The document discusses several dimensions of national culture that impact management and business practices:
1. Power distance - whether a society accepts an unequal distribution of power, and whether subordinates and superiors see each other as equals.
2. Uncertainty avoidance - whether a society feels threatened by ambiguous situations, and tries to avoid these by providing greater career stability and rules.
3. Individualism vs collectivism - whether a society protects individuals or groups, and whether decisions are made by individuals or groups.
4. Masculinity vs femininity - whether a society values achievement or nurturing, and whether gender roles are clearly distinct.
It provides examples of how different levels in these cultural dimensions can impact employee
The role of culture in international managementStudsPlanet.com
The document discusses cultural dimensions that impact international management. It describes 10 key dimensions: power distance, uncertainty avoidance, individualism/collectivism, masculinity/femininity, long/short term orientation, indulgence/restraint, achievement/ascription, locus of control, neutral/affective, and diffuse/specific. For each dimension, countries or cultures tend to vary along a continuum. Understanding these cultural dimensions helps explain differences in management expectations and practices across countries.
Cultural Differences and International Ventures [SAV sirmon 2010 v.9]Fan DiFu, Ph.D. (Steve)
Cultural differences at the national, professional, and organizational levels can inhibit international alliance performance if not properly addressed. These differences impact communication, cooperation, and the ability to leverage resources between partners from different cultures. To achieve alliance goals like increased performance, partners must understand how national culture influences professional and organizational cultures, and overcome challenges like lack of shared norms, values, and professional languages between cultures.
The document discusses the concept of character. It defines character as a combination of traits and qualities that distinguish individuals and groups. Character is developed through moment-to-moment decisions and dictates right attitudes, words, and actions in every situation. The document outlines 49 character qualities such as alertness, attentiveness, compassion, and honesty. It emphasizes that developing good character builds a strong foundation for success in life and benefits individuals as employees, family members, and citizens.
Phil Clothier PVA Oct 2015 - Personal Values AssessmentPhil Clothier
This document provides the results of a personal values assessment taken by Phil Clothier in October 2015. It summarizes Phil's key values based on his responses and maps them to Barrett's Seven Levels of Consciousness model. Phil's values indicate he operates across multiple levels and focuses on both self-interest and the common good. His values show qualities like kindness, empowerment, personal growth, and making a positive difference. The document encourages self-reflection on one's values and how they influence decisions and relationships. It provides exercises to further understand the most important values and potential areas for development.
This document discusses ethics awareness and human nature. It notes that while humans are not naturally ethical, awareness can change behavior. It provides examples of unethical lapses in business and examines why it can be easier not to act ethically. Some key reasons discussed include it being more convenient, profitable, or to conform to social norms. However, ethics are important for leadership and building trust. The document also notes that people tend to rationalize their own behavior more than others' and provides guidelines for ethical decision making.
The document discusses building and sustaining a culture of strong character in workplaces, families, education, and communities. It outlines several challenges faced such as managerial issues, toxic leadership, and lack of values. Developing high character with skills and virtues is important. Character First is introduced as an organization that promotes character development through various programs and resources. The conclusion emphasizes that without character at the center, spheres like business and government can fail. Character is a lifelong process.
VUCA is just a perception. SC-square is another one (stable, certain, simple and clear), we live between them.
Wisdom is the goal of every sane human, defined as the capability to master your own life.
Psychologists found 10 capabilities to build wisdom.
This document discusses risk taking and decision making under uncertainty. It notes that life is finite, resources are limited, and opportunities are scarce. While doing nothing is still a decision, risk taking implies change which many see as threatening. Throughout history, people have sought to predict the future through religion, superstition, and gambling. More recently, thinkers have developed quantitative approaches to assessing risk and reward based on probabilities, costs, and potential gains to make informed decisions under uncertainty.
The role of culture in international managementStudsPlanet.com
The document discusses cultural dimensions that impact international management. It describes 10 key dimensions: power distance, uncertainty avoidance, individualism/collectivism, masculinity/femininity, long/short term orientation, indulgence/restraint, achievement/ascription, locus of control, neutral/affective, and diffuse/specific. For each dimension, countries or cultures tend to vary along a continuum. Understanding these cultural dimensions helps explain differences in management expectations and practices across countries.
Cultural Differences and International Ventures [SAV sirmon 2010 v.9]Fan DiFu, Ph.D. (Steve)
Cultural differences at the national, professional, and organizational levels can inhibit international alliance performance if not properly addressed. These differences impact communication, cooperation, and the ability to leverage resources between partners from different cultures. To achieve alliance goals like increased performance, partners must understand how national culture influences professional and organizational cultures, and overcome challenges like lack of shared norms, values, and professional languages between cultures.
The document discusses the concept of character. It defines character as a combination of traits and qualities that distinguish individuals and groups. Character is developed through moment-to-moment decisions and dictates right attitudes, words, and actions in every situation. The document outlines 49 character qualities such as alertness, attentiveness, compassion, and honesty. It emphasizes that developing good character builds a strong foundation for success in life and benefits individuals as employees, family members, and citizens.
Phil Clothier PVA Oct 2015 - Personal Values AssessmentPhil Clothier
This document provides the results of a personal values assessment taken by Phil Clothier in October 2015. It summarizes Phil's key values based on his responses and maps them to Barrett's Seven Levels of Consciousness model. Phil's values indicate he operates across multiple levels and focuses on both self-interest and the common good. His values show qualities like kindness, empowerment, personal growth, and making a positive difference. The document encourages self-reflection on one's values and how they influence decisions and relationships. It provides exercises to further understand the most important values and potential areas for development.
This document discusses ethics awareness and human nature. It notes that while humans are not naturally ethical, awareness can change behavior. It provides examples of unethical lapses in business and examines why it can be easier not to act ethically. Some key reasons discussed include it being more convenient, profitable, or to conform to social norms. However, ethics are important for leadership and building trust. The document also notes that people tend to rationalize their own behavior more than others' and provides guidelines for ethical decision making.
The document discusses building and sustaining a culture of strong character in workplaces, families, education, and communities. It outlines several challenges faced such as managerial issues, toxic leadership, and lack of values. Developing high character with skills and virtues is important. Character First is introduced as an organization that promotes character development through various programs and resources. The conclusion emphasizes that without character at the center, spheres like business and government can fail. Character is a lifelong process.
VUCA is just a perception. SC-square is another one (stable, certain, simple and clear), we live between them.
Wisdom is the goal of every sane human, defined as the capability to master your own life.
Psychologists found 10 capabilities to build wisdom.
This document discusses risk taking and decision making under uncertainty. It notes that life is finite, resources are limited, and opportunities are scarce. While doing nothing is still a decision, risk taking implies change which many see as threatening. Throughout history, people have sought to predict the future through religion, superstition, and gambling. More recently, thinkers have developed quantitative approaches to assessing risk and reward based on probabilities, costs, and potential gains to make informed decisions under uncertainty.
The document discusses motivation in the workplace and different theories around what motivates employees. It describes Maslow's hierarchy of needs and Frederick Hertzberg's hygiene factors and motivators. The document also discusses job satisfaction, what can lead to frustration for employees if they are not satisfied, and actions managers can take to motivate their employees such as treating them as individuals, fostering good relationships, providing opportunities for growth, and recognizing accomplishments.
The document discusses several important aspects of developing and managing an organization, including the importance of excellence, planning, passion, selecting the right people and talent, focusing on outcomes, evaluating performance, maintaining focus on core goals, avoiding common pitfalls, and effectively conducting meetings. It emphasizes selecting people based on talent over just experience, defining clear expectations and outcomes, focusing on strengths, and regularly evaluating progress towards goals.
The document summarizes notes from a conflict management training meeting. It discusses types and causes of conflict, stages of conflict escalation, common conflict management styles, and principles of effective negotiation and feedback. Key topics covered include structural vs personal sources of conflict, competing, accommodating, avoiding, collaborating and compromising styles, and separating people from issues when providing feedback. Future meeting topics and online group information is also listed.
Adapting to Generational Change in the WorkplaceTJ Baloga
“Every generation imagines itself to be more intelligent than the one that went before it, and wiser than the one that comes after it.”
– George Orwell
“There is a problem in the workplace, a problem of values, ambitions, views, mind sets, demographics, and generations in conflict. The workplace we inhabit today is awash with the conflicting voices and views of the most age- and value-diverse workforce the world has known” (Zemke, Raines, & Filipczak, 2013, p. 11). At no time in our history have so many and such different generations with such diversity been asked to work together shoulder to shoulder, side-by-side, cubicle-to-cubicle.
