...features Civilizational traditions • Confucianism • Taoism • Buddhism • Islam • Catholicism Historical external influences • Colonies • India establishing trading connections, mostly in South East Asia • Chinese who left China and settled as business people in the countries around the rim of the South China sea Periods: 1. 1945-1975 After the retreat of colonial powers, countries needed to reestablish their identity and political structures → hostility + Maoist experiments in China 2. 1975-1997 Relative calm period, stable growth, export to foreign countries, rise in FDI a. Mao’s death: collapse of communism → socialist market economy b. Japanese miracle c. Impressive growth of the South-Korean economy 3. Ersatz capitalism → Asian crisis in 1997: inefficient use of capital was covered up by the availability of easy money from governments, optimistic foreign investors lured by the emerging markets. The system could not keep up the pretence as it became sensitive to a downturn in the economic cycle which hit the region in 1997. → End of easy money and beginnings of reforms. 4. After 1997, reforms: • Improvements to accountability and disclosure in the financing of industry • Reduction of favoritism and corruption during control of licenses and capital • Opening of markets to foreign competition • Adoption of international standards in accounting, trading, IPR • General rise in professionalism in management and administration • Adoption of democratic processes...
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...has helped to expand their ability to innovate and expand their operations, but this growth has not come without difficulties. With the new diverse workforce GTI has encountered issues related to communication and teamwork between the workers from different corners of the globe. The board of directors has asked Team Alpha Consulting to research the problems, evaluate how other companies are handling similar issues, and provide a report that will help to integrate this diverse workforce with GTI’s ever-expanding global force. Managing a multicultural workforce requires a clear understanding of the different cultures involved and how the cultural differences require different management styles. During our research we have found two primary ways to expand a company’s workforce globally. The first option is to hire an outsourcing company that will provide its own workers and will manage most of the relationships with the hiring company via liaisons. Outsourcing companies prefer to minimize direct contact of their employees aside from their own management staff. In this scenario it is prudent for the hiring company to employ managers who have a working background with the different cultures the company is attempting to outsource with. If multiple outsourcing companies are involved, a company like GTI may need to hire multiple managers per country. The second option is to hire workers at international locations directly. This approach requires micromanagement of each...
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...Vol. 5, No. 2 Asian Social Science Leadership Style and Perception of Effectiveness: Enlightening Malaysian Managers Sharmila Jayasingam (Corresponding author) Faculty of Business and Accounting Universiti Malaya 50603, Kuala Lumpur, Malaysia Tel: 03-7967-3833 E-mail: sharmila@um.edu.my Moey Yoke Cheng KDU College Sdn. Bhd 32, Jalan Anson 10400 Penang E-mail: ycmoey12@yahoo.com Abstract In the past, the leadership style of Malaysian managers has been different from our Western counterparts due to strong cultural differences. However, with the advent of knowledge economy and the transformation of workforce, leadership style of Malaysian managers is said to be altered. This research explored the current state of leadership style among Malaysian managers and its effect on the perception of effectiveness. A survey method was employed and the data was drawn from subordinates who were working in private and public sectors in the Klang Valley area. When compared to past literature, the results imply that a shift has taken place primarily with regards to autocratic leadership. Respondents attributed leadership effectiveness to the use of participative and nurturant-task leader behavior. Gender differences were not significantly evident. Keywords: Malaysian managers, Leadership, Gender 1. Introduction Reading most Management textbooks would readily reveal that leadership is one of the four management function that needs to be assumed by any manager. Although numerous studies of effective...
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...| |To apply an understanding of marketing strategies such as understanding terms, concepts, and principles relevant to planning and formulating | | |marketing strategies for appropriate product or services | | |To gain experiences in making effective marketing decisions via using the case learning approach | | |Transferable Skills: | | |Through lecture in classroom and presentation. | | |Teaching-learning and assessment strategy | | | | | |Knowledge of Discipline Area | | |Practical Skills | | |Problem solving and scientific skills ...
