TITLE: Managing cultural differences By Name Course Professor University City/State Date Contents Introduction 3 Discussion of cultural frameworks 3 My cultural background and discussion of my cultural scores 6 Recommendation on cross cultural management 7 Conclusion 8 References list 9 Introduction Cultural practices in different regions of the world are different. In managing a firm in a particular region, a manager should thus understand the effective cultural practices in the region
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with different cultural backgrounds. Consideration of such things as gender, personalities, culture and perception are a must for each negotiation. Not doing so could result in loss of profitability and growth. Typically most distributors look overseas for manufacturers because of the cheaper labor rates abroad. This paper will evaluate negotiation styles of Chinese and American teams' negotiation for the lowest possible cell phone manufacturing price using Hofstede's cultural dimensions theories. Hofstede's
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Country Profile: Mexico Jacey Bennett 20121061 International Business Management MGMT3607 Dr. Dannie Brown Tuesday November 20, 2012 Country Profile: Mexico Mexico is a North American country located south of the United States, north Belize and Guatemala, east of the Gulf of Mexico and west of the North Pacific Ocean. Three main industries in Mexico are mining, manufacturing and tourism. (Encyclopedia of Nations, n.d.) Mexico ranks 14 in the world for its land/water area of 1,964,375
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27th May, 2014 1 Course code: 2FE50E Date: Svedberg & Svensson (2014); Eat the food, drink the booze and settle the deal! Abstract Background: China is today regarded as Sweden’s most important business partner in Asia. Even if there are cultural differences between Sweden and China the intercultural distance has successively decreased. One of the reasons is the globalisation. Another reason is the consecutive development of Swedish-Chinese relations. The interpretation from common understanding
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work with commitment for the organization. An analysis of business culture is essential as it defines the set of values, beliefs, assumptions of the employees belonging to diverse organizations. Our analysis of the cultural shaping of people from Germany and Russia reveals a large cultural distance between the two countries. There are a number of models, which facilitate the comparison of
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Dealing with national cultural differences therefore requires not only knowledge about adequate behaviors but, more importantly, an understanding of deeper-level assumptions and values that explain why certain behaviors are more appropriate than others. A number of cultural frameworks exist that characterize and describe cultures along different value dimensions. The most widely used framework for categorizing national cultures is the one developed by Geert Hofstede. I am limiting myself to this
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.....................13 References..................................................................................................................................14 List of Figures Fig: 2.0 Diagrammatic representations of Hofstede’s cultural dimensions...............................7 AN ANALYSIS OF THE CULTURE OF AN ORGANIZATION 1.0 Background to the Organization Organization culture is a predominant aspect of an organization’s internal environment Azhar (2003). Culture,
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Phaedra Elliott Professor DuBois International Business 300 6/6/2011 Country Analysis: Italy Introduction: Each country had it own history of economic policies and political climates that make it a good idea to invest in. Countries that have been in existence for centuries and have sustained a power within the entire world are usually the best choices to engage in business with. When determining the business it was unanimously decided that the partners wanted to start a makeup venture
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207) “As a negotiation unfolds, it is easy to attribute any behaviour, particularly behaviour that is different to your own, to culture and so ignore the many similarities”. Consider this statement with reference to contemporary research on cross-cultural negotiation and use examples to illustrate your analysis Introduction: Former President and charismatic leader of the United States John F. Kennedy once stated that, “We cannot negotiate with people who say what's mine is mine and what's yours
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phones. Value is significant but has the accepting how to labor with dealers with not the same cultural backgrounds, gender, and personalities are equally important. In this paper, it will explain how this all comes together for a negotiation between the Chinese (female) and Americans (male). The American 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
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