Though today it is not unusual for all of the 4 major generations to be working side by side. Each generation has different views on work ethic, and loyalty to the organization and its culture. Understanding the culture of an organization is a very important aspect in the continuity of leadership. Generational differences equate to differences in workplace characteristics and values of employees. Through experience and research, a key element in leading an organization is to understand and accept the values and beliefs of different generational gaps that make up today’s workplace. Not only is this key as a leader, but also it is crucial to the success of the organization. This research is intended to examine the four generations in the workplace, and research different management styles to be an effective leader in an ever-changing environment.
The document discusses various topics related to motivation, including neuro-linguistic programming (NLP), anchors, limiting beliefs, Maslow's hierarchy of needs, and ideal days. It provides exercises for participants to reflect on their values, motivations, goals and how to use techniques like anchoring to improve confidence and achieve goals.
The document discusses key factors for organizational success, including effective leadership, a clear mission and goals, strong communication, and focusing on talent and people. It emphasizes creating trust and a positive work environment. Other topics covered include understanding and managing risk, avoiding complacency through training, and maintaining an optimistic mindset.
This document discusses different types of leadership styles and traits. It begins by defining leadership and listing traits such as being intellectually stimulating, energetic, and honest. It distinguishes the roles of a leader, who focuses on inspiring and motivating people, from a manager, who focuses more on planning and organization. The document then examines four types of leaders: the authentic altruist, the achiever, the conformist, and the self-protector. For each type, it provides examples and discusses their characteristics, motivations, and approach to responsibility, ethics, and sharing information. It concludes by presenting the CHARCOAL method for becoming a leader and asking if the reader has any questions.
DISC analysis is a psychometric tool to understand personal traits towards Dominating, Influential, Steady and Compliant. Understanding your employee personalities can help us mould better teams and achieve higher coordination. For employees it gives them a perspective of their own identities and develop the personal skills to enhance their personality type.
This document provides an overview of ethics awareness presented by Andrew L. Urich. It discusses how human nature is not inherently ethical and examines common rationalizations for unethical behavior. Key points include that ethics exists in gray areas, it is difficult to always act ethically, and awareness can change behavior. The document also provides guidelines for ethical decision making and references additional ethics resources.
The document discusses project management and leadership. It suggests that as project managers, leaders must provide safety, security, and positively guide teams and customers into the future. It also notes that project management is extending into more areas over time through concepts like programs, portfolios, and the "project economy". The document emphasizes the importance of connecting with others, treating people fairly, and building trust as keys to effective leadership.
Financial Return of the Performance CultureScott Staunton
Affecting the bottom line of the company, permanently, is a far more daunting task than improving the availability of a machine, or improving a KPI.
Why is that? Why is real, measurable, bottom line change so difficult to get?
It comes down to culture. Cultures resist change like crazy. That’s one reason why Toyota and Honda remain so good at what they do. They are so conscious about creating the right culture, they spend years at it before a product ever comes off the line. Each new person who joins the company learns expectations, methods, and teamwork. You can change out the entire workforce over a period of time, but the values and expectations remain embedded.
“All the improvement work we do is trying to change the behaviors of the people in the plant.”
So ask yourself these three questions as you read the remainder of this article.
What is your culture?
Are you performing?
Do you know what should be your financial return for implementing a Performance Culture?
Organizational culture and its influence on project managementRuhull
Within any organization, successful project management is contextual. What that means is that the organization itself matters:
its culture;
its structure;
and its strategy. Each play an integral part and together they create the environment in which a project will flourish or founder.
Issues that affect a project can vary widely from company to company.
Contextual issues provide the backdrop around which project activities must operate, so understanding what is beneath these issues truly contributes to understanding how to manage projects.
Candidate Experience for boosting Talent Aquisition metricsMarcin Sienczyk
The document discusses candidate experience and its importance for talent acquisition metrics. It defines candidate experience as the sum of all experiences a candidate has with an employer over the course of their relationship, including before, during, and after the recruitment process. The document also highlights the need to influence candidate experiences at various touchpoints, provides survey results on employer responsiveness and the impact of experience on job acceptance rates, and discusses metrics that should be regularly monitored, such as application quality and sources, process flow, and cost of hiring.
This document is a request form for individuals to obtain their own driver's license/ID or vehicle registration records from the Department of Motor Vehicles. It provides instructions for completing the form, including writing your driver's license/ID number or plate number on any payment, signing and dating the form, and selecting the type of record needed. It also provides contact information for submitting the form in person at a local DMV office or by mail. There is a $5 fee for each current record requested.
This document discusses the motives and some examples of mergers and acquisitions (M&A). Key motives for M&A include gaining a competitive advantage by reducing competitors, combining resources that were previously locked with one company, achieving vertical integration, and realizing economies of scale. Some notable M&A deals mentioned are Tata Steel merging with Corus to become the 5th largest steel company, Mittal Steel merging with Arcelor, AOL acquiring Time Warner, and Hindalco taking over Novelis. Potential problems with M&A mentioned are changes to corporate culture and incompatibility of resources between merging companies.
Tata Steel acquired Corus Group in 2007 in a $12.04 billion deal, creating the fifth largest steel company in the world. Tata Steel, founded in India in 1907, had lower production costs and raw material resources, while Corus operated steel plants in the UK and Netherlands. The acquisition provided Tata access to European and global markets, and synergies were expected through technology sharing, cost improvements, and cultural fit between the companies' continuous improvement programs. After a months-long bidding war with Brazilian steelmaker CSN, Tata Steel won Corus with an offer of 608p per share, finalizing the largest Indian acquisition of a foreign company at that time.
This document discusses the impacts of globalization on the Indian economy. It begins with defining globalization and providing examples of globalization. It then discusses the major economic crisis India faced in 1991 that led to reforms liberalizing and globalizing the economy. These reforms included privatization, fiscal deficit reduction, and opening to foreign investment. The document notes both positive impacts, such as rapid GDP growth and increased foreign exchange reserves, as well as threats, such as increased rural poverty and job instability. It concludes by stating that while globalization provides opportunities, India must manage threats and not rely on it as a solution to all problems.
This document provides an overview of international business. It defines international business as commercial transactions that occur across country borders, including sales, investments, and transportation between two or more countries. Some key aspects covered include:
- The different types of international business transactions like export-import trade, foreign direct investment, licensing, franchising, and management contracts.
- The various components of the international business environment such as the economic, legal, political, social, and cultural environments countries operate within.
- Recent changes in international business like the acceleration of globalization and regionalization through trading blocs.
- The benefits of globalization for increasing employment, income, production, and consumption on a global scale.
Lecture 4 culture and diversity culture and gender differences lecture 4Nevzat Yildirim
The document discusses gender and cultural differences in children's development and interactions. It explores how girls and boys interact differently, with girls interacting in a more caring way while boys are more competitive. The differences may result from family values and cultural beliefs. Understanding these differences can help teachers be more effective in reaching all students. The document also examines social beliefs and stereotypes about gender differences in areas like skills, behaviors, and expectations. Various theories are presented to explain gender typing and the development of gender roles based on biological and social influences.
This document provides an overview of recruitment and selection trends in the food industry. It discusses challenges facing the industry such as rising costs, regulations, and changing consumer preferences. There is increased demand for organic and healthy products. The document also outlines key recruitment and selection trends, including an increased focus on organic foods driven by consumer demand. It notes the food processing industry is a major economic driver in many areas and faces both opportunities and challenges in attracting and retaining talent.
Globalization is the process of international integration arising from the interchange of world views, products, ideas, and other aspects of culture. Advances in transportation and telecommunications infrastructure, including the rise of the Internet, are major factors driving globalization and increasing interdependence among economic and cultural activities globally. India adopted economic reforms in 1991 involving liberalization, privatization, globalization, modernization, and fiscal reforms to increase economic growth, reduce fiscal deficits and poverty, and improve public sector efficiency. However, some criticisms of these reforms include negative impacts on agriculture, increased foreign debt and technology dependence, reduced employment opportunities, and greater focus on luxury goods production.
The document discusses motivation in the workplace and different theories around what motivates employees. It describes Maslow's hierarchy of needs and Frederick Hertzberg's hygiene factors and motivators. The document also discusses job satisfaction, what can lead to frustration for employees if they are not satisfied, and actions managers can take to motivate their employees such as treating them as individuals, fostering good relationships, providing opportunities for growth, and recognizing accomplishments.
