This document discusses cross-cultural management systems and processes. It begins by providing examples of multinational companies like Nestle, Coca-Cola, and Unilever that obtain most of their sales and employees outside of their home countries. It then discusses different cultural management styles between countries like America, Japan, and Arab cultures. The document also defines culture and organizational culture, describing how culture is acquired socially rather than inherently. It outlines four main types of organizational culture: collaborate, create, control, and compete, providing examples of each.
This document discusses entrepreneurship and provides examples of successful entrepreneurs. It defines entrepreneurship as recognizing business opportunities and mobilizing resources to introduce new goods, services, or processes. The document outlines the functions of entrepreneurs in directing work and securing income. It also describes characteristics of entrepreneurs like innovation and risk-taking. Examples of successful entrepreneurs are provided like Sabeer Bhatia with Hotmail and Michel Dell with Dell Computers. The document advocates for a more integrated model of entrepreneurship development in Pakistan.
1. The document discusses management consulting, including why clients hire consultants, attributes of successful consultants, and how consultants charge for their services.
2. Common barriers to effective consulting are discussed, such as a "know-it-all" attitude or inability to understand technical language.
3. Effective evaluation of consulting projects uses a balanced scorecard approach across several dimensions: reaction, learning, application, business impact, return on investment, and intangible measures.
The document discusses various topics related to management consulting including the definition of management consultancy, skills required, public perception of consultants, outsourcing opportunities and challenges, and a brief history of the quality revolution highlighting contributions of Walter Shewhart and Joseph Juran. It provides an overview of management consulting from different perspectives.
1. Co-operatives represent over 1 billion members worldwide and provide jobs and livelihoods for many. They have proven successful and resilient, particularly during economic crises.
2. Co-operatives are jointly owned enterprises governed by values of self-help, democracy, and concern for community. They allow members to meet economic and social needs through pooling resources.
3. Co-operatives contribute to employment, economic growth, and development by giving marginalized groups access to markets and resources. They provide inclusive and sustainable work.
This document provides an overview of cross-cultural management systems and processes. It discusses how workforces have become culturally diverse and how managing cross-cultural issues has become important. It also examines stateless corporations like Nestle and Coca-Cola that derive most of their revenues from outside their home countries. Finally, it discusses cultural dimensions like Hofstede's model and introduces different types of organizational culture.
A presentation by the APM Women in Project Management (WiPM) Specific Interest Group (SIG) and Sobitha Sashikumar for the APM South Wales & West of England branch on 3rd July 2014 at Atkins/Faithful+Gould in Bristol.
In this interactive session, Sobitha Sashikumar brought a wealth of knowledge and appreciation on the subject of change and diversity. She explored this subject, drawing on her experience of living and working in teams and organisations across three continents, assisting delegates to enhance their effectiveness in managing change and diversity.
A joint event between South Wales & West of England branch and Women in Project Management (WiPM) SIG, this served as an introduction for the branch membership to the WiPM SIG; its activities, volunteering opportunities and the 21st anniversary celebrations, as well as diversity initiatives. The WiPM chair Teri Okoro, introduced this session.
This session helped delegates to:
- Understand the positive benefits of diversity
- Identify how and why diversity may impact on change and PM3 outcome
- Explore tools and techniques to help you be smarter in the use of diversity to achieve balanced teams and improved outcomes.
The presentation focussed on reviewing your own experiences in teams and organisations, assessing strengths and gaps.
Discussions helped delegates to understand where they needed to improve awareness, pay attention or plan changes.
Coping with cultural differences in international business: A study on Nike Inc.Shagufta Rahman
The report provides an overview of Nike, Inc. as an American multinational corporation. It then summarizes some key aspects of American culture, including:
- The dominant language is English, though over 500 languages are spoken.
- Christianity is the majority religion, with Protestants, Catholics, and non-affiliated as the largest groups.
- Education is compulsory between ages 5-18 and provided through public and private schools. Higher education has many public and private institutions.
- The economic philosophy values private enterprise and free market capitalism.
This report examines cultural differences between the home and host countries of Nike Inc. and how Nike copes with these differences in its international business operations. It first provides an overview of Nike and then analyzes key aspects of culture, such as language, religion, education, economic philosophy, social structure, and political philosophy, in both Nike's home country of the United States and its various host countries. The report compares cultural differences and identifies techniques Nike uses to manage these differences, such as cultural sensitivity and localization of marketing strategies. The goal is to help managers better understand cultural impacts and develop effective cross-cultural business plans.
This document discusses entrepreneurship and provides examples of successful entrepreneurs. It defines entrepreneurship as recognizing business opportunities and mobilizing resources to introduce new goods, services, or processes. The document outlines the functions of entrepreneurs in directing work and securing income. It also describes characteristics of entrepreneurs like innovation and risk-taking. Examples of successful entrepreneurs are provided like Sabeer Bhatia with Hotmail and Michel Dell with Dell Computers. The document advocates for a more integrated model of entrepreneurship development in Pakistan.
1. The document discusses management consulting, including why clients hire consultants, attributes of successful consultants, and how consultants charge for their services.
2. Common barriers to effective consulting are discussed, such as a "know-it-all" attitude or inability to understand technical language.
