...powerful leaders starting with IA who committed mass murder. Also, there has been a recent influx of immigrants settling in Uganda after fleeing from bloodshed in Rwanda, Zaire, and the Sudan. The government supports nepotism and is concerned to be one of the most corrupt countries in the world. There are few government regulations on the conduct of business which creates a favorable climate for doing business there. Also, electricity is not widely available. The religious terrain includes Christians, Muslims and various animistic religions. 2. With regard to a company, ethnocentrism describes the belief that the methods which work for a company at home will be equally effective abroad any cultural influences. With regard to a company, polycentrism describes the belief that an organization should behave like a local company. A geocentric attitude is one taken by a business wherein it bases its operations on informed knowledge of the needs of both home and host country. M and G: Martin’s attitude is polycentric because he believes in accommodating Ugandan ways of doing business regardless of the conflict with his company’s method of doing business. Green’s attitude is ethnocentric because he believes that the company’s methods should work equally well in Uganda as they do at home. The factors that influenced their respective attitudes are as follows: Green was influenced by the values of L. He knew he would be held accountable for the results of Martin’s decisions and the impact...
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...4.1 Level of Internalization WORLDWIDESTRATEGICORIENTATION | STRATEGY | STRUCTURE | INFORMATIONSYSTEM | HUMAN RESOURCES | ODINTERVENTIONS | International(Original La Bella) | Existing productsGoals of increased foreign revenues | Centralized internal division | Loose | Volunteer | Cross-cultural trainingStrategic planning | Global | Standardized productsGoals of efficiency through volume | Centralized, balanced and coordinated activitiesGlobal product division | Formal | Ethnocentric selection | Career planningRole clarificationEmployee involvementSenior management team buildingConflict management | Multinational(New La Bella) | Tailored productsGoals of local responsiveness through specialization | Decentralized operations; centralized planningGlobal geographic divisions | Profit centers | Regiocentric or polycentric selection | Intergroup relationsLocal management team buildingManagement developmentReward systemsStrategic alliances | Transnational | Tailored productsGoals of learning and responsiveness through integration | Decentralized, worldwide coordinationGlobal matrix or network | Subtle, clan-oriented controls | Geogentric selection | Extensive selection and rotationCultural developmentIntergroup relationsBuilding corporate vision | When organizations move from operating locally to operating on a scale that spans across countries, they must consider two factors that might determine the success or failure of the endeavor. Firstly, consideration must be given to...
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...ASSIGNMENT GSLC-1 (Session 4) Chapter 5 Managing Across Cultures (Luthans & Doh, 2009, International Management: Culture, Strategy, and Behavior, 7th Ed.) Review and Discussion Questions (p151) 1. Define the four basic predispositions MNCs have toward their international operations. The four basic predispositions MNCs have toward their international operations are: * Ethnocentric predispositions: a nationalistic philosophy of management whereby the values and interests of the parent company guide strategic decisions. * Polycentric predispositions: a philosophy of management whereby strategic decisions are tailored to suit the cultures of the countries where the MNC operates. * Regiocentric predispositions: a philosophy of management whereby the firm tries to blend its own interests with those of its subsidiaries on a regional basis. * Geocentric predispositions: a philosophy of management whereby the company tries to integrate a global systems approach to decision making. 2. If a locally based manufacturing firm with sales of $350 million decided to enter the EU market by setting up operations in France, which orientation would be the most effective: ethnocentric, polycentric, regiocentric, or geocentric? Why? Explain your choice. Responding to the cultural needs of local operations and customers, MNCs find that regional strategies can be used effectively in capturing and maintaining worldwide market niches. In this case, as the operations are set...
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...Introduction Staffing[pic] models are crucial to any form of business because there is a direct link between staffing models and organizational strategy. Good staffing models streamline organizations' strategic directions while at the same time improve employee productivity. Repeatedly, human resource managers and other administrative personnel complain about the lack of results after implementing changes in their staffing duties. • Staffing models are a representation of the relationship between staffing costs and time utilization by employees. Additionally, they also indicate the kind of activities that occur within the organization and why employees perform those duties and functions. Staffing models give managers a chance to critically analyze how employees spend their time in the organization. This also acts as a platform for assessing the most effective way of going about organizational duties. Four stages of the staffing process 1. “Prospect” - Joint interaction between the applicant and the organization 2. Recruitment – Identification and attraction 3. Selection – Assessment and evaluation 4. Employment – Decision-making and final match Corporate management philosophy is an important issue because it decides how a firm views the world in relation to itself and how it wants to manage human resources in different countries. HR manager at international level must not...