The document discusses several important aspects of developing and managing an organization, including the importance of excellence, planning, passion, selecting the right people and talent, focusing on outcomes, evaluating performance, maintaining focus on core goals, avoiding common pitfalls, and effectively conducting meetings. It emphasizes selecting people based on talent over just experience, defining clear expectations and outcomes, focusing on strengths, and regularly evaluating progress towards goals.
The document summarizes notes from a conflict management training meeting. It discusses types and causes of conflict, stages of conflict escalation, common conflict management styles, and principles of effective negotiation and feedback. Key topics covered include structural vs personal sources of conflict, competing, accommodating, avoiding, collaborating and compromising styles, and separating people from issues when providing feedback. Future meeting topics and online group information is also listed.
Adapting to Generational Change in the WorkplaceTJ Baloga
“Every generation imagines itself to be more intelligent than the one that went before it, and wiser than the one that comes after it.”
– George Orwell
“There is a problem in the workplace, a problem of values, ambitions, views, mind sets, demographics, and generations in conflict. The workplace we inhabit today is awash with the conflicting voices and views of the most age- and value-diverse workforce the world has known” (Zemke, Raines, & Filipczak, 2013, p. 11). At no time in our history have so many and such different generations with such diversity been asked to work together shoulder to shoulder, side-by-side, cubicle-to-cubicle.
Though today it is not unusual for all of the 4 major generations to be working side by side. Each generation has different views on work ethic, and loyalty to the organization and its culture. Understanding the culture of an organization is a very important aspect in the continuity of leadership. Generational differences equate to differences in workplace characteristics and values of employees. Through experience and research, a key element in leading an organization is to understand and accept the values and beliefs of different generational gaps that make up today’s workplace. Not only is this key as a leader, but also it is crucial to the success of the organization. This research is intended to examine the four generations in the workplace, and research different management styles to be an effective leader in an ever-changing environment.
The document discusses various topics related to motivation, including neuro-linguistic programming (NLP), anchors, limiting beliefs, Maslow's hierarchy of needs, and ideal days. It provides exercises for participants to reflect on their values, motivations, goals and how to use techniques like anchoring to improve confidence and achieve goals.
The document discusses key factors for organizational success, including effective leadership, a clear mission and goals, strong communication, and focusing on talent and people. It emphasizes creating trust and a positive work environment. Other topics covered include understanding and managing risk, avoiding complacency through training, and maintaining an optimistic mindset.
This document discusses different types of leadership styles and traits. It begins by defining leadership and listing traits such as being intellectually stimulating, energetic, and honest. It distinguishes the roles of a leader, who focuses on inspiring and motivating people, from a manager, who focuses more on planning and organization. The document then examines four types of leaders: the authentic altruist, the achiever, the conformist, and the self-protector. For each type, it provides examples and discusses their characteristics, motivations, and approach to responsibility, ethics, and sharing information. It concludes by presenting the CHARCOAL method for becoming a leader and asking if the reader has any questions.
DISC analysis is a psychometric tool to understand personal traits towards Dominating, Influential, Steady and Compliant. Understanding your employee personalities can help us mould better teams and achieve higher coordination. For employees it gives them a perspective of their own identities and develop the personal skills to enhance their personality type.
This document provides an overview of ethics awareness presented by Andrew L. Urich. It discusses how human nature is not inherently ethical and examines common rationalizations for unethical behavior. Key points include that ethics exists in gray areas, it is difficult to always act ethically, and awareness can change behavior. The document also provides guidelines for ethical decision making and references additional ethics resources.
The document discusses project management and leadership. It suggests that as project managers, leaders must provide safety, security, and positively guide teams and customers into the future. It also notes that project management is extending into more areas over time through concepts like programs, portfolios, and the "project economy". The document emphasizes the importance of connecting with others, treating people fairly, and building trust as keys to effective leadership.
Financial Return of the Performance CultureScott Staunton
Affecting the bottom line of the company, permanently, is a far more daunting task than improving the availability of a machine, or improving a KPI.
Why is that? Why is real, measurable, bottom line change so difficult to get?
It comes down to culture. Cultures resist change like crazy. That’s one reason why Toyota and Honda remain so good at what they do. They are so conscious about creating the right culture, they spend years at it before a product ever comes off the line. Each new person who joins the company learns expectations, methods, and teamwork. You can change out the entire workforce over a period of time, but the values and expectations remain embedded.
“All the improvement work we do is trying to change the behaviors of the people in the plant.”
So ask yourself these three questions as you read the remainder of this article.
What is your culture?
Are you performing?
Do you know what should be your financial return for implementing a Performance Culture?
Organizational culture and its influence on project managementRuhull
Within any organization, successful project management is contextual. What that means is that the organization itself matters:
its culture;
its structure;
and its strategy. Each play an integral part and together they create the environment in which a project will flourish or founder.
Issues that affect a project can vary widely from company to company.
Contextual issues provide the backdrop around which project activities must operate, so understanding what is beneath these issues truly contributes to understanding how to manage projects.
Candidate Experience for boosting Talent Aquisition metricsMarcin Sienczyk
The document discusses candidate experience and its importance for talent acquisition metrics. It defines candidate experience as the sum of all experiences a candidate has with an employer over the course of their relationship, including before, during, and after the recruitment process. The document also highlights the need to influence candidate experiences at various touchpoints, provides survey results on employer responsiveness and the impact of experience on job acceptance rates, and discusses metrics that should be regularly monitored, such as application quality and sources, process flow, and cost of hiring.
This document is a request form for individuals to obtain their own driver's license/ID or vehicle registration records from the Department of Motor Vehicles. It provides instructions for completing the form, including writing your driver's license/ID number or plate number on any payment, signing and dating the form, and selecting the type of record needed. It also provides contact information for submitting the form in person at a local DMV office or by mail. There is a $5 fee for each current record requested.
This document discusses the motives and some examples of mergers and acquisitions (M&A). Key motives for M&A include gaining a competitive advantage by reducing competitors, combining resources that were previously locked with one company, achieving vertical integration, and realizing economies of scale. Some notable M&A deals mentioned are Tata Steel merging with Corus to become the 5th largest steel company, Mittal Steel merging with Arcelor, AOL acquiring Time Warner, and Hindalco taking over Novelis. Potential problems with M&A mentioned are changes to corporate culture and incompatibility of resources between merging companies.
Tata Steel acquired Corus Group in 2007 in a $12.04 billion deal, creating the fifth largest steel company in the world. Tata Steel, founded in India in 1907, had lower production costs and raw material resources, while Corus operated steel plants in the UK and Netherlands. The acquisition provided Tata access to European and global markets, and synergies were expected through technology sharing, cost improvements, and cultural fit between the companies' continuous improvement programs. After a months-long bidding war with Brazilian steelmaker CSN, Tata Steel won Corus with an offer of 608p per share, finalizing the largest Indian acquisition of a foreign company at that time.
This document discusses the impacts of globalization on the Indian economy. It begins with defining globalization and providing examples of globalization. It then discusses the major economic crisis India faced in 1991 that led to reforms liberalizing and globalizing the economy. These reforms included privatization, fiscal deficit reduction, and opening to foreign investment. The document notes both positive impacts, such as rapid GDP growth and increased foreign exchange reserves, as well as threats, such as increased rural poverty and job instability. It concludes by stating that while globalization provides opportunities, India must manage threats and not rely on it as a solution to all problems.
This document provides an overview of international business. It defines international business as commercial transactions that occur across country borders, including sales, investments, and transportation between two or more countries. Some key aspects covered include:
- The different types of international business transactions like export-import trade, foreign direct investment, licensing, franchising, and management contracts.
- The various components of the international business environment such as the economic, legal, political, social, and cultural environments countries operate within.
- Recent changes in international business like the acceleration of globalization and regionalization through trading blocs.
- The benefits of globalization for increasing employment, income, production, and consumption on a global scale.
Lecture 4 culture and diversity culture and gender differences lecture 4Nevzat Yildirim
The document discusses gender and cultural differences in children's development and interactions. It explores how girls and boys interact differently, with girls interacting in a more caring way while boys are more competitive. The differences may result from family values and cultural beliefs. Understanding these differences can help teachers be more effective in reaching all students. The document also examines social beliefs and stereotypes about gender differences in areas like skills, behaviors, and expectations. Various theories are presented to explain gender typing and the development of gender roles based on biological and social influences.
This document provides an overview of recruitment and selection trends in the food industry. It discusses challenges facing the industry such as rising costs, regulations, and changing consumer preferences. There is increased demand for organic and healthy products. The document also outlines key recruitment and selection trends, including an increased focus on organic foods driven by consumer demand. It notes the food processing industry is a major economic driver in many areas and faces both opportunities and challenges in attracting and retaining talent.