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...interviews Gilbert Ghostine, who has been a president of Diageo Asia Pacific, a maker of alcoholic beverages, since 2009. He was formerly managing director, Northern Europe, and president, US major markets and held various senior managerial positions in Africa, Asia, Europe and the United States. With 12 questions Ghostine takes the reader on his journey of becoming a manager. ! The first two questions1 discuss Gilbert Ghostine´s role as a manager. Growing up in Lebanon in tough circumstances and dealing with adversity helped him to learn and improve his leadership and decision making. He also says, that he is still learning today, because the leadership journey is an evolution. That is exactly what we discussed in class. Managers learn to manage through job assignments, formal training and education and relationships, which of course includes the environment one is growing up and living in.2 Furthermore, Ghostine describes his view of leadership as a simple strategy that can be articulated, or communicated clearly to people, so that they can be engaged emotionally with the journey and feel valued. In class we said that a good leader acts as a role model and inspires people3; good communication and engagement are important aspects of good leadership. Sonia Kalesnikov-Jessop asks Ghostine in her fourth questions about his experience in managing a work force across cultures and he answers that value creation is the base everywhere. People have the same level of commitment and passion...
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...The Importance of Understanding Culture in International Business | Business Management in an International Context | | The increasing number of interactions between independent countries, companies and people has highlighted the importance of an understanding of global cultures, both national and organisational. Culture plays a large role in the way individuals behave and interact with one another and therefore plays an important role in business interactions across cultures. Many definitions of culture are offered, but one more relevant to culture in international business is : “Culture is the way in which a group of people solves problems and reconciles dilemmas.” (E.Schein 1985) The first way in which countries can be broadly categorized is into either a high context or a low context culture. High context cultures place more emphasis on the importance of group identity. They have a high sensory involvement and participate more readily in bodily contact. Low context cultures prioritise individualistic properties. They use body language less frequently and are monochronic thus placing a high importance on timing and scheduling. Most Northern European countries and other western societies are low context cultures. It has been suggested by the acclaimed social scientist, Norbert Elias (1978) that the development of society and the basis of its’ cultural contexts are closely associated with the prominent historical groups of the region leading to an establishment...
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...Economics. | | | | | |*The same course can be transferred only as 1 course. | |First Level Modules | | |ACC1006 Accounting Information Systems |International Technology Venturing | |BSP1005 Managerial Economics |TU91.2010 Managerial Economics | |MKT1003 Principles of Marketing |23A00210 Introduction to Marketing (6 ECTS)...
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...Middle managers are responsible for making organization-wide decisions and establishing the plans and goals that affect the entire organization. 8) Effectiveness refers to getting the most output from the least amount of input. 9) Efficiency is described as "doing things right." 10) The four contemporary functions of management are planning, organizing, leading, and controlling. 11) Determining who reports to whom is part of the controlling function of management. 12) Directing and motivating are part of the controlling function of management. 13) When a manager performs the controlling function of management, he must monitor and evaluate performance. 14) Figurehead, leader, and liaison are all interpersonal managerial roles according to Mintzberg. 15) Disturbance handler is one of Mintzberg's interpersonal roles. 16) According to Robert L. Katz, managers need to have technical, human, and conceptual skills. 17) Technical skills become less important as a manager moves into higher levels of management. 18) Conceptual skills are less important to top managers. 19) In order for organizations to survive successfully, managers must create a customer-responsive organization. 20) Innovation is confined to high-tech and...