3. Effective evaluation of consulting projects uses a balanced scorecard approach across several dimensions: reaction, learning, application, business impact, return on investment, and intangible measures.
The document discusses various topics related to management consulting including the definition of management consultancy, skills required, public perception of consultants, outsourcing opportunities and challenges, and a brief history of the quality revolution highlighting contributions of Walter Shewhart and Joseph Juran. It provides an overview of management consulting from different perspectives.
1. Co-operatives represent over 1 billion members worldwide and provide jobs and livelihoods for many. They have proven successful and resilient, particularly during economic crises.
2. Co-operatives are jointly owned enterprises governed by values of self-help, democracy, and concern for community. They allow members to meet economic and social needs through pooling resources.
3. Co-operatives contribute to employment, economic growth, and development by giving marginalized groups access to markets and resources. They provide inclusive and sustainable work.
This document provides an overview of cross-cultural management systems and processes. It discusses how workforces have become culturally diverse and how managing cross-cultural issues has become important. It also examines stateless corporations like Nestle and Coca-Cola that derive most of their revenues from outside their home countries. Finally, it discusses cultural dimensions like Hofstede's model and introduces different types of organizational culture.
A presentation by the APM Women in Project Management (WiPM) Specific Interest Group (SIG) and Sobitha Sashikumar for the APM South Wales & West of England branch on 3rd July 2014 at Atkins/Faithful+Gould in Bristol.
In this interactive session, Sobitha Sashikumar brought a wealth of knowledge and appreciation on the subject of change and diversity. She explored this subject, drawing on her experience of living and working in teams and organisations across three continents, assisting delegates to enhance their effectiveness in managing change and diversity.
A joint event between South Wales & West of England branch and Women in Project Management (WiPM) SIG, this served as an introduction for the branch membership to the WiPM SIG; its activities, volunteering opportunities and the 21st anniversary celebrations, as well as diversity initiatives. The WiPM chair Teri Okoro, introduced this session.
This session helped delegates to:
- Understand the positive benefits of diversity
- Identify how and why diversity may impact on change and PM3 outcome
- Explore tools and techniques to help you be smarter in the use of diversity to achieve balanced teams and improved outcomes.
The presentation focussed on reviewing your own experiences in teams and organisations, assessing strengths and gaps.
Discussions helped delegates to understand where they needed to improve awareness, pay attention or plan changes.
Coping with cultural differences in international business: A study on Nike Inc.Shagufta Rahman
The report provides an overview of Nike, Inc. as an American multinational corporation. It then summarizes some key aspects of American culture, including:
- The dominant language is English, though over 500 languages are spoken.
- Christianity is the majority religion, with Protestants, Catholics, and non-affiliated as the largest groups.
- Education is compulsory between ages 5-18 and provided through public and private schools. Higher education has many public and private institutions.
- The economic philosophy values private enterprise and free market capitalism.
This report examines cultural differences between the home and host countries of Nike Inc. and how Nike copes with these differences in its international business operations. It first provides an overview of Nike and then analyzes key aspects of culture, such as language, religion, education, economic philosophy, social structure, and political philosophy, in both Nike's home country of the United States and its various host countries. The report compares cultural differences and identifies techniques Nike uses to manage these differences, such as cultural sensitivity and localization of marketing strategies. The goal is to help managers better understand cultural impacts and develop effective cross-cultural business plans.
This document discusses communication in a diverse environment. It begins by defining environment and culture. Culture includes knowledge, beliefs, arts, laws, customs, and habits acquired as a member of society. There are three levels of culture that influence international business: national culture, business culture, and organizational culture. National culture is dominant within a country's boundaries and affects language and laws. Business culture provides norms for conducting business. Organizational culture refers to shared philosophies within a company. There are also primary and secondary dimensions of diversity like gender, age, race, education, and work background. The document outlines elements of culture like language, religion, attitudes, and beliefs. It emphasizes that managing diversity can provide benefits like diverse ideas but also
Indigenous Knowledge Systems in Economic Development Conference 2016Dylan James
Formalising Indigenous Knowledge into drivers of our Economy. Upliftment of Khoi & San People: Using the Community Investment Companies to enable Indigenous Knowledge System in Economic Development.
2 Cross-Cultural Business
Learning Objectives
Helsinki, Finland—Nokia Corporation (www.nokia.com) is the world’s number one manufacturer of mobile handsets. The company’s 112,000 employees in more than 150 countries generate $79 billion in sales annually. Nokia uses its knowledge of cultures to control 40 percent of the global handset market.
Nokia is especially talented at detecting consumer needs in emerging markets. China and India represent Nokia’s first and second largest markets ahead of third-place United States. Nokia knows that in India a buyer selects a handset that has the right look and style and projects the right image. But for a consumer in China, a handset needs to be the right bargain. And Nokia recently finished a year-long study of the handset needs of people who live in Accra, capital city of the African nation Ghana.
Source: Jeffrey Barbee.
Nokia spends around $8 billion a year on research and development. Anthropologists and psychologists first travel the globe for Nokia to learn how people behave and communicate. Personnel at Nokia’s headquarters in Finland then blend these unique insights with emerging global trends to design new handsets. Finally, the company develops phones suitable for a variety of markets but localizes each one with colors, surface textures, services, and ring-tones.