Globalization is the process of international integration arising from the interchange of world views, products, ideas, and other aspects of culture. Advances in transportation and telecommunications infrastructure, including the rise of the Internet, are major factors driving globalization and increasing interdependence among economic and cultural activities globally. India adopted economic reforms in 1991 involving liberalization, privatization, globalization, modernization, and fiscal reforms to increase economic growth, reduce fiscal deficits and poverty, and improve public sector efficiency. However, some criticisms of these reforms include negative impacts on agriculture, increased foreign debt and technology dependence, reduced employment opportunities, and greater focus on luxury goods production.
The document discusses differences in culture and how it relates to business. It defines culture as shared values and norms among a group that constitute a design for living. Culture includes both visible and invisible components, with values and norms being deeper components. Different types of norms like folkways and mores are described. Culture is determined by factors like social structure, religion, language, and education. Hofstede's model of cultural dimensions is presented as a framework to analyze differences in individualism/collectivism, power distance, uncertainty avoidance, and masculinity/femininity across cultures. Culture influences business decisions and must be considered to avoid costly mistakes when conducting international business.
The document discusses mergers and provides details about the merger between HDFC Bank and Centurion Bank of Punjab in 2009. It was one of the largest mergers in the banking sector in India. The merger added 394 branches and 19% more assets to HDFC Bank. It increased HDFC Bank's network making it the largest private bank in India. The merger provided synergies around products, management expertise, and geographic expansion. However, HDFC Bank had to write-off Rs. 70 crores to harmonize accounting policies between the two banks.
A merger occurs when one company purchases another company of a similar size, transferring ownership and control to form a single new company. Companies usually merge when they feel they can accomplish more together than separately. There are three main types of mergers: horizontal, vertical, and conglomerate. Mergers can take place through purchasing assets, purchasing common shares, exchanging shares for assets, or exchanging shares for shares. Reasons for mergers include increasing market share, achieving economies of scale, diversifying risk, and pursuing future goals or expansion of business.
Globalization refers to the increasing interconnectedness of economies and societies around the world through trade and information sharing. There are three main types - economic, social, and political. Key drivers of globalization include improved communications like the internet, improved transportation infrastructure, free trade agreements, global banking, and the growth of multinational corporations. The effects of globalization include a changed global food supply, increased outsourcing and less job security in some countries, potential environmental damage from increased trade and transport, homogenization of cultures, and a rise in anti-globalization protests.
Globalization refers to the increasing flow of goods, services, capital, people, information and ideas across national borders. It has led to nearly $23 trillion in annual imports and exports and influences many aspects of daily life through products from various countries. However, globalization also raises issues such as the use of sweatshops with poor working conditions and low pay as well as increasing global inequality between rich and poor nations. [END SUMMARY]
Mergers and acquisitions involve the combination of two or more companies. Mergers see the merging companies fully integrate to form an entirely new company, while acquisitions see one company purchase another but maintain separate operations. Mergers and acquisitions allow companies to achieve synergies, diversify, grow, and eliminate competition. Common types of mergers include horizontal, vertical, market extension, product extension, and conglomerate mergers. India has seen several large M&A deals over the years across various industries.
The document discusses globalization and how technology promotes it. Globalization is defined as the standardization of everyday life worldwide through the spread of ideas and commodities. Technology tools like social media, video chatting, and email allow people all over the world to communicate and share information instantly. This connectivity has opened up educational opportunities for students by giving them access to more in-depth global information. Places that used to seem distant can now be experienced virtually through technology with the click of a button.
This document provides information about a marketing research project conducted by Manish Ranjan Singh for his MBA degree, focusing on the neuromuscular blocker cisatracurium. It includes certificates of completion, originality, and from the company where the research was conducted. The research was conducted at Abbott India Ltd. to understand customer preferences for neuromuscular blockers and develop a medical positioning for the product cisatracurium in the Indian market.
This document discusses cultural dimensions that are important for international management. It outlines 10 key dimensions for analyzing and understanding cultural differences: power distance, uncertainty avoidance, masculinity/femininity, individualism/collectivism, universalism/particularism, achievement/ascription, internal/external locus of control, neutral/affective, and diffuse/specific communication. For each dimension, it provides descriptions of cultural tendencies at both ends of the spectrum and examples of how they impact employee expectations and business practices across cultures.
This presentation discusses creating a respectful workplace by addressing disrespectful behaviors and their negative impacts. It identifies types of disrespectful conduct including derogatory comments, bullying, gossip and harassment. Such behaviors increase stress, lower productivity and morale. They damage trust and commitment within the workplace. The presentation provides tools for being an active listener and assertive communicator to address inappropriate behaviors, as well as for problem solving conflicts respectfully. It encourages attending training to learn how to recognize and prevent actions that contribute to a hostile environment.
Practical Tips for Engaging Families & ChildrenMelissa Cole
This document provides guidance on engaging families and maintaining proper boundaries in social work. It discusses establishing trust and rapport through active listening and focusing on strengths. Maintaining clear roles and responsibilities, as well as honesty, empathy and consistency are important aspects of effective helping relationships. Factors like cultural differences, parental functioning issues related to substances, trauma or mental illness can uniquely influence engagement. Any safety concerns or issues regarding limits of confidentiality require immediate attention and following agency protocols. Questions social workers should consider around maintaining proper boundaries in their interactions with clients are also presented.
Pre-marital and post-marital counseling can help couples with relationship issues. Pre-marital counseling occurs before marriage to address important factors like finances, communication, values and roles. Post-marital counseling occurs after marriage to help with issues like lack of communication, infidelity, abuse, incompatibility and more. Counseling can be done face-to-face, online or in workshops, and benefits include better communication skills, resolving problems sooner, and a framework for a healthy relationship. It is important for couples and families to be supportive of counseling seeking help when needed.
Pre-marital and post-marital counseling can help couples with relationship issues. Pre-marital counseling occurs before marriage to address important topics like finances, communication, values and roles. Post-marital counseling happens after marriage to resolve issues like lack of communication, infidelity, abuse or incompatibility. Counseling can be done face-to-face, online or in workshops, and benefits include better communication skills, earlier resolution of problems, and a framework for a healthy relationship. Seeking counseling is recommended when arguments are frequent without resolution, affairs have occurred, or the only solution seems like separation.
The role of culture in international managementNits Kedia
The document discusses cultural dimensions that impact international management. It describes 10 key dimensions: power distance, uncertainty avoidance, individualism/collectivism, masculinity/femininity, universalism/particularism, achievement/ascription, locus of control, neutral/affective, diffuse/specific, and provides examples of how each dimension varies across cultures and impacts employee expectations and business practices. The purpose is to understand how culture influences management functions and style in different country contexts.
The Human Factor Of Supervisory DynamicsTRAN MINH TAN
The document outlines key aspects of the supervisory relationship including the roles and needs of supervisors and supervisees, characteristics of effective relationships, and balancing organizational and personal needs. It discusses the supervisor's roles in support, education, management and consultation. Supervisee roles include learning, accountability and growth. Effective relationships show respect, honesty and boundary management. Personal and professional needs must be balanced with organizational objectives.
The Human Factor Of Supervisory DynamicsTRAN MINH TAN
The document outlines key aspects of the supervisory relationship including the roles and needs of supervisors and supervisees, the relationship between them, and maintaining an effective relationship. It discusses maintaining an "emotional bank account" through deposits like understanding others and withdrawals like blame. It also addresses harmonizing organizational needs with personal needs of supervisors through setting objectives, time management, and balancing professional and personal visions.
The document discusses the Platinum Rule, which states "Do for others what they want done to them" as opposed to the Golden Rule of "Do for others what you want them to do for you." It covers understanding different communication styles, including the four main styles - Analytical, Driver, Amiable, and Expressive. The goal is to communicate more effectively across different styles by understanding each style's strengths, weaknesses, and preferred communication approaches. Examples are provided to illustrate how to communicate effectively with each of the four styles.
The document discusses several important concepts in management including:
1) The importance of control functions in facilitating goal achievement and providing feedback on performance.
2) The three basic types of control - feedforward, concurrent, and feedback control.
3) Key personality traits like extraversion/introversion and sensing/intuition that impact work style and relationships.
4) Factors that influence perception in relationships and how perceptions can impact judgments of others.
5) The importance of communication, including non-verbal communication, listening skills, and providing constructive feedback in management.