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...IBT Journal of Business Studies (Formerly Journal of Management & Social Sciences) Vol. 10, No. 1, (Spring2014) 83-101 Human Resource Management Practices: A Case Study of South Asian Countries Rafique Ahmed Khan Faculty of Management Science Bahria University Karachi, Pakistan Mohammad Khasro Miah School of Business North South University Dhaka, Bangladesh Amir Manzoor Faculty of Management Science Bahria University Karachi, Pakistan ABSTRACT Purpose: The central point of this study was to demonstrate the similarity and difference of Human Resource Management (HRM) practices amongst the countries in South Asia. Through this paper, an in-depth study was undertaken to evaluate the validity of existing HRM practices in South Asian (SA) countries. An effort was made to examine the influences from the economic emergence in South Asia, force of colonization, historical panorama, cultural similarities and dissimilarities, legal, economic and political factors causing the change.. Methodology/Sampling: The study is based on secondary data collected through extensive research on present and past literature available on the topic. Findings: HRM is in a reforming process towards the development of organizational transformation in South Asia. In addition, contextual and contingency factors are determining the outcome of restructuring HRM practices in South Asia, identified as FDI, foreign MNCs’ influence, and bilateral relations among the SAARC members...
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...(EI). In this research paper, the role of EI in determining leadership effectiveness was reviewed to explain emotional characteristics specific to five countries: Nigeria, Mexico, Russia, Argentina, and China. These countries were included in a study called Project Globe. GLOBE is the acronym for Global Leadership and Organizational Behavior Effectiveness. In this study, four cultural clusters were utilized, and the role of emotional intelligence was evaluated in determining leadership effectiveness. Emotional Intelligence was appraised more favorably than technical skills and cognitive skills, especially when referring to social skills, and transformational/charismatic leaderships were preferred across cultures. The intent of the collaborative effort of Team 4 was to explore the cultural values and practices in five different countries and to identify their impact on organizational practices and leadership attributes. One way to explore cultural similarities in the world is to study cultural clusters which are a group of countries that share many similarities. The countries in a cluster are more like each other than another country from outside the cluster (Javidan & House, 2002). A study conducted by the consulting firm KPMG (Project Globe) tested the proposition linking EI and cross-cultural leadership by surveying managers from four cultural clusters (Anglo, Latin European, Eastern European, and Southern Asian). Project GLOBE was a multi-phase,...
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...Current Management Situation (A Profile of Philippine Management) Management activities as planning, organizing and decision-making are cocoons until the leadership triggers the power of motivation in people and guides them towards goals. The primary public service that any business can render is its own economic success, its ability to harness science and technology to the production of better goods and services that increase employment and raise our standard of living. The job of professional management is to conduct the affairs of the enterprise in such a way as to maintain an equitable and workable balance among the claims of the various directly interested groups-stockholders, employees, customers, and the public at large. The origins of Filipino managers Filipino managers are predominantly of indigenous Philippine racial stock although a significant number are of foreign origin, primarily Chinese, Spanish, and American. Filipino managers have come mostly from the higher socio-economic strata of Philippine society. They are composed largely of individuals from outside the metropolitan area, belonging to families with above-average landholdings. Invariably, their career paths were paved by family ties or consanguinity. Thus, Filipino managers are strongly oriented to their families of origin. The breadwinner in their family (usually the father) has an occupation that is either of the independent, upper white-collar or professional categories and whose position...
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...keep 10% or 15% of the company so she can just keep on eye on everything. My point is case study #2 is too easy. Instead of Mexicans I work specifically with Navajos and have been taught years ago a fraction of the Navajo language. So I have decided to push the boundaries of my management knowledge. In case study #1 I will try to open my mind in Penny’s situation to diversity, teamwork and the communication challenges I believe I will have to face in my near future. Question #1 (Discuss the case study in terms of diversity issues): This is a very great question because in today's economy the world is becoming more and more global. Penny will be working for, working with, and serving people from all walks of life as you said in the Leadership Focus 11. For Penny diversity will both be enriching and challenging. The first diversity issue in case #1 is “Penny is a professional, friendly, and attractive and has a very positive relationship with the members of upper management on the property...