Nokia maintains its competitive edge through careful cultural research. For example, company anthropologists learned that people in rural areas of emerging markets need a phone that can be shared among many users. So Nokia added the capability to save each person’s contacts separately and installed a call tracker that imposes a time or cost limit on each call. Handsets designed for emerging markets also feature menus in local languages, a one-touch flashlight in case of power outages, and a demo program for those who have never used a mobile phone. As you read this chapter, consider how culture influences international business and how company actions affect cultures.1
This chapter is the first of three that describe the links between international business activity and a nation’s business environment. We introduce these topics early because of their strong influence on how commerce is conducted in different countries. In fact, success in international business can often be traced directly to a deep understanding of some aspect of a people’s commercial environment. This chapter explores the influence of culture on international business activity. Chapter 3 presents the roles of political and legal systems, and Chapter 4 examines the impact of economic systems and emerging markets on international business.
An assessment of any nation’s overall business climate is typically the first step in analyzing its potential as a host for international commercial activity. This means addressing some important questions, such as the following: What language(s) do the people speak? What is the climate like? Are the local people open to new ideas a.
Cb unit-iii (cultural influences on consumer decision making)Revisiting Strategy
This document discusses cultural influences on consumer behavior. It covers several topics:
- The units of a course on consumer behavior including cultural influences.
- Culture is defined as values and behaviors acquired through socialization.
- American culture is used as an example, noting common activities like gum chewing and movie attendance.
- Cultures have subcultures based on factors like nationality and religion that influence values.
- Social class is another influence, with examples given of classifications used in the US, India, and UK.
- Characteristics of social classes are that members behave similarly but class designation can change over time.
This document provides an overview of transforming organizational culture in large companies with more than 1,000 employees. It includes three case studies of companies that successfully transformed their cultures: Volvo IT, Old Mutual Group, and Unilever Brazil. The key learnings section discusses concepts for measuring and managing culture, and defining a desired culture. The document also provides exercises and guidance for leadership commitment, defining values, structural alignment, and ongoing learning to transform an organization's culture over time.
The document discusses international organizational behavior from a cultural perspective. It notes that culture determines behaviors and there are both similarities and differences across cultures. While behaviors vary across countries due to factors like remuneration, leave policies, and performance appraisals, there are also cultural clusters where countries show similarities. Managing diversity and communicating across cultures are important for organizations operating globally.
This document provides an overview of the key concepts from the second lecture of a sociology course. It discusses what sociology is, the importance of sociological thinking in studying societies, and how case studies can be analyzed from a sociological perspective. Theories are important tools in sociology as they provide explanations for observed social phenomena and behaviors. Studying sociology helps develop an understanding of people and societies to inform fields like business management.
Co-op Conversion for Business Success: Why Go Co-op?NFCACoops
Erbin Crowell, Executive Director, Neighboring Food Co-op Association and Adam Trott, Staff, Valley Alliance of Worker Co-ops; Worker/Member, Collective Copies share examples of co-op conversion for business success. Co-ops are a great model for business succession, retaining jobs, and rooting businesses in communities. Why go co-op? How do co-ops strengthen our regional food system and economy? Learn about the process of conversion, and hear from representatives from a variety of businesses that have converted to the co-operative model.
International human resource management involves managing employees across borders and dealing with complexities arising from cultural and regulatory differences between countries. Key aspects include recruiting and selecting expatriates for international assignments, providing them cross-cultural training, managing compensation and benefits globally, and ensuring smooth repatriation. Firms need to balance ethnocentrism, polycentrism and geocentrism when making decisions related to international human resource management.
Co-operative Enterprise & Sustainability: Why Go Co-op?NFCACoops
Why go co-op? How do co-ops strengthen our regional food system and economy? Co-ops are an effective model for business succession, retaining jobs, and rooting businesses in communities. Learn about the process of start-up, conversion and operation, and share your ideas for a co-op in your community.
Presenters: Adam Trott, Valley Alliance of Worker Co-operatives and Erbin Crowell, Neighboring Food Co-op Association.
Communication in a culturally diverse organizationSaugata Palit
The document discusses communication in a diverse environment. It defines culture and the different levels of culture - national, business, and organizational - that influence international operations. National culture is shaped by a country's dominant language, education system, and laws. Business culture provides norms for conducting business. Organizational culture refers to shared values within a company. Managing diversity requires understanding these cultural dimensions and leveraging cultural differences as a competitive advantage through inclusive practices.
Organizational culture refers to a shared set of symbols, language, beliefs, values, and norms that are learned and shape how people interact within an organization. An organization's culture helps it cope with external and internal challenges through integration and adaptation. Culture permeates the organization through knowledge acquisition, symbols, stories, and rituals. Traditionally, national culture shaped business culture, but influences now come from multiple sources like professional groups, families, subgroups, international subsidiaries, and global business activities. This can create culture clashes within organizations. Business also influences broader culture through global media, travel, language, and business behaviors.