This chapter discusses how personal values influence ethical choices and decisions. It covers how values are formed from influences like family, religion, education and role models. It also addresses resolving conflicts between personal values and others' values. The chapter discusses developing strong character through integrity and consistency. It provides guidance on making ethical work decisions by clarifying values and choosing employers with aligned values. Finally, it covers preventing corporate crime through ethics codes, values-aligned hiring, training and supporting whistleblowers.
The document provides an introduction to the Myers-Briggs Type Indicator (MBTI), a personality assessment tool based on Carl Jung's theory of psychological types. It describes how Isabel Myers and Katherine Briggs developed the MBTI instrument to help people identify their preferences on four dichotomies: Extraversion-Introversion, Sensing-Intuition, Thinking-Feeling, and Judging-Perceiving. Over 50 years of research has proven the MBTI to be a reliable and valid way to assess personality type without judgments of health or prescribing what actions people should take.
This document discusses individualizing treatment based on temperament. It reviews two models of temperament - the Keirsey model involving extroversion/introversion, sensing/intuition, thinking/feeling, and judging/perceiving. It also discusses the DISC model involving dominance, influence, steadiness, and conscientiousness. For each temperament, it provides examples of characteristics, potential goals, and tips for modifying treatment approaches to match an individual's temperament. The overall message is that understanding temperament helps counselors create supportive environments, communicate effectively, and reduce client stress by accounting for their unique preferences in processing information, decision-making, time management and relationships.
Identity Self-Perception Business Personality Questionnaire Careers ReportPsyAsia International
The Careers Feedback Report can help decision makers gain an insight into a candidate's preferences, style of learning and which vocations may be best suited to their interests. The results are intended to help guide decision makers towards potential careers, occupations or educational programmes that the candidate might enjoy rather than providing a prescription of what the candidate should be doing.
This report has been generated based upon the test candidate's responses to the 'identity' questionnaire i.e. it is a 'self-perception' report. It is important to keep in mind that the report measures the candidate's preferences, not their skills or abilities.
(Note, the most-up-to-date sample reports are always available at the PsyAsia website.)
This document discusses work ethics, anti-bullying, and creating a positive work environment. It defines bullying as intentional and harmful behavior involving a power imbalance that is usually repeated over time. Bullying can negatively impact well-being, performance, and create a hostile work environment. The document provides tips for addressing bullying by speaking to managers, HR, or filling out complaint forms. It emphasizes developing positive work ethics like honesty, dependability, and having a good attitude. Fostering teamwork, motivation, and upholding core values of safety and respect can help create a productive workplace.
The document discusses different communication styles and how to effectively communicate with each style. It identifies four main styles: emotive, director, reflective, and supportive. The emotive style is action-oriented, informal, and persuasive. The director style is serious, has strong opinions, and seems indifferent. The reflective style is formal, controlled, and avoids decisions. The supportive style pays attention, is friendly, and seeks reassurance. It provides tips for communicating effectively with each style, such as being specific with the director style and showing interest in the person with the supportive style.
This document discusses core management skills including emotional intelligence, communication skills, planning and time management, managing individuals, and negotiation skills. It provides an experiential learning cycle model and describes different personality types and brain modes. It emphasizes developing self-awareness, listening skills, giving feedback, dealing with conflict, and adapting management style based on an individual's competence level. The overall goal is to enable participants to improve their leadership skills and achieve more effective results as a manager.
This document discusses creating a respectful workplace environment. It provides training on the difference between disrespectful and respectful behavior, how disrespect impacts individuals and organizations, why some people behave disrespectfully, and tools for addressing inappropriate conduct and building a respectful culture. Specific strategies are outlined for how employees, managers and organizations can respond to issues, have difficult conversations, and problem solve to improve workplace interactions and climate.
This document discusses creating a respectful workplace environment. It provides training objectives around understanding the difference between disrespectful and respectful behavior and its impacts. Disrespectful behavior can negatively impact individuals, work productivity, and the overall institution. All employees have a role and responsibility in addressing inappropriate conduct. Management must educate staff on conduct policies and address issues appropriately. When disrespect occurs, individuals should directly and respectfully communicate with the offender, report it to management, or seek help from employee assistance programs.
Segmentation module 4 mba 1st sem by babasab patil (karrisatte)Babasab Patil
The document discusses market segmentation and positioning. It defines market segmentation as dividing a large market into smaller, more homogeneous subgroups based on characteristics like needs, behaviors, or demographics. Effective segmentation requires groups that are measurable, substantial, accessible, differentiable, and actionable. Companies can segment based on geographic, demographic, psychographic, or behavioral factors. Once segmented, companies must select target markets and determine a positioning strategy that focuses on important, distinctive, and superior benefits compared to competitors.
Marketing management module 1 core concepts of marketing mba 1st sem by baba...Babasab Patil
This document provides summaries of core marketing concepts:
1. It defines key concepts like needs, wants, demand, and different types of demand. It also defines products, value, cost, exchange, transactions, transfer, and negotiation.
2. It discusses relationship marketing and marketing networks. It also defines markets, marketers, and provides definitions of marketing from AMA and the marketing process.
3. It covers designing customer-driven marketing strategies like the production, product, selling, marketing, and societal concepts. It also discusses building customer relationships, customer relationship management, customer value, and satisfaction.
Marketing management module 2 marketing environment mba 1st sem by babasab pa...Babasab Patil
The document summarizes the key components of a company's marketing environment, including the microenvironment and macroenvironment. The microenvironment includes internal groups like management and suppliers. It also includes external groups like customers, competitors, and publics that directly influence the company. The larger macroenvironment consists of demographic, economic, natural, technological, political, and cultural forces in the broader society that shape opportunities and threats. Marketers must carefully monitor trends in both the microenvironment and macroenvironment to understand shifting conditions.
Marketing management module 4 measuring andforecasting demand mba 1st sem by...Babasab Patil
1. The document discusses various techniques for measuring and forecasting demand, including sales-force opinions, expert opinion using the Delphi method, test marketing, and survey research.
2. It also covers market segmentation strategies like demographic, psychographic, and behavioral segmentation. Effective segmentation requires segments to be measurable, accessible, substantial, and differentiable.
3. The document outlines the steps in marketing research including formulating the problem, developing a research method and design, collecting and analyzing data, and presenting results in a marketing research report.
Measuring and forecasting demand module 4 mba 1st sem by babasab patil (karri...Babasab Patil
This document discusses various techniques for measuring and forecasting demand. It describes forecasting as predicting future demand based on past demand information. Accurately forecasting demand is important for strategic planning, finance, marketing, and production. Common forecasting techniques include surveys of buyers' intentions, composite salesforce opinions, expert opinions, test markets, time-series analysis of past sales, and statistical demand analysis using factors like price, income, and promotions. The document provides details on applying several of these techniques in practice.
Notes managerial communication 3 business correspondence and report writing ...Babasab Patil
This document provides information on various types of business correspondence and presentations. It discusses the standard parts of a business letter including the heading, date, reference, addressee, subject, salutation, body paragraphs, close and signature. It also describes types of business letters such as sales letters, order letters, complaint letters, and letters of resignation. The document outlines the format and considerations for using email, memorandums, short message service (SMS), and PowerPoint presentations in business communications. It provides tips for creating effective presentations including minimizing slides, font style and size choices, using bullet points and short sentences, including art to convey messages, and checking spelling and grammar. Finally, it discusses cover letters, what they should include,
Notes managerial communication mod 2 basic communication skills mba 1st sem ...Babasab Patil
Managerial communication and listening skills are important for career success. As a leader, listening skills are more important than speaking skills. There are 10 ways to become a better listener, including listening for ideas and themes rather than details, focusing on content rather than delivery, taking notes, concentrating, and exercising your mind. Benefits of good listening include respect from others, gaining information, increased likability, better relationships, and greater clarity. Hearing is a passive process of perceiving sounds, while listening is an active process that requires focus, analysis, and response. Perception is influenced by factors like attitudes, motives, experiences, and the situation.
Notes managerial communication mod 4 the job application process mba 1st sem ...Babasab Patil
There are several types of resumes that can be used when applying for jobs. A chronological resume lists work history in reverse order, with the most recent job first. This format is preferred by most employers. A functional resume focuses on skills rather than dates of employment, and is better for career changers or those with gaps. A combination resume highlights both skills and work history. A targeted resume customizes the experience and skills to the specific job being applied for. Along with a resume, a cover letter can provide additional context about how an applicant's qualifications fit the role.
