...A common cross-cultural challenge in managing across cultures is language barriers. If managers are working in another country that does not speak English, the manager will have a hard time effectively communicating with his staff. As a result, now many international companies communicate internally through the English language. Managers are able to communicate with their foreign counterparts through speech and text with English. However, there are many times when the manager will still be forced to learn the language of the country he is working in. For example, if all of the Japanese workers are speaking Japanese, the manager will be expected to communicate in Japanese as well. Another challenge in managing across cultures is cultures. Managers must understand that other cultures do not conduct business the same as they do in the United States. Before doing businesses in other cultures, managers need to study the culture of the country they will be working in. They need to become familiar with business etiquette, time management, dining etiquette, nonverbal communication, religion, and personal space. If managers have an understanding of the previously listed concepts, they will be successful in managing in another country. For example, a manager doing business in Greece should be aware of how Greeks feel about time management. Managers should leave ample time in their schedules when conducting business meetings in Greece. Greeks are not strict about time and it is common...
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... QUESTION. A thorough understanding of the study of culture and intercultural communication must include the influential work of Professor Geert Hofsted. Examine comprehensively the cultural dimension model he came up with. Are there any additional development done by other Hofstede’s finding on cultural groups? INTRODUCTION International business is different from domestic business because countries are different in all nature. We can say that national differences in political, economic and legal system influences the benefits, cost and risks associated with doing business in different countries in the world. Scholars have never been able to agree on a simple definition of culture. In the 1870s the anthropologist known as Edward Tylor gave a definition of Culture as that complex whole which includes knowledge, belief, art, morals, law and other capabilities acquired by man as a member of society. On the other hand Greet Hofsted an expert on cross-cultural differences and management defined culture as the collective programming of the mind which distinguishes the member of one human group from another. He noted that Culture in this sense includes system of values and Values are among the building blocks of culture. While a well renowned Sociologist, by the name Zvinamenwirth and Robert Weber also sees culture as a system of ideas and argues that these ideas constitute a design for living. Greet Hofsted view culture as a system of values and norms that are shared among a...
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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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...PEOPLE OF THE PHILIPPINES, appellee, vs. CARMELITA ALVAREZ, appellant. D E C I S I O N PANGANIBAN, J.: In illegal recruitment, mere failure of the complainant to present written receipts for money paid for acts constituting recruitment activities is not fatal to the prosecution, provided the payment can be proved by clear and convincing testimonies of credible witnesses. The Case Before us is an appeal from the January 28, 2000 Decision[1] of the Regional Trial Court (RTC) of Quezon City, Branch 93, in Criminal Case No. Q-94-58179. The assailed Decision disposed as follows: “WHEREFORE, the foregoing premises, the court finds the accused CARMELITA ALVAREZ guilty of Illegal Recruitment committed in large scale constituting economic sabotage. Accordingly, the court sentences her to serve [the] penalty of life imprisonment and to pay a fine [of] P100,000.00. She is further ordered to indemnify the following complaining witnesses in the amounts indicated opposite their names: Arnel Damian P 16,500.00 Joel Serna P 18,575 plus US$50.00 Antonio Damian P 6,975.00 plus US$50.00 Roberto Alejandro P 47,320.00”[2] The July 18, 1994 Information[3] was filed by State Prosecutor Zenaida M. Lim. It charged Carmelita Alvarez with “illegal recruitment committed in large scale,” under Article 13(b) in relation to Articles 38(a), 34 and 39 of the Labor Code of the Philippines, as follows: “That sometime between the period from November, 1993 to March, 1994, in Quezon City, Metro...
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...2010 Managing Justly Across Cultures: The Problem of Fairness in International Business Rolf D. Dixon (Corresponding author) Weber State University 3802 University Circle, Ogden, Utah 84408, USA Tel: +1-(801)-626-7542 E-mail: rddixon@weber.edu Cam Caldwell University of Georgia G-2 Brooks Hall, Athens, GA 30602-6256, USA Tel: +1-(318)-446-0129 E-mail: camcaldw@uga.edu Apichai Chatchutimakorn College of Business, McNeese State University Kayla Gradney College of Business, McNeese State University Kochakan Rattanametangkul McNeese State University katekochakan@yahoo.com Received: September 14, 2010 Abstract The aim of this paper is to examine the relationships between organizational justice and the factors that characterize cultural differences. This paper begins by briefly summarizing the nature of organizational justice and by identifying how justice is perceived. Hofstede’s five factors of cultural dimension model, which he developed in his seminal 1980 research on national cultures, is utilized to present characteristics of cultural differences. Ten propositions are then offered which relate to organizational justice and differences in cultural perspectives. These propositions suggest specific management approaches that organizational leaders can adopt to be more effective in dealing with employees from respective cultures. This paper concludes by identifying the importance of understanding the relationship between organizational justice and national culture and suggests...
