Igbinedion University, Okada. She is currently a postgraduate student of CEPMLP University of Dundee, Scotland, where she is pursuing an LL.M Degree in Energy Law and Policy. TABLE OF CONTENTS Page ABBREVIATIONS INTRODUCTION………………………………………………………………… CHAPTER ONE 1.0. 1.1. 1.2 1.3 . Negotiation – An Overview……………………………….……………… Negotiation Strategies…………………………………….………………. Stages of Negotiation……………………………………….……………... Principled Negotiation……………………………………….…………… 5 5 7 8 4 CHAPTER TWO 2.0. 2.1 Culture……………………………………………....................................... Cultural Dimensions…………………………………….………………… 9 10...
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...team seeks a cell phone price of $6 per unit and symbolizes the following Hofstede’s cultural dimensions: individualistic, low-power distance, low-term orientation and low-context. The American team wants an inexpensive price. The other team is an all-female negotiating team from China that offers cell phones with a $9 per unit price tag. The Chinese team wants a merchant for their cell phones which permits them to make proceeds. The Chinese side symbolizes the following Hofstede’s cultural dimensions collectivistic, high-power distance, long-term orientation and high context. Gender difference, personalities and culture has an influence on the negotiation. Also, it will give details on how each side’s perceptions, cognitions, and emotions also played a part in the negotiation. Chinese and American Hofstede Dimensions Both teams have individualistic versus collectivistic. The high end of this is individualistic which is defined as the preference for a loosely-knit social framework in which individuals are expected to take care of only themselves and their immediate families (The Hofstede Centre, 2014). Collectivistic symbolizes a liking aimed at a tightly-knit...
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...Six Cultural Dimensions Princess Smith BUS 600 Management Communications with Technology Tools Instructor: Brian Shaw March 10, 2013 Hofstede’s Six Cultural Dimensions “Hofstede’s research has been instrumental in furthering an understanding of cross-cultural management theory and practice, revealing that members of different societies hold divergent values concerning the nature of organizations and interpersonal relationship within them.” (Fernandez, Carlson, Stepina, & Nicholson, 1997). His work involves the identification of key work-related dimensions of national culture and six cultural dimensions such as power distance, uncertainty avoidance, individualism, masculinity, pragmatism, and indulgence. “Conducting business in today's modern business environment presents exciting opportunities for businesses and individuals.” (Baack, 2012). These dimensions, when considered together, were viewed as providing a framework for understanding how a culture resolves some of their most basic problems of life within organizations. Using the Hofstede Center, I did a cultural survey report on Australia and China which happens to be two of my favorite countries; one of which I have visited in the past. This type of report can be helpful in comparing the U.S.’s culture to others as well and how the U.S.’s culture can influence the way I understand the world around me. Culture has a very significant influence of people, especially managers and executives in their understanding...
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...Understanding the Role of Culture __________________________________________________ What is meant by the culture of society, and why is it important for international managers to understand it? What is meant by the culture of society, Explain how culture affects all aspects of international management? Culture A set of shared values, understandings, assumptions, and goals that are learned from earlier generations, imposed by present members of a society, and passed on to succeeding generations. A critical skill for managing people and processes in other countries is cultural savvy that is, a working knowledge of the cultural variables affecting management decisions. Managers have often seriously underestimated the significance of cultural factors. According to numerous accounts, many blunders made in international operations can be attributed to a lack of cultural sensitivity. Examples abound. Scott Russell, senior vice president for human resources at Cendant Mobility in Danbury, Connecticut, recounts the following An American company in Japan charged its Japanese HR manager with reducing the workforce. The Japanese manager studied the issue but couldn’t find a solution within cultural Japanese parameters; so when he came back to the Americans, he reduced the workforce by resigning—which was not what they wanted.. Cultural sensitivity, or cultural empathy, is an awareness and an honest caring about another individual’s culture. Such sensitivity requires...
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...References Damanpour, F. (1998). The impact of culture on management: A comparison of Japanese versus United States management. Advances in competitiveness Research , 6 (1), 39-57. Faramarz Damanpour is a Professor of Finance and International Business at James Madison University. He is an author of several business articles and has been featured in many business journals. His main purpose of this article is to get the reader to understand the differences between the cultures, decision-making, and employment strategies of Japan and the United States. This topic is suitable for my research paper because it helps me answer the first research question, which deals with the elements and dimensions of culture of Japan. Fukuda, J. (1992). The internationalization of Japanese business: different approaches, similar problems. The International Executive , 34 (1), 27-41. John Fukuda is a professor in the department of the International Business at the Chinese University of Hong Kong. He has written peer reviewed articles for the International Executive. His main purpose for this article is to get the reader to understand the Japanese's approach to business versus the other countries. This article is suitable for my research paper because it helps me to answer question numbers 1 and 2 of the Business cultural analysis. Fukukawa, K., & Teramoto, Y. (2008). Understanding Japanese CSR: the reflections of managers in the field of global operations. Journal...
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...Abstract 5 Managers must prepare for strategic negotiations with parties in other countries to make specific plans as well as for continuing operations. In the global arena, cultural differences produce great difficulties in the negotiation process. Important differences in the negotiation process from country to country include: the amount and type of preparation for a negotiation; the relative emphasis on tasks versus interpersonal relationships; the reliance on general principles rather than specific issues and the number of people present and the extent of their influence. The term negotiation describes the process of discussion by which two or more parties aim to reach a mutually acceptable agreement. For long-term positive relations, the goal should be to set up a win-win situation-that is, to bring about a settlement beneficial to all parties concerned. The negotiation process comprises five stages, the ordering of which may vary according to the cultural norms: preparation; relationship building; the exchange of task-related information; persuasion and concessions and agreement. The importance of careful preparation for cross-cultural negotiations cannot be overstated. Adept negotiators conduct research to develop a profile of their counterparts so that they know, in most situations, what to expect, how to prepare, and how to react. After developing thoughtful profiles of the other party or parties, managers can plan for the actual negotiation meetings, prior...
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...Chapter 1: Introduction to Communication Theory What is communication; ● ● ● “The process by which people interactively create, sustain and manage meaning” (D&Z, p 2), It is how we plan, control, manage, persuade, understand, lead, love, and so on, Competent communication: both effective (achieving goal) and appropriate (follow social expectation). What is theory; Theory is about what we know and how we know it. ● Theories provide an abstract understanding of the communication process (Miller, 2002), ● A lens through see the world, which highlights some things (and ignores others!) (D&Z, 3), ● A systematic summary about the nature of the communication process. There are 3 types of theories: 1. Commonsense theory -Created by an individuals own personal experience, -Useful to us and are often a basis for our decisions about how to communicate, -These theory’s are not supported by research. 2. Working theory -Generalizations made in particular professions about the best techniques doing something, -Practical and more systematic than commonsense theory. 3. Scholarly theory -The theory has undergone systematic research, -Provides more thorough accurate and abstract explanations for communication, -They are often more complex and difficult to understand. Evaluating theory; These are some criteria for evaluating the usefulness of the theory. Not good or bad. What to look for Accuracy Has the research supported that the theory works the way it says it does? Look at the research...
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