Notes managerial communication mod 5 interviews mba 1st sem by babasab patil...Babasab Patil
This document provides information about different types of interviews and how to prepare for and conduct interviews. It discusses promotion, grievance, appraisal, problem, reprimand, exit, stress, and panel interviews. It offers tips for preparing such as researching the organization, anticipating questions, practicing answers, and controlling nerves. The document provides sample questions for interviews and discusses competency-based, phone, and second interviews. It also outlines the role of the interviewer and steps for conducting an interview like preparing questions and being an active listener.
Notes managerial communication part 1 mba 1st sem by babasab patil (karrisatte)Babasab Patil
Managerial communication is important for several reasons. Good communication allows information to be passed along clearly so mistakes can be prevented. It also helps build good relationships and allows people to understand each other's feelings and needs. Effective communication helps people convince others and get what they need. It gives self-esteem and helps people think and organize their thoughts better. Communication skills are important for students and employees, and good communicators often get higher paying jobs. Both internal communication within an organization and external communication with outside parties are important for business. Formal and informal communication networks exist, and the type of network impacts how information flows within a company.
Principles of marketing mba 1st sem by babasab patil (karrisatte)Babasab Patil
This document presents an introduction to marketing principles. It defines marketing as creating and exchanging products and services to satisfy customer needs. Marketing involves understanding customer wants and demands, developing products and services, communicating value to customers, and managing relationships. The marketing concept emphasizes satisfying customer needs over the production, product, and selling concepts. Marketing tasks include developing strategies, understanding markets, creating value, and building long-term growth.
Segmentation module 4 mba 1st sem by babasab patil (karrisatte)Babasab Patil
The document discusses market segmentation and positioning. It defines market segmentation as dividing a large market into smaller, more homogeneous subgroups based on characteristics like needs, behaviors, or demographics. Effective segmentation requires groups that are measurable, substantial, accessible, differentiable, and actionable. Markets can be segmented by demographics, behaviors, geography, and psychographics. The key aspects of segmentation and positioning are discussed in detail.
Marketing management module 1 important questions of marketing mba 1st sem...Babasab Patil
This document lists important marketing questions that could be asked in exams. It covers questions ranging from basic concepts like marketing, market and exchange to more advanced topics like marketing mix, product portfolio, and buyer adoption process. The questions are organized into different sections for 3 mark, 5 mark and 7 mark questions. They provide an overview of the key topics and issues that marketing students need to be familiar with.
Discovery shuttle processing NASA before launching the rocket by babasab ...Babasab Patil
The document summarizes the processing steps for the space shuttle Discovery before its launch, including the external tank being delivered by barge and assembled vertically, solid rocket boosters and engines being attached, the shuttle being attached to the external tank, a payload being prepared and moved to the launch pad, and finally the shuttle arriving at the launch pad ready for launch.
Corporate lessons from__iim__calcutta by babasab patil Babasab Patil
This document provides 3 lessons from corporations about dealing with change. The first lesson uses a story about a crow and rabbit to show the importance of having a high position when doing nothing. The second lesson tells a story about a turkey eating bull dung to reach the top of a tree, but then getting shot, to illustrate that misleading tactics may get you to the top but won't keep you there. The third lesson tells a story about a bird getting warm in cow dung but then getting eaten by a cat to teach the morals of not assuming those who help you are friends and keeping quiet when vulnerable.
Communication problems between men and women by babasab patil Babasab Patil
A woman yells "horse!" at a man driving in the opposite direction, who replies "witch!" while laughing. As the man takes a curve in the road, he crashes, demonstrating that men often do not understand what women communicate.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
Best aviation photography_ever__bar_none by babasab patil Babasab Patil
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise boosts blood flow, releases endorphins, and promotes changes in the brain which help enhance one's emotional well-being and mental clarity.
The document describes three stonecutters working on a roadside who gave different responses when asked about their work. The first did it out of necessity to provide for their child, the second out of a duty to their nation, and the third as a form of worship. Their different attitudes were reflected in the careers of their children, with the first becoming a stonecutter, the second an army officer, and the third a renowned architect, showing how attitude can make a big difference.
Three stonecutters were asked why they did their laborious work. The first said it was out of necessity to provide for their child. The second took pride in their contribution to building infrastructure for their nation. The third found worship in their work which was constructing a temple. Years later, the children of the stonecutters followed similar paths - the first became a stonecutter, the second an army officer, and the third a renowned architect, showing that one's attitude can impact their opportunities and future.
Joyce M Sullivan, Founder & CEO of SocMediaFin, Inc. shares her "Five Questions - The Story of You", "Reflections - What Matters to You?" and "The Three Circle Exercise" to guide those evaluating what their next move may be in their careers.
A Guide to a Winning Interview June 2024Bruce Bennett
This webinar is an in-depth review of the interview process. Preparation is a key element to acing an interview. Learn the best approaches from the initial phone screen to the face-to-face meeting with the hiring manager. You will hear great answers to several standard questions, including the dreaded “Tell Me About Yourself”.
We recently hosted the much-anticipated Community Skill Builders Workshop during our June online meeting. This event was a culmination of six months of listening to your feedback and crafting solutions to better support your PMI journey. Here’s a look back at what happened and the exciting developments that emerged from our collaborative efforts.
A Gathering of Minds
We were thrilled to see a diverse group of attendees, including local certified PMI trainers and both new and experienced members eager to contribute their perspectives. The workshop was structured into three dynamic discussion sessions, each led by our dedicated membership advocates.
Key Takeaways and Future Directions
The insights and feedback gathered from these discussions were invaluable. Here are some of the key takeaways and the steps we are taking to address them:
• Enhanced Resource Accessibility: We are working on a new, user-friendly resource page that will make it easier for members to access training materials and real-world application guides.
• Structured Mentorship Program: Plans are underway to launch a mentorship program that will connect members with experienced professionals for guidance and support.
• Increased Networking Opportunities: Expect to see more frequent and varied networking events, both virtual and in-person, to help you build connections and foster a sense of community.
Moving Forward
We are committed to turning your feedback into actionable solutions that enhance your PMI journey. This workshop was just the beginning. By actively participating and sharing your experiences, you have helped shape the future of our Chapter’s offerings.
Thank you to everyone who attended and contributed to the success of the Community Skill Builders Workshop. Your engagement and enthusiasm are what make our Chapter strong and vibrant. Stay tuned for updates on the new initiatives and opportunities to get involved. Together, we are building a community that supports and empowers each other on our PMI journeys.
Stay connected, stay engaged, and let’s continue to grow together!
About PMI Silver Spring Chapter
We are a branch of the Project Management Institute. We offer a platform for project management professionals in Silver Spring, MD, and the DC/Baltimore metro area. Monthly meetings facilitate networking, knowledge sharing, and professional development. For more, visit pmissc.org.
Learnings from Successful Jobs SearchersBruce Bennett
Are you interested to know what actions help in a job search? This webinar is the summary of several individuals who discussed their job search journey for others to follow. You will learn there are common actions that helped them succeed in their quest for gainful employment.
Leadership Ambassador club Adventist modulekakomaeric00
Aims to equip people who aspire to become leaders with good qualities,and with Christian values and morals as per Biblical teachings.The you who aspire to be leaders should first read and understand what the ambassador module for leadership says about leadership and marry that to what the bible says.Christians sh
In the intricate tapestry of life, connections serve as the vibrant threads that weave together opportunities, experiences, and growth. Whether in personal or professional spheres, the ability to forge meaningful connections opens doors to a multitude of possibilities, propelling individuals toward success and fulfillment.
Eirini is an HR professional with strong passion for technology and semiconductors industry in particular. She started her career as a software recruiter in 2012, and developed an interest for business development, talent enablement and innovation which later got her setting up the concept of Software Community Management in ASML, and to Developer Relations today. She holds a bachelor degree in Lifelong Learning and an MBA specialised in Strategic Human Resources Management. She is a world citizen, having grown up in Greece, she studied and kickstarted her career in The Netherlands and can currently be found in Santa Clara, CA.
Success is often not achievable without facing and overcoming obstacles along the way. To reach our goals and achieve success, it is important to understand and resolve the obstacles that come in our way.
In this article, we will discuss the various obstacles that hinder success, strategies to overcome them, and examples of individuals who have successfully surmounted their obstacles.