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...Cityside Financial Services used affirmative action to hire employees that fit personally with the communities it served. It used a two-part strategy to conduct business: reinvesting in the neighborhood businesses and housing development and attracting investments from wealthy clientele. Two units in the Sales Division, Retail and External Deposits, offered services to grow the neighborhood. The goal was to hire women and African-Americans in order to speak to local clients. The Retail Department offered loans to small businesses, savings accounts, and home mortgages. The External Deposits Department offers money markets, IRA accounts, and CDs. In order to gain the diverse workforce the owner wanted, a hiring program was put in place that would benefit minorities. The Retail Department hired women, who became nearly half of that department's staff. Meanwhile, the External Deposits Department continued to hire and retain mainly white males with college degrees. Despite the difference in demographic of the staffs of the separate departments, Cityside Financial Services became known for having a diverse staff. Internally, there was not enough cooperation between the two departments, which caused the customer service to take a hit. Cityside Financial Services faxed all if the challenges to managing diversity as it was going from a predominantly white organization to a more diverse institution, offering positions to minorities like women and African-Americans...
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...A Naï Sahib in India ve Weiting Xu A Naï Sahib in India ve Student Name: Weiting Xu Student ID: 212242624 Course Director: Indira Somwaru Course Name: Applied Cross Cultural Management Course Code: INTL 3350 [A] Date: Wednesday, October 8th, 2014 Page 0 of 12 Image Credits: http://www.almrsal.com/post/122253/detroit-resources A Naï Sahib in India ve Weiting Xu INTRODUCTION Dear Executive Board of Aspen Automative, In the report enclosed, I have gone through an exhaustive review of the new acquisition between Aspen Automative (Aspen) and Bindi Break Company (Bindi) involving Managing Director, Brian Moseley, and Bindi‟s management team. Mr. Moseley is an intelligent individual with post-secondary degrees from top universities and previous international management experience. The decision made by the executive board to send Mr. Moseley to India to increase efficiency and profitability of Bindi was not a mistake but in fact a cultural misunderstandings concern. Throughout the report, I will utilize the information you have given me to provide an objective analysis on each situation and how to resolve the check-mate both parties are currently at. Furthermore, I will provide recommendations on how to proceed further along with general advice for future dealings internationally. Should you have any questions or concerns, feel free to contact me. Best Regards, W.Xu Weiting Xu Cultural Consultant, InterContinental Inc. Page 1...
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...The International Journal of Organizational Analysis GAINING A PERSPECTIVE ON INDIAN VALUE ORIENTATIONS: IMPLICATIONS FOR EXPATRIATE MANAGERS Suresh Gopalan Joan B. Rivera Article information: Downloaded by UNIVERSITY OF EXETER At 06:38 24 October 2015 (PT) To cite this document: Suresh Gopalan Joan B. Rivera, (1997),"GAINING A PERSPECTIVE ON INDIAN VALUE ORIENTATIONS: IMPLICATIONS FOR EXPATRIATE MANAGERS", The International Journal of Organizational Analysis, Vol. 5 Iss 2 pp. 156 - 179 Permanent link to this document: http://dx.doi.org/10.1108/eb028866 Downloaded on: 24 October 2015, At: 06:38 (PT) References: this document contains references to 0 other documents. To copy this document: permissions@emeraldinsight.com The fulltext of this document has been downloaded 1038 times since 2006* Users who downloaded this article also downloaded: Saikat Banerjee, (2008),"Dimensions of Indian culture, core cultural values and marketing implications: An analysis", Cross Cultural Management: An International Journal, Vol. 15 Iss 4 pp. 367-378 http:// dx.doi.org/10.1108/13527600810914157 Colin M. Fisher, Raj Shirolé, Ashutosh P. Bhupatkar, (2001),"Ethical stances in Indian management culture", Personnel Review, Vol. 30 Iss 6 pp. 694-711 http://dx.doi.org/10.1108/EUM0000000005981 Nitish Singh, Hongxin Zhao, Xiaorui Hu, (2005),"Analyzing the cultural content of web sites: A crossnational comparision of China, India, Japan, and US", International Marketing Review...
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