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...some attention is drawn on the evolution from one orientation to another. In particular, the geocentric orientation is widely discussed. General Electric is studied in more details as a particular case of the geocentric orientation. Finally, some non-market dissertations are presented, on how geocentrism can evolve and some threats to the public interest are sketched. Key words: corporations; EPRG model; General Electric; geocentrism; internationalization. JEL Classification: F23, F60, L20, M14, M30 I. INTRODUCTION EPRG model, sometimes called also EPG model, is used in the international marketing. It was introduced by Perlmutter (1969). The strategy of the organization is characterized by three factors: ethnocentrism, polycentrism and geocentrism. Hence, the original name - EPG. A little later, Wind, Douglas and Perlmutter (1973) extended this model by another factor - regiocentrism. The extended model is known as EPRG model, in short. This model aims to identify the orientation of the organization. The strategy can be differently oriented, indeed. As a result, costs and profits are generated in slightly different ways, depending on the mentioned kind of orientation. Therefore the identification of the right orientation is essential. For example, it is important that different activities of the organization are consistent with each other at various stages. It is also important that the culture of organization, its marketing strategy, etc. are consistent....
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...some attention is drawn on the evolution from one orientation to another. In particular, the geocentric orientation is widely discussed. General Electric is studied in more details as a particular case of the geocentric orientation. Finally, some non-market dissertations are presented, on how geocentrism can evolve and some threats to the public interest are sketched. Key words: corporations; EPRG model; General Electric; geocentrism; internationalization. JEL Classification: F23, F60, L20, M14, M30 I. INTRODUCTION EPRG model, sometimes called also EPG model, is used in the international marketing. It was introduced by Perlmutter (1969). The strategy of the organization is characterized by three factors: ethnocentrism, polycentrism and geocentrism. Hence, the original name - EPG. A little later, Wind, Douglas and Perlmutter (1973) extended this model by another factor - regiocentrism. The extended model is known as EPRG model, in short. This model aims to identify the orientation of the organization. The strategy can be differently oriented, indeed. As a result, costs and profits are generated in slightly different ways, depending on the mentioned kind of orientation. Therefore the identification of the right orientation is essential. For example, it is important that different activities of the organization are consistent with each other at various stages. It is also important that the culture of organization, its marketing strategy, etc. are consistent....
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...ARE INTERESTED IN IT Global business is more than just selling goods and services across the world. At the very core of global business lies relationship. When an organization decides to sell or invest in a different country there has to be an understanding of the culture and personal relationships need to be formed for the company to be successful. There are three major cultural models that guide globalization and the specific model that stood out to me was polycentrism. I, personally, encounter these different cultures in my daily work as a translation specialist. The company I work for has dealerships all over the world and I am responsible for coordinating the formatting all of the translated manuals for the equipment we sell. I am regularly communicating with dealers from Brazil, Germany, Italy and many more countries. Due to this interaction with various individuals and cultures I wanted to explore more in depth how a polycentric organization functioned. EXPLANATION OF THE KEY TERM Polycentrism is one of three cultural basic managerial paradigms in international business. This type of culture is very open and accepting of different ways of life and believe that conducting business can vary based on the cultural environment of where each business branch is located (Satterlee, 39). A polycentric business model would hire and promote individuals that are natives of the host country that owns and operates the business. This type of model is looked at as being...
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...unique cultural traits such as rituals, customs, and dialects. Because of this large geographical diversity in the places African Dance is practiced, no two forms are the same so it is preferred to call it African diaspora to reference the slew of dance forms that are included in Africa. Despite the differences of the African forms, Professor Welsh has picked out seven commonalities that can be found across the board. These commonalities are polyrhythm, polycentrism, curvilinearism, dimensionality, epic memory, holistic performers,...
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...through the knowledge of the foreign market (Keegan & Green, 2011). Often times a firm may seek identical verticals in foreign markets to help minimize this competitive disadvantage. The ethnocentric model captures the domestic market more so than foreign markets for firms. The geocentric model is what I would consider, the most open minded approach. The world is viewed as one large market place with many firms having a world headquarters that does not represent one culture or country (Keegan & Green, 2011). This model promotes diversity through global integration of capital resources (Perlmutter, 2009). Each foreign market it studied and the product or service prices are changed based on the local climate of the foreign market. Polycentrism is the belief that each country a firm has presence in operates independently from one another. This allows a company to have subsidiaries in foreign markets that can independently meet the needs of foreign consumers in each market. This method uses more capital resources then ethnocentrism but also could create more revenue for a firm since foreign consumers may consider the subsidiary part of their country and its culture (Keegan & Green, 2011). The polycentric model’s revenue stream in looked at as being independent throughout the various foreign markets. The method a company markets a product or service will influence which model best suits...
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...1. Is there a market for the product? 2. How far will it need to be adapted for overseas markets? The product must possess characteristics that make it acceptable for the market - these may be features like size, shape, design, performance and even colour. For example, red is a popular colour in Chinese-speaking areas. Organisations also have to consider different languages, customs and health and safety regulations. Standardisation If a company offers a product, which is undifferentiated between any of the markets to which it is offered, then standardisation is taking place. The great benefit of standardisation is the ability to compete with low costs over a large output. The diagram below illustrates the use of a standardised products and marketing mix: In most markets, however, there are many barriers to standardisation. It is not difficult to think about the standard marketing mix for a product and how this might vary from one country to another. For example: product - tastes and habits differ between markets price - consumers have different incomes place - systems of distribution vary widely promotion - Consumers' media habits vary, as do language skills and levels of literacy. With differentiated marketing, on the other hand, an organisation will segment its overseas markets, and offer a marketing mix to meet the needs of each of its markets. The great benefit of standardisation is that costs are lowered, profitability is increased and the task of...