50 Best Reflective Essay Examples Topic Samples ᐅ TemplateLab. How To Write A Reflective Essay For University - Pdf Owning Up To .... Example Of Reflection Paper College - 50 Best Reflective Essay Examples .... Reflective Essay Examples. Reflective Essay. Reflective Essay Examples amp; Structure Great Tips Pro Essay Help. Write A Reflective Essay : Reflective essay writing tips for college .... How To Write A Reflective Essay: Format, Tips And 5 Examples. How To Write A Self Reflection Essay - Ainslie Hand. Amazing Reflective Essay Thatsnotus. How to Write a Reflective Essay 48 Examples Guide amp; Tips. ️ What is a reflective essay. Distinctive Features of a Reflection ... Reflective Essays Reflective Essays
Module 4 entrepreneurship for people in interface communitiescaniceconsulting
This module focuses on entrepreneurship for people in interface communities. It discusses who the module is for, which is anyone passionate about addressing interface challenges. The module aims to foster entrepreneurship among marginalized groups in interface communities by looking at barriers they face and case studies of successful entrepreneurs. It explores why entrepreneurship is important, benefits of entrepreneurship in interface areas, barriers marginalized groups face such as lack of access to resources and discrimination, and best practices for supporting marginalized entrepreneurs. The module includes exercises exploring case studies of successful ethnic minority entrepreneurs overcoming barriers.
Module 4 entrepreneurship for people in interface communitiescaniceconsulting
This module discusses entrepreneurship for marginalized and minority groups in interface communities. It explores why entrepreneurship is important, the benefits it can provide, and barriers groups may face. Case studies are presented on successful entrepreneurs, including a Syrian barber in Scotland and an Irish Traveller artist, to show how communities can support overcoming barriers. Best practices from EU projects on supporting migrant, ethnic, and marginalized entrepreneurs are also discussed.
This document summarizes key aspects of organizational culture from an organizational behavior textbook. It defines organizational culture as shared meanings that distinguish an organization. Common characteristics include adaptability, collaboration, and integrity. Culture is created by founders and sustained through socialization, stories, and symbols. Culture affects outcomes like performance, innovation and ethics. Managing culture requires understanding transmission and influencing factors like leadership, recruitment and training. National culture also interacts with organizational culture globally.
The document discusses how culture impacts business globally and domestically. It defines culture and explains how cultural differences can affect marketing, business practices, and corporate culture. The document also discusses the benefits of diversity in the workplace and laws prohibiting discrimination.
National Junior Honor Society application essay. National Junior Honor Society Essay Example – Telegraph. 019 Essay Example National Junior Honor Society ~ Thatsnotus. 007 National Junior Honor Society Essay Example Cover Letter Nths Page .... 007 Writing Introductions For National Honor Society Essays L Junior .... ️ National junior honor society essay. How to Write a National Junior .... Welcome to CDCT. Sample National Junior Honor Society Essay – Telegraph. National Junior Honor Society Essay Examples - njhs essay samples - 798 .... How To Write The Best National Junior Honor Society Essay. National junior honor society essay sample. National Junior Honor Society Essay Help - National Honor Society Essay .... 004 National Junior Honor Society Essay Samples Lola Rodriguez ~ Thatsnotus. Writing an essay for national junior honor society - Free National .... 014 Essay Example National Honors Society Examples Of Honor Junior .... National junior honor society essay help: National Junior Honor Society .... a page from the national junior honor society. 018 National Junior Honor Society Essay Examples Example ~ Thatsnotus. 009 National Junior Honor Society Essays Harvey .... 013 Essay Example National Junior Honor Society Mission Trip Letter .... Example for honor society essay | National honor society application .... National junior honor society essays - City Centre Hotel Phnom Penh. Martin Luther King Jr. Book Scholarship winners will be honored at .... National Junior Honor Society Essay Examples - Njhs Essay.
“Our ability to reach unity in diversity will be the beauty and the test of our civilisation” - Mahatma Gandhi
Omesh Jethwani, Government Projects & Programs Manager interviewed Ian Bridger, Director of Across Culture on the importance of adopting and embracing cultural diversity and equality.
This document discusses cross-cultural communication. It begins by defining culture and cross-cultural communication, noting that cross-cultural communication looks at how people from different backgrounds communicate with each other and across cultures. It then discusses how the study of cross-cultural communication originated in business and government contexts. The document outlines some key differences in communication styles, attitudes, decision-making, and ways of knowing across cultures. It provides some examples of cultural differences in gestures and eye contact. It also discusses obstacles to cross-cultural communication like differing values and racism. The document concludes by suggesting skills and techniques to enhance cross-cultural communication, like respecting differences, building trust, and understanding body language.
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This document discusses communication in a diverse environment. It begins by defining environment and culture. Culture includes knowledge, beliefs, arts, laws, customs, and habits acquired as a member of society. There are three levels of culture that influence international business: national culture, business culture, and organizational culture. National culture is dominant within a country's boundaries and affects language and laws. Business culture provides norms for conducting business. Organizational culture refers to shared philosophies within a company. There are also primary and secondary dimensions of diversity like gender, age, race, education, and work background. The document outlines elements of culture like language, religion, attitudes, and beliefs. It emphasizes that managing diversity can provide benefits like diverse ideas but also
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Formalising Indigenous Knowledge into drivers of our Economy. Upliftment of Khoi & San People: Using the Community Investment Companies to enable Indigenous Knowledge System in Economic Development.