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...Intеrnаtiоnаl Соmmittее of Тhе Red Сrоss ICRC Culture and New Strategies Name Institution Lecturer Date International Committee of the Red Cross (ICRC) The International Committee of the Red Cross (ICRC) is a multinational institution based on humanitarian factors established with the main objective being availing humanitarian aid to victims of war and other calamities (Kim & Schneider 2009). ICRC basically known as Red Cross is a an organization established and focused to deliver humanitarian services in times of both natural disasters such as floods, droughts, storms and earthquakes as well as in events of human made disasters such as wars, terrorism and other complex situations that require emergency reaction towards life-saving assistance. Formerly, ICRC was known as the International Committee for the Relief to the Wounded in Time of War which was founded by Dunant and four others in 1863 after the Swiss business man witnessed how the Italian Unification War left thousands suffering and i8n need of medical services. The organization was formed in 1864 with the origin from the Red Cross and the Red Crescent movements. The body was formed and established in the Swiss land (Switzerland) so as to be a custodian of the International Humanitarian Law. The ICRC has its headquarters in Geneva in Switzerland (Kim & Schneider 2009). Through independency, impartiality and neutrality, ICRC slowly became an international organization...
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...advantages like lower wages and taxes. In the case of India’s BPO, the industry grew as a result of this. Already in 2004-05 the number of captive and third party service providers added up to about 400 companies in the Indian BPO sector. Furthermore India’s exports of ITES/BPO services were estimated to have an annual growth rate of 26% through 2010. However the economic downturn resulted in the dollar weakened and the rupee strengthened, which made it harder for firms to be profitable in India. At this point companies had already started to look at Singapore, China, the Philippines, and Malaysia. Especially the Philippines emerged to a promising outsourcing destination with world-class infrastructure, ten year tax-break, an Americanized culture and language due to 50 years of colonial influence. 2. referring to this chapter and this case, discuss the general trends in the globalization of human capital? Western companies are tending to move certain services to the Asian countries such as customer care, medical transcription, medical billing, payroll management and tax processing. The information technology services have also played a key roll contributor to the economic growth of these countries. The western countries are looking for countries in Asia have certain characteristics such as English speaking, manpower, high-end telecom infrastructure and strong quality orientation within the industry. The main reason for this outsource is to lower their costs and increase their profit...
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...International Management: Managing Across Borders and Cultures, Text and Cases, Seventh Edition SEVENTH EDITION FEATURES • Streamlined text in eleven chapters, with particular focus on global strategic positioning, entry strategies and alliances, effective cross-cultural understanding and management, and develop- ing and retaining an effective global management cadre. The seventh edition has been revised to reflect current research, current events and global developments, and includes company examples from the popular press. In Chapter 1, we introduce trends and developments facing international managers and then expand those topics in the context of the subsequent chapters. For example, we discuss developments in globalization and its growing nationalist backlash— in particular resulting from the global financial crisis. We discuss the effects on global business of the rapidly growing economies of China and India and other emerging economies such as those in Africa, and the expansion of the EU; the globalization of human capital; and the esca- lating effects of Information Technology and the global spread of e-business. We follow these trends and their effects on the role of the international manager throughout the book. For exam- ple, in Chapter 6 we focus further on strategies for emerging markets, while also dealing with changing strategies to respond to economic decline around the world and an increasing level of nationalism in some industries; we have a...
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...abroad was “sink or swim.” And fast disappearing are the organizations who still say “the way we do it here is the way we do it everywhere.” It is now possible to prepare global managers and leaders to learn how to learn in new cross-cultural situations, thus speeding up their adaptability and improving their productivity. For experienced hands, the new methods allow them to share their own experience more effectively with the next generation of leaders. New approaches can also add intercultural competence to the curriculum of a learning organization. Truly global organizations have moved beyond “think globally, act locally.” They have acquired the ability to continually learn from the global environment and to support the virtual third cultures necessary for effective multicultural communication. One of the things we have...
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...Name: Adaeze Nwaorgu REG. NO: 1223551 “Managing across culture”: how a manager should manage a team of staff from different cultural backgrounds INTRODUCTION An over view of the international market has proven that cultural integration in the work place is becoming in today’s global economy, working with people from different cultures is becoming a standard. It brings various productivity and improved performance but great challenges, misunderstandings and conflicts might be introduced in an organization if not properly managed. The key to successful business lies in the managers’ ability to motivate their staff and to achieve this, an understanding of what drives their staff is necessary. Reactions and interpretations of managers’ actions and decisions by staff could be astonishing especially when people from very different cultures work together. Hence the need for organisations to train their managers to become inter-culturally competent in order to ensure their staff continues to be motivated and productive has become pertinent. The main issues to be discussed in this report are: * How culture influences working styles * Different management styles * The importance of training managers to become inter-culturally competent HOW CULTURE INFLUENCES WORKING STYLES According to Hofsted (1980; cited in Alessandra Vecchi &Louis Brennan, 2009, p.11), managers’ approach to quality and the need for change is greatly associated with cultural factors which he grouped...
