Running head: RIORDAN BENCHMARKING Riordan Benchmarking Research University of Phoenix MMPBL 560 Managing in a Cross-Cultural Environment November 9, 2009 Managing across cultures is no easy task for any organization regardless of its economies of scale or long standing reputation in the market; the challenges are many, including coping with the flux of change, managing diverse groups of employees, communicating, and negotiating agreements with host countries. This paper illustrates
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can America's organizations and corporations hide behind their lack of cultural intelligence. All organizations that seek global market relevancy means embracing diversity in elements such as how they perceive, think, act and innovate. Thus, they take into consideration all the factors that affect strategic planning and management. Corporate management is the process of leading, administrating and directing a company. Business tasks often performed by corporate management might include strategic
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HOW TO DEAL WITH CROSS CULTURAL PROBLEMS IN INTERNATIONAL BUSINESS NEGOTIATION. EMEM UDOBONG* ABSTRACT: Businesses all over the world today are extending their frontiers beyond domestic markets. In this global business environment, cross cultural negotiation becomes a common field of research. This is primarily due to the fact that the negotiating parties are often from different countries, with different cultural values and beliefs which they usually bring with them to the negotiating table
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The Effect of Culture on Business Relationships With the tremendous increase in global trade, learning more about doing international business has become especially significant. It is vital to learn about the different cultures around the world before doing business in other countries, in order to reduce the risk of failure. Becoming knowledgeable about different countries’ communication styles, body language, meeting and negotiation tactics, dress, greetings, and social events are all keys to
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ignorant about the country and its’ business relations and lack thereof. This paper will focus on research, data analysis and identifying Russia’s major elements and dimensions of culture, aspects and dimensions integrated by locals conducting business, contrast to that of US culture and businesses and implications for US businesses that wish to conduct business in Russia. References will be provided through discussion of interviews from actual residents from within different districts throughout
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Course : Cross Cultural Management 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
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The Cultural Challenges of Doing Business Overseas Karinna Kruse MMPBL501 November 22, 2010 David Francom Steve Kafka is an American citizen from Chicago, Illinois, who is looking to expand his business overseas. Steve is a franchisor for Chicago Style Pizza and sees the opportunity of introducing the famous food in Czech Republic, a country his family came from. Because he is familiar with the language, customs and culture, Steve is confident that he will make his business successful in
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procedures that will be used to conduct negotiations are but a few of the hurdles that negotiators will encounter. Negotiation is further complicated when the parties find themselves negotiating across dissimilar cultures. Culture is a powerful factor in shaping how people think, communicate and behave. It therefore affects how they negotiate. In business arena, negotiations are crucial aspects of inter-organizational relationships like joint ventures, mergers and acquisitions, licensing and distribution
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European Management Journal (2010) 28, 421– 440 journal homepage: www.elsevier.com/locate/emj International human resource management challenges in Canadian development INGOs Sharon L. OÕSullivan * Telfer School of Management, University of Ottawa, 55 Laurier ave East, Ottawa, ON, Canada, K1N 6N5 KEYWORDS International human resource management; International non-governmental organization; International development; Northern NGOs; Canada; Capacity building Summary Over $100 million
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Cultural Management Theories and Challenge for Global Managers Preface The hospitality and the tourism industries are inter-related. Neither industry is limited to country boundaries. They are growing very rapidly. In a world which has become globalized, international trade barriers are becoming less and funds can be more easily obtained at present than in the past which boost the development of these industries throughout the world. More and more multinational organisations have emerged in these
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