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Helsinki, Finland—Nokia Corporation (www.nokia.com) is the world’s number one manufacturer of mobile handsets. The company’s 112,000 employees in more than 150 countries generate $79 billion in sales annually. Nokia uses its knowledge of cultures to control 40 percent of the global handset market.
Nokia is especially talented at detecting consumer needs in emerging markets. China and India represent Nokia’s first and second largest markets ahead of third-place United States. Nokia knows that in India a buyer selects a handset that has the right look and style and projects the right image. But for a consumer in China, a handset needs to be the right bargain. And Nokia recently finished a year-long study of the handset needs of people who live in Accra, capital city of the African nation Ghana.
Source: Jeffrey Barbee.
Nokia spends around $8 billion a year on research and development. Anthropologists and psychologists first travel the globe for Nokia to learn how people behave and communicate. Personnel at Nokia’s headquarters in Finland then blend these unique insights with emerging global trends to design new handsets. Finally, the company develops phones suitable for a variety of markets but localizes each one with colors, surface textures, services, and ring-tones.
Nokia maintains its competitive edge through careful cultural research. For example, company anthropologists learned that people in rural areas of emerging markets need a phone that can be shared among many users. So Nokia added the capability to save each person’s contacts separately and installed a call tracker that imposes a time or cost limit on each call. Handsets designed for emerging markets also feature menus in local languages, a one-touch flashlight in case of power outages, and a demo program for those who have never used a mobile phone. As you read this chapter, consider how culture influences international business and how company actions affect cultures.1
This chapter is the first of three that describe the links between international business activity and a nation’s business environment. We introduce these topics early because of their strong influence on how commerce is conducted in different countries. In fact, success in international business can often be traced directly to a deep understanding of some aspect of a people’s commercial environment. This chapter explores the influence of culture on international business activity. Chapter 3 presents the roles of political and legal systems, and Chapter 4 examines the impact of economic systems and emerging markets on international business.
An assessment of any nation’s overall business climate is typically the first step in analyzing its potential as a host for international commercial activity. This means addressing some important questions, such as the following: What language(s) do the people speak? What is the climate like? Are the local people open to new ideas a.
Cb unit-iii (cultural influences on consumer decision making)Revisiting Strategy
This document discusses cultural influences on consumer behavior. It covers several topics:
- The units of a course on consumer behavior including cultural influences.
- Culture is defined as values and behaviors acquired through socialization.
- American culture is used as an example, noting common activities like gum chewing and movie attendance.
- Cultures have subcultures based on factors like nationality and religion that influence values.
- Social class is another influence, with examples given of classifications used in the US, India, and UK.
- Characteristics of social classes are that members behave similarly but class designation can change over time.
This document provides an overview of transforming organizational culture in large companies with more than 1,000 employees. It includes three case studies of companies that successfully transformed their cultures: Volvo IT, Old Mutual Group, and Unilever Brazil. The key learnings section discusses concepts for measuring and managing culture, and defining a desired culture. The document also provides exercises and guidance for leadership commitment, defining values, structural alignment, and ongoing learning to transform an organization's culture over time.
The document discusses international organizational behavior from a cultural perspective. It notes that culture determines behaviors and there are both similarities and differences across cultures. While behaviors vary across countries due to factors like remuneration, leave policies, and performance appraisals, there are also cultural clusters where countries show similarities. Managing diversity and communicating across cultures are important for organizations operating globally.
This document provides an overview of the key concepts from the second lecture of a sociology course. It discusses what sociology is, the importance of sociological thinking in studying societies, and how case studies can be analyzed from a sociological perspective. Theories are important tools in sociology as they provide explanations for observed social phenomena and behaviors. Studying sociology helps develop an understanding of people and societies to inform fields like business management.
Co-op Conversion for Business Success: Why Go Co-op?NFCACoops
Erbin Crowell, Executive Director, Neighboring Food Co-op Association and Adam Trott, Staff, Valley Alliance of Worker Co-ops; Worker/Member, Collective Copies share examples of co-op conversion for business success. Co-ops are a great model for business succession, retaining jobs, and rooting businesses in communities. Why go co-op? How do co-ops strengthen our regional food system and economy? Learn about the process of conversion, and hear from representatives from a variety of businesses that have converted to the co-operative model.
International human resource management involves managing employees across borders and dealing with complexities arising from cultural and regulatory differences between countries. Key aspects include recruiting and selecting expatriates for international assignments, providing them cross-cultural training, managing compensation and benefits globally, and ensuring smooth repatriation. Firms need to balance ethnocentrism, polycentrism and geocentrism when making decisions related to international human resource management.
Co-operative Enterprise & Sustainability: Why Go Co-op?NFCACoops
Why go co-op? How do co-ops strengthen our regional food system and economy? Co-ops are an effective model for business succession, retaining jobs, and rooting businesses in communities. Learn about the process of start-up, conversion and operation, and share your ideas for a co-op in your community.
Presenters: Adam Trott, Valley Alliance of Worker Co-operatives and Erbin Crowell, Neighboring Food Co-op Association.