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...employees to obtain a competitive edge, attract the best candidates, and to promote innovation within the organization (Lawler III, 2007). These tasks can only be achieved by fostering a worldly view of management rather than a global one (Gosling & Minztberg, 2003). A worldly view of management allows managers to be accountable not only locally but also worldly (Gosling & Minztberg, 2003). It becomes then the responsibility of the manager to manage all sort of diverse groups of individuals at often remote locations. It must also be understood that managing diversity and with worldly mind-set not only means managing ethnically diverse groups, it also extends to age, gender, origin, and work specialization (Cox, 2005). To do so management must be conscious of the different characteristics of the individuals integrating the group, their interactions, the business processes, the culture of the organization, and how these dictate managing these diverse groups (Cox, 2005). To become worldly managers must involve and surround themselves with diverse experiences and influences; these will allow them to create opportunities and alternatives that will facilitate and expand their decision making process skills (Mintzberg, 2004). As managers fostering a worldly view is imperative to secure the success and growth of our organizations (Gosling & Mintzberg, 2003; Mintzberg, 2004). This worldly...
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... How International Business Affected HRM Introduction Changing trends within globalization, technology, and e-business has caused for diversity to have an impactful effect on each & every aspect of business involving human resource management. Furthermore, there has been the enhancing demand for organizational flexibility. Human resource management has been very challenging within international regard. This has been the discipline, which trusts totally on the people, and its behavior has been decided through shared values. As values change from one generation to the next, from one country to another, and from one culture to the next, rules of human resource management have been regularly altered ("Going Global: Managing the HR Function across Countries and Cultures.," 2009). The effect of globalization combined with internationalization within increasingly competitive business arenas is required to be evaluated. This particular paper will give insight to how human resource management fits in along with contributes towards companies international business strategy, as well as discussing important factors that influence international human resource management with regards to globalization. • How has the growth in international business affected human resource management? A major outcome to internationalization is that organizations should increasingly be managed worldwide. However, this confronts managers creating many...
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...5000/5079 Research Report Title: LEADERSHIP AND MANAGEMENT ACROSS DIFFERENT CULTURES - HOTEL LEICESTER MARRIOTT, UK http://issuu.com/sanjaykumarguptaa/docs/project-report-recruitment-and-selection-process Table of Contents Introduction 1 Introduction to subject area 1 Background of the study 1 Literature Review 3 Critical evaluation of leadership theories 3 Compare and contrast of leadership style across different cultures 6 Critical evaluation of motivational theories 7 Compare and contrast motivational techniques across different cultures 8 Critical evaluation of theories for managing cultural diversity 9 Secondary research method 10 Primary research method 10 Interview 10 Findings and Discussion 11 Findings from secondary research 11 Managing diversified customers 11 Recommendations and Conclusion 13 Conclusion 13 Recommendations 13 References (Harvard Style) 17 Introduction Introduction to subject area It is a well known fact that success of the hospitality industry depends on the high quality services provided to the customer. It is the responsibility of the leaders to motivate and inspire employees to deliver a higher quality services for the success of the organization. With the increasing globalization, the leaders in the hospitality industry also come across through different challenges. Employees from diverse background, culture, and beliefs work in a hospitality industry. In this regard...
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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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...CHAPTER 15 Leadership and Employee Behavior in International Business Chapter Objectives After studying this chapter, students should be able to: Identify and discuss the basic perspectives on individual differences in different cultures. Evaluate basic views of employee motivation in international business. Identify basic views of managerial leadership in international business. Discuss the nature of managerial decision making in international business. Describe group dynamics and discuss how teams are managed across cultures. CHAPTER SUMMARY Chapter 15 examines the behavior of managers and employees in different cultures, and the impact of managerial behavior on international business. The chapter begins with a discussion of Hofstede’s work concerning individual behavioral differences, and then relates his ideas to motivation, leadership, and decision making. Finally, issues related to creating and managing cross-cultural teams are discussed. INDIVIDUAL BEHAVIOR IN INTERNATIONAL BUSINESS Individual differences are reflected in personality traits. Attitudes, perception, creativity, and stress also are factors in influencing individual behavior. Personality Differences across Cultures • Personality is the relatively stable set of psychological attributes that distinguish one person from another. Both biological factors and environmental factors are believed to be important influences on personality. It is important for international...
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