32. Control Fate: Percent who believe they are captains of their fate
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Editor's Notes
The world is chaotic. We need structure in order to make sense of it. Culture is what helps us to organize our world and to know how to respond to it. We learn how to relate to other people and how to respond to our environment from our friends and relatives, our teachers and through observation. People who come from different cultures have lived in different parts of the world and have experienced different societies or participated in different institutions (for example, schools or corporations). They are likely to have learned different values, beliefs, behaviors, expectations and norms than you have. As a hospitality manager you will be working with people who are different from you. The people you are managing or working with are very likely to be culturally different from yourself. Given the growth of international travel and business, many of your customers will have learned different ways of responding to their environment or relating to other people. Some of you may have the opportunity to work in another country. You will even find differences in corporate cultures when you change jobs. Even within your own geographical area you will find cultural differences. Native Americans, African Americans, Hispanics, Anglo-Saxons, Easterners, Southerners, members of different religions and people who have grown up in different parts of the country are likely to have values, beliefs and norms different from each other. These cultural differences may hinder your ability to use management techniques that are effective for a specific culture. Effective management requires excellent communication and an understanding of your employees and customers. The larger the common ground you have with your employees or customers, the more likely it is for you to be effective - the greater the difference, the greater the chance for misunderstanding. The objective of this part of the course is to increase your ability to understand and work with people who may be culturally different from you.
As you work to understand different cultures it is important to remember these four principles: While it is useful to explore generalities and their implications, individuals do not always conform to general cultural stereotypes. Individuals may make conscious decisions not to conform to the values, beliefs and norms that they were taught. They may have varied experiences that change the way they interpret and react to their world and the people in it. Differences are not always culturally based. Some differences arise from individual personality differences and some come from personal, institutional or business factors. Understanding yourself and your own culture first gives you the mental set against which to study others. When we discuss cultures we do so on continuums – that is two extremes, rarely does any individual or culture fit on either extreme. There are gradations. To help you understand the concept of continuums, draw a line. On one end of the line write excellent and on the other end of the line write poor. Now, make a mark on the line that expresses how you felt about the last date you had. Would the mark fall in the same place for the first date you ever had?
A few comments on stereotyping may be helpful here. Stereotyping comes naturally. We have learned that stereotyping is bad, ignorant, and immoral. And indeed, stereotyping can be harmful when based on misinformation or when used to discredit another. However, it can also be used in a positive way to help us sort out confusion. Schneider and Barsoux in their book Managing Across Cultures , provide a very good explanation of why stereotypes are useful: "Stereotypes represent 'mental files‘ that are used to help process new information by comparing it with past experience and knowledge." (p.12) So if you meet someone from Japan, you are likely to think, "This is a Japanese" and you call up your mental image based on your experience and knowledge about Japanese people. Then you evaluate the present experience with one from the past and you reformulate your stereotype of Japanese people. The process helps you to simplify cross-cultural experiences. The problem is not with the existence of stereotypes but the way in which you use them. If you assume that the person you are meeting is like your stereotype and do not allow new information to enter, you will distort the information you are receiving so that the stereotype does not change. Managers are ineffective in cross-cultural situations when they deny that they have stereotypes or when they get stuck in them. More effective managers use their stereotypes as a starting point and then continually revise them as they gain more experience. The problem with stereotypes is that they conjure up an image and one is tempted to put the same image on every individual from the culture. It is better to think of your mental image of a specific culture as a prototype that will be adjusted and changed as more information is gathered. A few comments on stereotyping may be helpful here. Stereotyping comes naturally. We have learned that stereotyping is bad, ignorant, and immoral. And indeed, stereotyping can be harmful when based on misinformation or when used to discredit another. However, it can also be used in a positive way to help us sort out confusion. Schneider and Barsoux in their book Managing Across Cultures, provide a very good explanation of why stereotypes are useful: "Stereotypes represent 'mental files‘ that are used to help process new information by comparing it with past experience and knowledge." (p.12) So if you meet someone from Japan, you are likely to think, "This is a Japanese" and you call up your mental image based on your experience and knowledge about Japanese people. Then you evaluate the present experience with one from the past and you reformulate your stereotype of Japanese people. The process helps you to simplify cross-cultural experiences. The problem is not with the existence of stereotypes but the way in which you use them. If you assume that the person you are meeting is like your stereotype and do not allow new information to enter, you will distort the information you are receiving so that the stereotype does not change. Managers are ineffective in cross-cultural situations when they deny that they have stereotypes or when they get stuck in them. More effective managers use their stereotypes as a starting point and then continually revise them as they gain more experience. The problem with stereotypes is that they conjure up an image and one is tempted to put the same image on every individual from the culture. You might think of your mental image of a specific culture more as a prototype that allows for variation around a set of core characteristics.
Stereotypes are particularly destructive when combined with an ethnocentric attitude. Ethnocentrism is the belief that one's cultural values and habits are better than those of another culture are. In reality, there is not one set of beliefs, values or norms that is better than others. There is,however, a set with which you are more familiar and consequently more comfortable. It is extremely important to recognize that other ways of thinking, believing and acting may be equally effective and valuable. The value of studying other cultures is to learn new ways of doing things. This will make you a more effective manager because you will be able to select the best method based on situational factors. To summarize the previous discussion, when we talk of cultural differences, we speak in generalities knowing that individuals are different and that few people fit on any one extreme end of the continuum. We can use the generalities to explain or understand differences but continue to adjust our mental image based on experience and knowledge.
It is very important to know the four principles for understanding other cultures. You should be able to write and explain each of these principles. If you can not, go back to slide # 3 and review these principles. In addition you should be able to explain how a manager can use the natural tendency to stereotype to his/her advantage. And, you should be able to define the term ethnocentrism and explain how an ethnocentric attitude will hinder your ability to manage.
Planning and organizing merger of Metal Box Company and Carnaud unsuccessful because they could not agree on organizational structure and strategy Decision to standardize insurance product of a British firm selling in Italy Directing – Dutch objecting to the company telling them to have fun Controlling – motivation problems with American trying to motivate French Management style – What is a considerate supervisor? Share or not share employees problems Objective, analytical, logical, consistent, impersonal, absolute and intellectual Versus subjective, synthetic, non-logical, inconsistent, personal, relative & emotional Representational and affective versus abstract and conceptual (self as part of the everything in the world versus self as a separate entity Teamwork versus individual effort by the leader in An American executive in Paris Business Practices Japanese feel they must make comments even if they like a proposal Differences in how letters are addressed Attack problem as a whole or separate it into pieces to attack it bit by bit
Differences results from a number of variables. Managers must understand the breath and depth of the variables and how they might affect management functions and style as well as business practices. Your team will prepare a country profile that includes all of the variables presented in Exhibit 3-1 on page 75
The study of cultural characteristics helps us to understand ourselves so that we can better understand others. This leads to the development of shared values, beliefs and norms that will help global firms achieve a competitive advantage. By contrasting our beliefs, norms and values to those of others we can better understand why someone might be doing something differently. We examine our own way of thinking and search for commonalities. The characteristics we will study may give you a better understanding of fellow workers, the people you will manage, your customers and the people who will manage you.
Discuss these questions with your team
Tell students these are in their study guide in the course pack. The concept of "power distance" was revealed by the Hofstede study. This dimension concerns how power is distributed in institutions, organizations and individuals. Cultures, in which power is distributed equally, exhibit a low power distance while cultures that condone special privileges for the power-holders and an order of inequality are considered to be high power distance cultures. Low power distance cultures minimize inequality, believe in equal rights, consider subordinates and superiors as equals On the other hand, in high power distance cultures, there is an order of inequality, those of superior rank receive special privileges, and subordinates are considered to be a different kind of person from the superiors. The power distance dimension is active not only in the business world but also in schools, organizations and even families. Hofstede determined that the country with the lowest power dimension was Austria while the one with the highest power dimension was the Philippines. The chart on the following slide depicts the relative power distance of a few cultures.
Many of you who will remain in Arizona after graduation will be supervising employees from Mexico. The high power distance ranking of this culture indicates that your employees may not be willing to openly disagree with their manager. They may prefer a boss who acts more like a father figure (paternalistic management style) because they believe that the boss should have the answers. They are less likely to question authority and may not expect to have the same privileges management has. Where would you put yourself?
Many of you who will remain in Arizona after graduation will be supervising employees from Mexico. The high power distance ranking of this culture indicates that your employees may not be willing to openly disagree with their manager. They may prefer a boss who acts more like a father figure (paternalistic management style) because they believe that the boss should have the answers. They are less likely to question authority and may not expect to have the same privileges management has.