Communication in a culturally diverse organizationSaugata Palit
The document discusses communication in a diverse environment. It defines culture and the different levels of culture - national, business, and organizational - that influence international operations. National culture is shaped by a country's dominant language, education system, and laws. Business culture provides norms for conducting business. Organizational culture refers to shared values within a company. Managing diversity requires understanding these cultural dimensions and leveraging cultural differences as a competitive advantage through inclusive practices.
Organizational culture refers to a shared set of symbols, language, beliefs, values, and norms that are learned and shape how people interact within an organization. An organization's culture helps it cope with external and internal challenges through integration and adaptation. Culture permeates the organization through knowledge acquisition, symbols, stories, and rituals. Traditionally, national culture shaped business culture, but influences now come from multiple sources like professional groups, families, subgroups, international subsidiaries, and global business activities. This can create culture clashes within organizations. Business also influences broader culture through global media, travel, language, and business behaviors.
50 Best Reflective Essay Examples Topic Samples ᐅ TemplateLab. How To Write A Reflective Essay For University - Pdf Owning Up To .... Example Of Reflection Paper College - 50 Best Reflective Essay Examples .... Reflective Essay Examples. Reflective Essay. Reflective Essay Examples amp; Structure Great Tips Pro Essay Help. Write A Reflective Essay : Reflective essay writing tips for college .... How To Write A Reflective Essay: Format, Tips And 5 Examples. How To Write A Self Reflection Essay - Ainslie Hand. Amazing Reflective Essay Thatsnotus. How to Write a Reflective Essay 48 Examples Guide amp; Tips. ️ What is a reflective essay. Distinctive Features of a Reflection ... Reflective Essays Reflective Essays
Module 4 entrepreneurship for people in interface communitiescaniceconsulting
This module focuses on entrepreneurship for people in interface communities. It discusses who the module is for, which is anyone passionate about addressing interface challenges. The module aims to foster entrepreneurship among marginalized groups in interface communities by looking at barriers they face and case studies of successful entrepreneurs. It explores why entrepreneurship is important, benefits of entrepreneurship in interface areas, barriers marginalized groups face such as lack of access to resources and discrimination, and best practices for supporting marginalized entrepreneurs. The module includes exercises exploring case studies of successful ethnic minority entrepreneurs overcoming barriers.
Module 4 entrepreneurship for people in interface communitiescaniceconsulting
This module discusses entrepreneurship for marginalized and minority groups in interface communities. It explores why entrepreneurship is important, the benefits it can provide, and barriers groups may face. Case studies are presented on successful entrepreneurs, including a Syrian barber in Scotland and an Irish Traveller artist, to show how communities can support overcoming barriers. Best practices from EU projects on supporting migrant, ethnic, and marginalized entrepreneurs are also discussed.
This document summarizes key aspects of organizational culture from an organizational behavior textbook. It defines organizational culture as shared meanings that distinguish an organization. Common characteristics include adaptability, collaboration, and integrity. Culture is created by founders and sustained through socialization, stories, and symbols. Culture affects outcomes like performance, innovation and ethics. Managing culture requires understanding transmission and influencing factors like leadership, recruitment and training. National culture also interacts with organizational culture globally.
The document discusses how culture impacts business globally and domestically. It defines culture and explains how cultural differences can affect marketing, business practices, and corporate culture. The document also discusses the benefits of diversity in the workplace and laws prohibiting discrimination.
National Junior Honor Society application essay. National Junior Honor Society Essay Example – Telegraph. 019 Essay Example National Junior Honor Society ~ Thatsnotus. 007 National Junior Honor Society Essay Example Cover Letter Nths Page .... 007 Writing Introductions For National Honor Society Essays L Junior .... ️ National junior honor society essay. How to Write a National Junior .... Welcome to CDCT. Sample National Junior Honor Society Essay – Telegraph. National Junior Honor Society Essay Examples - njhs essay samples - 798 .... How To Write The Best National Junior Honor Society Essay. National junior honor society essay sample. National Junior Honor Society Essay Help - National Honor Society Essay .... 004 National Junior Honor Society Essay Samples Lola Rodriguez ~ Thatsnotus. Writing an essay for national junior honor society - Free National .... 014 Essay Example National Honors Society Examples Of Honor Junior .... National junior honor society essay help: National Junior Honor Society .... a page from the national junior honor society. 018 National Junior Honor Society Essay Examples Example ~ Thatsnotus. 009 National Junior Honor Society Essays Harvey .... 013 Essay Example National Junior Honor Society Mission Trip Letter .... Example for honor society essay | National honor society application .... National junior honor society essays - City Centre Hotel Phnom Penh. Martin Luther King Jr. Book Scholarship winners will be honored at .... National Junior Honor Society Essay Examples - Njhs Essay.
“Our ability to reach unity in diversity will be the beauty and the test of our civilisation” - Mahatma Gandhi
Omesh Jethwani, Government Projects & Programs Manager interviewed Ian Bridger, Director of Across Culture on the importance of adopting and embracing cultural diversity and equality.