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...Hollywood movies are one of the main reason that establish the racism and stereotypes of all colors. It spreads the fictions of whiteness around the world. Therefore, these movies: Tarzan, The Ape Man; Leave it to Beaver; Bringing Down the House and White chicks will bring a closer view about the difference between “white” and “un-white” character be described. Also, the introduction and chapter one of “Unthinking Eurocentrism: Multiculturalism and the Media” has provide a broad, critical overview of film primarily from and about the “Third World”. In chapter one “From Eurocentrism to Polycentrism”, they reviewed standard criticism of view in literary in cinematic work. This essay is aims defined the stereotypical images and roles of African Americans in films. First of all, the movie “Tarzan, The Ape Man” is the fairly easy target for people interested in the perpetuation of anti-black stereotypes. Tarzan is presented as a naked savage who doesn’t learn to wear clothes. It’s racist when in the movie, when Tarzan warning Jane and her father that Tarzan, the owner of the jungles has killed beasts and many black men. He pelts animals with thrown objects to torment them. He kills animals for pleasure. To Tarzan all blacks are lower. Besides, in the movie, the Africans of the Mbongan tribe are cannibalism, superstitious, contemptible and debased. Here it come the love of Tarzan, Jane a “white” woman is defined as beautiful, and apparently resourceful and intelligent. However, Esmeralda...
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...Chapter 2 Strategic International Human Resource Management CHAPTER OVERVIEW This chapter is about Strategic International Human Resource Management (SIHRM). While the first chapter described the new global business realities and introduced IHRM, this chapter describes international business strategy and how IHRM supports and enhances the international business strategies of the firm. The chapter starts with a general description of the process of international strategic management and then follows with an explanation of the evolution of international business strategy and describes how IHRM fits into the overall strategic management of the MNE. This includes describing the links of global business strategy to the performance of HR responsibilities in international business and discussing the outcomes that a strategically managed international business might expect from effectively tying together an international business strategy and SIHRM. The chapter then summarizes the findings of research studies on the nature and role of strategic IHRM. LEARNING OBJECTIVES * Describe the development of SIHRM and the process of international strategic management. * Describe the evolution of the MNE in terms of various stages of internationalization and the methods firms use to enter international markets. * Describe the process for developing MNE strategy and IHRM strategy and the relationship between the two. * The extent and nature of research into...
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...Case Study On Charles Martin in Uganda Submitted to: Salma Akter Senior Lecturer Department of Business Administration Submitted by Muhammad Nazmus Shakib ID: 2008-2-10-213 ITB301 (05) Date of submission 25-03-2012 [pic]East West University Acknowledgement In preparing this case study, I had the support and co-operation of the personnel of my group members. At the beginning I would like to thank my honorable course instructor. I am pleased to present the Case Study that was assigned to me as a partial requirement of the ITB301 course. I have found the experiences regarding the assignment quite valuable and interesting. I tried my level best to make the case study authentic and worth reading. I really enjoyed the hard work of preparing the paper. I am very thankful to you for giving me such an assignment from which I can enhance my knowledge over cultural influence and other factors affecting international business. I ensure that certain information enclosed in this paper is appropriate and authentic within academic interest. Table of Contents |Serial |Topic |Page number | |01 |Introduction |04 | |02 ...
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...ASSIGNMENT OF CROSS CULTURAL MANAGEMENT SUBMITTED TO:- Dr.(cdr) SATISH SETH SIR SUBMITTED BY:- VENKATESH KUMAR PGDM 6-A ROLL 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...
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...Global Governance Governance is a process or all processes of governing. It is mainly undertaken by a market, hierarchy (government) and network. It is undertaken over a family, tribe, formal or informal organization or territory. It needs laws, norms, power or language. Governance relates to “the processes of interaction and decision-making among the actors involved in a collective problem that lead to the creation, reinforcement, or reproduction of social norms and institutions. Although government may be involved in governance, it is possible to have ‘governance without government’. Global governance is a broad, dynamic and complex process of interactive decision-making at the global level. Global governance refers to the processes through which international affairs are coordinated. Global Governance or world governance is a movement towards political integration of transnational actors aimed at negotiating responses to problems that affect more than one state or region. It tends to involve institutionalization. These institutions of global governance_the United Nations, the International Criminal Court, the World Bank, etc,._tend to have limited or demarcated power to enforce compliance. The modern question of world governance exists in the context of globalization and globalizing regimes of power: politically, economically and culturally. In response to the acceleration of interdependence on a worldwide scale, both between human societies and between humankind and...
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