The manner in which people adapt to their external environment is associated with how they deal with uncertainty. Americans are more willing to take risks and can live with a relatively high level of uncertainty. Other cultures become very uncomfortable with uncertainty and prefer predictability and control. They work to avoid risk by setting out specific rules and maintaining the status quo. The lower the uncertainty avoidance, the more important success is, the greater the uncertainty avoidance, the more important security is. Even within your own culture, I am sure that you know people differ in their willingness to take risks. High uncertainty avoidance is characterized by avoidance of uncertain and ambiguous situations. Tactics utilized to reduce the threat posed by such situations include the provision of greater career stability, the establishment of more formal rules, intolerance of deviant ideas and behaviors, belief in absolute truths and the attainment of expertise. As the level of uncertainty avoidance increases within a society so does aggressiveness, and a strong inner urge to work. In Hofstede’s study, countries which were assessed to exhibit the lowest uncertainty avoidance included Singapore and Denmark while those demonstrating the highest were Greece and Portugal.
Where would you put yourself on this continuum?
III. B. Individualism/Collectivism Another dimension discovered by Hofstede was that of individualism versus collectivism. Nations that display highly individualistic attitudes are comprised of a greater number of citizens who believe that their responsibility for support extends only as far as their immediate family while the social framework is tighter in collective societies. People in the collective cultures discriminate in-groups (relatives, institutions and organizations) and out-groups. Responsibility for care and loyalty extend beyond the immediate family to include all members of the in-group. Countries that rank highest in collectivism include Venezuela and Columbia and those that rank highest in individualism are the USA and Australia . The next slide shows the rankings of several countries based on Hofstede’s work.
This chart demonstrates the relationships of some selected countries on the individualism/collectivism continuum. In a collective society, an individual's identity is defined by the group - family or employer, social status where in an individualistic society one finds his identity within himself. The collective society relies on the group to make decisions where an individualistic society prefers individual decisions. The individualistic society prefers autonomy, variety, pleasure and individual security while the collective society focus more on what is good for the group. It is the collective culture that believe that the nail that sticks up will get pounded down while individualistic societies reward personal achievements.
Individualistic societies feel that people are responsible for themselves and their immediate family. In the collective society responsibility is extended to the larger part of the family including uncles, aunts, cousins, grandparents. Collective cultures feel a strong loyalty to everyone in the extended family and feel that it is their responsibility to protect them. For example, individuals in a collective culture might feel that it is their responsibility to buy a car for a cousin who was in an accident and lost his means of transportation. The family will help the cousin who will be able to go to work and take care of other members of the family. Do you think your family would buy a car for your cousin if s/he needed one to go to work? Why or why not?
Individuals that prefer to avoid uncertain or risky situations appear to have a lower achievement motivation. They would rather stay in a job they know than be promoted to a job in which they might fail. Some think those with a lower uncertainly avoidance tendency lack ambition but in reality it is their fear of failure and their need for consistency that prevents them from seeking a higher paying job with more responsibilities. It is important as a manager to resist the temptation to judge them as lazy or incompetent. In countries such as Greece or Japan you are more likely to see considerably more older people in top level positions because of their preference for avoiding uncertainty. As a manager of employees with a high degree of uncertainty avoidance, you will want to provide very clear and specific instructions and be certain to enforce rules and procedures. You will find that employees with a high degree of uncertainty avoidance will become agitated if they believe that the rules are being broken. They prefer to avoid conflict and have a strong emotional resistance to change. The value of this type of employee is his/her dependability and tendency to stay with the same employer. Individuals that prefer to avoid uncertain or risky situations appear to have a lower achievement motivation. They would rather stay in a job they know than be promoted to a job in which they might fail. Some think those with a lower uncertainly avoidance tendency lack ambition but in reality it is their fear of failure and their need for consistency that prevents them from seeking a higher paying job with more responsibilities. It is important as a manager to resist the temptation to judge them as lazy or incompetent. In countries such as Greece or Japan you are more likely to see considerably more older people in top level positions because of their preference for avoiding uncertainty. As a manager of employees with a high degree of uncertainty avoidance, you will want to provide very clear and specific instructions and be certain to enforce rules and procedures. You will find that employees with a high degree of uncertainty avoidance will become agitated if they believe that the rules are being broken. They prefer to avoid conflict and have a strong emotional resistance to change. The value of this type of employee is his/her dependability and tendency to stay with the same employer.
Those with a high score on the masculinity dimensions (above 51) feel that women should be the nurturers. They think the most important thing is one's ability to perform. They live to work and are ambitious. They admire achievers. Those with a lower scores feel that men as well as women should be nurturers and that the quality of life is more important than achievement or material success. They work to live. Service is their motivation. They also sympathize with unfortunates. Where do you put yourself?
Americans and most westerners are used to a universalistic system that believes that all people should be treated equally. To ensure equal treatment, rules and regulations are followed without exception. Legal contracts are written and individuals are expected to abide by the terms of the contract. Once a deal is made all parties are expected to carry out their part of the bargain. Any changes must be agreed to by all parties involved. Penalties are assessed if terms of the contract are broken. However, other cultures prefer a particularistic system that focuses more on relationships than on rules or legal contracts. Under this type of system any party can modify the contract when circumstances change. For example, a company may have agreed to produce 500 croissant sandwiches a month and the other company has agreed to buy 500 a month. In a universalistic system a penalty would be attached if either party did not fulfill their end of the bargain but in a particularistic system the producer of the sandwiches might supply only 400 sandwiches because one of the workers was ill. The buyer would be expected to understand these special circumstances. Contracts are viewed more as guidelines that can be changed when it is convenient for either party. Individuals who believe in a particularistic system feel that what is correct and right is dependent upon the situation and on the individual.
This chart shows the differences found in Trompenaars’ study. While a very large percentage of Americans (93%) believe that rules should be applied equally to all people regardless of whether or not they are a friend, other cultures find it perfectly acceptable to change the rules so that they meet the needs of friends. A deal is a deal is only good in universalistic cultures while others believe that the deal can readily be changed to meet changing circumstances and needs.
III. C Achievement versus Ascription Trompenaars found a difference in the way people admired others. Those from achievement oriented cultures respect people based on what they have accomplished. People are admired and promoted for their actions and accomplishments. On the other hand, cultures with an ascription orientation base respect on the position a person holds, the school they attended or the family from which a person came. For example, in France, a highly ascriptive culture, 90% of all CEO have graduated from a “grande ecole”. Titles are used much more extensively in ascriptive cultures than in achievement oriented cultures. Ascriptive are more likely to promote people based on age and gender.
Trompenaars asked people to agree or disagree with the statement that respect is dependent upon family background. As demonstrated in the slide nearly all Americans and British people disagreed with the statement. However, a relatively large number of people from Hong Kong (42%) agreed that respect may not be based on achievement but instead on the family background of an individual. Do you think Americans respected John Kennedy, Jr. because of what he accomplished or because of his family? Do you feel any of the popularity of the current presidential candidate is based on the works of his father, George Bush? Would you have the same level of respect as a hospitality manager as a relative of Bill Marriott or Roy Crock would? What difference do you think the school you attended make in your career after you have been working in the field at least five years? University house and web students should discuss the issue of respect based on family background or name of the school you attended in the bulletin board. The first person may use any one of the three questions to begin the conversation. The second person must respond to the opinion of the first person and add another comment. The 3 rd should follow suit and the 4 th , who must be someone different from the one who synthesized the last question, should write a summary of the discussion. Remember you must swith the order in which you answer the questions.
Culture teaches people how they should look at the world around them. One aspect of how you think about your world is whether or not you have control - control of nature and control of what happens to you. Americans have a tendency to believe they can change the world, they can make things happen. This is a can-do culture. We even believe we can control the forces of nature - building dams to change the course of the flow of the water, creating habitats for wildlife etc. One way differences in the way people view their ability to control their world is to describe people as either having an internal locus of control or an external locus of control. People who have an internal locus of control feel they are responsible for controlling what is around them. Those with an external locus of control feel that the environment controls them and that there is little they can do to change what happens to them. The percentages in the slide show that most Americans feel that they can control their destiny. However, most people from Venezuela believe that they must accept what happens to them and not try to control it. demonstrates the differences in what people believe about their ability to control their own fate. Knowing that everyone does not believe they have control of their own destiny is important for managers who otherwise would not understand workers who seem to not take responsibility for their own lives. Do you believe you can control your life or do you believe you have to accept the ways things are? Is your life pre-destined? Do you have a fate over which you have little or no control? How do other people you know differ in their believes about controlling fate or destiny. University house and web students should write their response in the “My Cultural Beliefs, Attitudes and Values” file under (I.A.1)
This slide lists the cultural dimensions we have studied. Go back and review any of the concepts listed here that you can not explain. You should be able to describe yourself on each of these dimensions and compare yourself to others who may think and act differently. You should be able to describe the value of each way of reacting, acting and relating.