This document discusses cross-cultural communication. It begins by defining culture and cross-cultural communication, noting that cross-cultural communication looks at how people from different backgrounds communicate with each other and across cultures. It then discusses how the study of cross-cultural communication originated in business and government contexts. The document outlines some key differences in communication styles, attitudes, decision-making, and ways of knowing across cultures. It provides some examples of cultural differences in gestures and eye contact. It also discusses obstacles to cross-cultural communication like differing values and racism. The document concludes by suggesting skills and techniques to enhance cross-cultural communication, like respecting differences, building trust, and understanding body language.
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1. Management In Action – Social ,
Economic And Ethical Issues
Module IV
Cross Cultural Management Systems and Processes
03/11/15 Amity Business School,AUUP 1
2. Cross Cultural Management
Systems and Processes
Lec.Ms.Deepshikha Singh
Amity Business School at Amity University
03/11/15 Amity Business School,AUUP 2
3. Cross Cultural Management – An Everyday
Activity
• On 7 July 2005, terrorist attacks on the transport network in
London killed 52 passengers and injured approximately 700
people. The victims of the atrocity accurately, and in this case
poignantly, reflected the multicultural nature of London’s
workforce in the early twenty – first century ( the vast majority
were on their way to or from work when the bomb exploded).
Those who died comprised citizens of 13 different countries
including the UK.
• The existence of culturally diverse workforces is furthermore by
no means limited to the UK or, more specifically, to its capital city.
For many of us it is now an everyday event to deal with
employees from different cultural backgrounds in a single work
place.
03/11/15 Amity Business School,AUUP 3
4. • And it is no longer necessary to leave one’s country
of origin – or to be employed in an explicitly
international role – to be touched by cross – cultural
(intercultural concerns)
• Many organizations are in any case concerned to
secure and foster diversity within the workforce in
order to enhance employee performance and secure
competitive advantage.
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5. “The World is full of Stateless Corporations”
Nestle ( Switzerland)
• This company personifies the stateless
corporations with 98 percent of sales and 96
percent of employees outside the home
country.
• Nestlé's previous Global CEO was German
born H.Maucher, and half of the company’s
General Managers are non - Swiss.
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6. Coca – Cola
• Is a multinational corporation that obtains
over 80 percent of its operating income from
outside the United States. It operates in 185
markets, has more than 6,50,000 employees,
and serves more than 5 billion customers.
• One of the company’s core values is to “think
globally, but act locally.”
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7. Other companies –
Example, Colgate – Palmolive Company sells Colgate
toothpaste in more than 50 countries
Mc Donald’s sells its burgers in 73 countries.
Gillette, Johnson & Johnson earn well over 50 percent of
their profit overseas.
Asea Brown Boveri (ABB) has operations throughout the
world.
Unilever is a British – Dutch Conglomerate and have the
employee strength of 1,63,000. It operates in 156
countries and has 400 brands of which 25 brands account
for 70 percent of sales.
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8. INSIGHT
Types of Organizational Culture
Strength of Organizational Culture
Function of Organizational Culture
Importance of Culture to the Organization
Cultural models
Cross – cultural perspectives
Geert Hofstede
Cross – Cultural Issues
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9. 03/11/15 Amity Business School,AUUP 9
Education/
Human Capital
• Primary/ secondary
• Vocational
• Professional
• Literacy
Social Structure
• Kinship/family
• Mobility
• Nationalism
• Urbanization
• Social stratification
• Paternalism/
materialism
Communication
• Language(s)
• Dialects
• Nonverbal
• Media
• Technology
Religious Beliefs
• Denominations
• Totems/taboos
• Rituals
• Holy days
Values/Ideologies
• Work ethic
• Time orientation
• Individualism/
collectivism
• Risk propensity
• Achievement
Cultural
Environment of
International
Business
10. American Japanese Arab
Management Styles Leadership,
Friendliness
Persuasion;
Functional Group
Activities
Coaching
Friendliness,
Parenthood;
Personal
Attention
Control Independence,
Decision
making;
Space, Time,
Money
Group harmony Of others/
Parenthood,
Emotional Appeal Opportunity Group
Participation;
Company
participation
Religion;
Nationhood,
Admiration
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11. “ A person is not born with a given culture
:rather, he or she acquires it through the
socialization process that begins at birth: an
American is not born with a liking for hot
dogs, or a German with a natural preference
for beer :these behavioral attributes are
culturally transmitted.”
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13. Unilever
The company has decentralized its operations
worldwide
To knit together the decentralized organization,
Unilever worked to build a common organizational
culture among its managers.
For years company hired people of different
nationalities,but with similar values and interests
The idea was to hire people who could jell with
Unilever’s culture.
It is said that the company has been so successful
that Unilever executives recognize one another at
airports even when they met only once before.
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14. Unilever’s senior management believes that this corps
of like-minded people is the reason why its employees
work so well, despite their national and cultural
differences.
The company also works to periodically bring these
managers together.
Yearly conferences on company strategy, and
executive education sessions at Unilever’s
management training centre outside London, help
establish connections between managers.
the idea is to build an informal network of equals,
facilitating thereby experience exchanges.
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15. the company also moves its managers
frequently ,across borders, products and
divisions.
this policy establishes a base for Unilever’s
relationships early as well as increases know-
how.
not just the corporate but also nations
promote multiculturalism.
Ex. Canada ( declared itself a multicultural
society in the year 1988)
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16. CULTURE ( Definition)
• Culture is understood as the customs, beliefs,
norms and values that guide the behavior of
the people in a society and that are passed on
from one generation to the next.
