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Management Styles And Business Systems
Management Styles And Business Systems
Management Styles And Business Systems
Management Styles And Business Systems
Management Styles And Business Systems
Management Styles And Business Systems
Management Styles And Business Systems
Management Styles And Business Systems
Management Styles And Business Systems
Management Styles And Business Systems
Management Styles And Business Systems
Management Styles And Business Systems
Management Styles And Business Systems
Management Styles And Business Systems
Management Styles And Business Systems
Management Styles And Business Systems
Management Styles And Business Systems
Management Styles And Business Systems
Management Styles And Business Systems
Management Styles And Business Systems
Management Styles And Business Systems
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Management Styles And Business Systems

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  • 1. Culture, Management style, and Business system Chapter 5
  • 2. Agenda/Topics To Be Covered
    • Required adaptation
    • The impact of American culture on management style
    • Management styles around the world
    • Gender bias in International Business
    • Business ethics
    • Culture’s influence on strategic thinking
    • A synthesis, relationship-oriented versus information-oriented cultures
  • 3. Culture? What is it? How does it affects you?
  • 4.
    • Required adaptation
    Cultural exclusives
      • Customs or behavior patterns exclusively for the locals and from which the foreigner is barred.
    Cultural electives
      • Relates to areas of behavior or to customs that cultural aliens may wish to conform to or to participate in but that are not required.
    Cultural imperatives
      • Customs and expectations that must be met and conformed or be avoided if relationship are to be successful.
    Degree of adaptation
      • -A need to understand a counterparts custom
  • 5. 2. The impact of American culture on management style Independent enterprise as the instrument of social action Wide sharing in decision making Decision based on objective analysis “ master of destiny” viewpoint Personnel selection and reward based on merit
  • 6. 3. Management styles around the world
  • 7.
    • Authority and decision making
    • Authority and decision making
    • Management objectives and aspirations
        • Security and mobility
        • Personal life
        • Affiliation and social acceptance
        • Power and achievement
  • 8.
    • Communication styles
      • Face-to-face communication
      • Internet communications
  • 9.
    • Formality and tempo
    • P-time versus M-time
      • -polychronic time and
      • monochronic time
    • Negotiations emphasis
  • 10.
    • It is true that in many cultures – Asian, Middle Eastern, and Latin America – women are not typically found in upper levels of management and men and women are treated very differently.
    4. Gender bias in International Business
  • 11. 5. Business ethics
    • The western focus on bribery
      • Bribery: variations on a theme
      • Bribery and extortion
      • Subornation and lubrication
      • Agent’s fees
    Corruption
  • 12. 5. Business ethics: ethically and socially responsible decisions Utilitarian ethics Rights of parties Justice or fairness
  • 13. 6. Culture’s influence on strategic thinking
    • How culture influences manager’s thinking about business strategy?
  • 14. 7. A synthesis, relationship-oriented versus information-oriented culture
    • What is "Culture"?
    • Culture is the acquired knowledge people use to interpret experience and generate behavior.
  • 15. High and Low Context
    • "high context" and "low context" (popularized by Edward Hall) are used to describe broad-brush cultural differences between societies.
  • 16. Low context refers to:
    • societies where people tend to
    • have many connections but of
    • shorter duration or for some specific
    • reason
    • Example: large US airports, a chain
    • supermarket, a cafeteria, a convenience store,
    • sports where rules are clearly laid out, a motel.
  • 17. Low context
    • Rule oriented, people play by external rules
    • More knowledge is codified, public, external, and accessible.
    • Sequencing, separation--of time, of space, of activities, of relationships
    • More interpersonal connections of shorter duration
    • Knowledge is more often transferable
    • Task-centered. Decisions and activities focus around what needs to be done, division of responsibilities.
  • 18. High context refers to:
    • societies or groups where people have close connections over a long period of time
    • Examples:
    • Small religious congregations, a party with friends, family gatherings, expensive gourmet restaurants and neighborhood restaurants with a regular clientele, undergraduate on-campus friendships, regular pick-up games, hosting a friend in your home overnight.
  • 19. High context
    • Less verbally explicit communication, less written/formal information
    • More internalized understandings of what is communicated
    • Multiple cross-cutting ties and intersections with others
    • Long term relationships
    • Strong boundaries- who is accepted as belonging vs. who is considered an "outsider"
    • Knowledge is situational, relational.
    • Decisions and activities focus around personal face-to-face relationships, often around a central person who has authority.
  • 20. Entering High and Low Context Situations?
  • 21. THANK YOU..

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