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18. Levels of culture
i. Dominant cultures
ii. Sub – cultures
iii. Organizational cultures
iv. Occupational cultures
19. Dominant culture is pervasive and extends to the whole
of a country. Ex., certain things are auspicious and some
others are not so and this belief is shared by all Indians.
Subcultures exist within the dominant culture. The
cultural practices of Punjabis are different from those
obtaining in Karnataka.
Interestingly, subcultures subsume into the dominant
culture to present a unified culture, typifying “ unity in
diversity
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20. Organizational Culture - Within the dominant
culture is the organizational culture. Every
organization will have its own distinct culture.
The culture of the Tatas, for example, is
different from that of Infosys while that of
Infosys is not the same as WIPRO.
Occupational cultures – Each profession
carries its own culture and it cuts across
dominant cultures. Ex.; An accountant speaks
the same language whether he or she is an Indian
or American
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21. Culture has normative value.
It prescribes do’s and don'ts which are binding
on the members of a society.
Culture is a group phenomenon.
Culture applies to the members of a society.
Cultural practices are passed on from
generation to generation
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22. ORGANISATIONAL CULTURE
Organizational culture is a common phrase that one encounters in the
business world.
Organizational culture is not tangible. It can be best understood by
studying the behavior, the attitudes, the values and belief system
of the employees.
It characterizes and colors our perception of the business entity. Any
employee however efficient will be a misfit if he is unable to
adapt himself to the work culture.
Organizations are laying emphasis on culture since growth and
success depends on the kind of culture prevalent in the company.
Do employees feel threatened or cherished?
Is there a desire to work and grow, do they want to evolve as a group
or go their separate ways? These questions can be answered by a
careful examination of the organizational culture.
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23. • Organizational culture has brought about a radical
change in the functioning of different organizations.
• It is basically the study of organizational management
and studies, which includes the description of attitude,
psychology, belief, experience, personal and cultural
values of an organization.
• Like varied personalities, there are different types of
organizational cultures that function, by following a
method of working, that is best suited to their core
business.
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25. The work on defining how each of the four
quadrants (formed by combining these two
dimensions) is related to company
characteristics was conducted by Kim
Cameron and Robert Quinn (1999).
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28. “Collaborate (Clan)” Culture
• An open and friendly place to work
• People share a lot of themselves.
• It is like an extended family.
• Leaders are considered to be mentors or even
parental figures.
• Group loyalty and sense of tradition are strong.
• There is an emphasis on the long-term benefits of
human resources development and great
importance is given to group cohesion.
• There is a strong concern for people. The
organization places a premium on teamwork,
participation, and consensus.
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29. Example (Collaborate)
• With the success of many Japanese firms in
the late 1970s and 1980s, American
corporations began to take note of the
different way they approached business.
Unlike American national culture, which is
founded upon individualism, Japanese firms
had a more team-centered approach.
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30. “Create (Adhocracy)” Culture
• A dynamic, entrepreneurial, and creative place to
work.
• Innovation and risk-taking are embraced by employees
and leaders.
• A commitment to experimentation and thinking
differently are what unify the organization.
• They strive to be on the leading edge. The long-term
emphasis is on growth and acquiring new resources.
• Success means gaining unique and new products or
services.
• Being an industry leader is important. Individual
initiative and freedom are encouraged.
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31. Example (Create )
• High-tech companies like Google are
prototypical Create (adhocracy). Google
develops innovative web tools, taking
advantage of entrepreneurial software
engineers and cutting-edge processes and
technologies.
• Their ability to quickly develop new services
and capture market share has made them
leaders in the marketplace and forced less
nimble competition to play catch-up.
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32. “Control (Hierarchy)” Culture
• A highly structured and formal place to work.
• Rules and procedures govern behavior.
• Leaders strive to be good coordinators and organizers
who are efficiency-minded.
• Maintaining a smooth-running organization is most
critical.
• Formal policies are what hold the group together.
• Stability, performance, and efficient operations are
the long-term goals.
• Success means dependable delivery, smooth
scheduling, and low cost.
• Management wants security and predictablity
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33. Example (Control )
• Good examples of companies with hierarchical
cultures are McDonald’s (think
standardization and efficiency)
• Government agencies like the Department of
Motor Vehicles (think rules and bureaucracy).
• As well, having many layers of management—
like Ford Motor Company with their
seventeen levels—is typical of a hierarchical
organizational structure.
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34. “Compete (Market)” Culture
• A results-driven organization focused on job completion.
• People are competitive and goal-oriented.
• Leaders are demanding, hard-driving, and productive.
• The emphasis on winning unifies the organization.
• Reputation and success are common concerns.
• Long-term focus is on competitive action and
achievement of measurable goals and targets.
• Success means market share and penetration.
• Competitive pricing and market leadership are important.
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35. Example ( Compete )
• General Electric, under the leadership of
former CEO Jack Welch, is a good example of
a Compete (market) organization.
• He famously announced that if businesses
divisions were not first or second in their
markets then, simply, they would be sold.
• Their corporate culture was (and still largely
is) highly competitive where performance
results speak louder than process.
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