cultural environment

1. CULTURAL ENVIRONMENT
BY – RITUMISHRA

2. DEFINITIONANDCONCEPTOFCULTURE
 Accordingto weber ,” A systemof values and norms that are sharedamonga
group of people and that whentakentogether constitutea design for living.”
 CULTURECONSISTOF SPECIFIC LEARNEDNORMSBASED ON
ATTITUDES,VALUES& BELIEFS, ALLOF WHICHEXISTIN EVERY
SOCIETY..
 CULTUREIS as ART, BELIEFS, MORALS,LAW, CUSTOM, NORMS,
HIERARCHIES, ROLES knowledge ETC..

3. BUSINESSCULTURE
 BUSINESS CULTURE REPRESENTS NORMS,VALUES &
BELIEFS THAT PERTAIN TO ALL ASPECTS OF DOING
BUSINESS IN PARTICULAR ENVIRONMENT .
 BUSINESS CULTURES TELLS THE CORRECT , ACCETABLE
wAY TO CONDUCT BUSINESS IN A SOCIETY .
 WHAT TO WEAR A MEETING,WHEN & HOW TO USE SHAKE
HANDS OR EMBRACE.

4. VALUES
ATTITUDE
EDUCATION AESTHETICS
LANGUAGE
NORMS SOCIETY
RELIGION
CUSTOMS &
MANNERS

5. CHARACTERISTICSOFCULTURE
 LEARNED
 SHARED
 SYMBOLIC
 PATTERNED
 INTEGRATED
 A WAYOF LIFE
 RELATIVE
 DYNAMIC
 UNIVERSAL

6. LEVELSOFCULTURE
 THE INTERNATIONAL MANAGER NEEDS TO BE AWARE OF THE
THREE LEVELS OF CULTURE THAT INFLUENCE OVERSEAS
OPERATIONS
 THESE INCLUDES NATIONAL CULTURE & THE OCCUPATIONAL
& ORGANISATION CULTURE.
A .NATIONAL CULTURE
B. BUSINESS CULTURE
C. OCCUPATIONAL & ORGANISATIONAL CULTURE

7. CULTURALTRAITS
 MASCULINE & FEMININE
 UNIVERSALISM VS. PARICULARISM
 INDIVIDUALISM VS. COMMUNITARISM
 NEUTRAL VS. EMOTIONAL

8. FORMALVS.INFORMAL
 FORMAL - STATUS DIFFERENCES ARE LARGE AND VALUED
AND FORMALITY IS USED TO SHOW RESPECT. FOR
EXAMPLE INDIA,EGYPT, CHINA,FRANCE ETC.
 INFORMAL- STATUS DIFFERENCES ARE NOT VALUED AND
INFORMAL BEHAVIOUR IS NOT CONSIDERED
DISRESPECTFUL.FOR EXAMPLE USA , CANADA , AND
AUSTRALIA .

9. FACTORSOFCULTURE
 ATTITUDE OF PEOPLE
 ATTITUDE OF WEALTH
 MARRIAGE
 EDUCATION
 RELIGION
 ETHICS
 AESTHETICS
 SOCIAL RESPONSIBILITY
 FAMILY
 LIFESTYLE

10. EPRGAPPROACH
 ETHNOCENTRICORIENTATION
THE BELIEF WHICH CONSIDERS ONE’S OWN
CULTURE AS SUPERIOR TO OTHERS . THE BELIEF THAT
THE BUSINESS STRATEGY WHICH HAS WORKED IN THE
HOME COUNTRY WOULD ALSO BE SUITABLE IN ALIEN
CULTURES

11. POLYCENTRICORIENTATION
IT IS BASED ON THE BELIEF THAT SUBSTANTIAL
EXIST AMONG VARIOUS COUNTRIES . THEREFORE , A
SINGLE BUSINEE STRATEGY CANNOT BE EFFECTIVE
ACROSS THE WORLD AND CUSTOMIZED THE BUSINEE
STRATEGIES NEED TO BE ADAPTED IN DIFFERENT
COUNTRIES .

12. REGIOCENTRICORIENTATION
 A FIRM TREATS THE REGION AS A UNIFORM
CULTURAL SEGMENT AND ADOPTS A SIMILAR
BUSINESS STRATEGY WITHIN THE REGION BUT NOT
ACROSS THE REGION .
FOR EXAMPLE MC DONALD’S STRATEGY IS NOT TO SERVE
BEAF BASED PRODUCTS IN INDIA , BUT SERVES BEEF
BASED PRODUCTS IN OTHER COUNTRIES.

13. GEOCENTRICORIENTATION
THE APPROACHCONSIDERS THE WHOLEWORLDAS A SINGLE
MARKETAND ATTEMPTS TOFORMULATEINTEGRATED
BUSINEESTARTEGIES. A GEOCENTRICFIRM ATTEMPTS TO
IDENTIFY CULTURE SIMILARITIES ACROSSCOUNTRIESAND
FORMULATES A GLOBALLY UNIFORMBUSINESS STRATEGY
FOR EXAMPLE– THEHARRY POTTERSERIES

14. IMPLICATIONSFORINTERNATIONALBUSINESS
 GLOBAL BUSINESS ARE THE REPOSITORIES OF MULTI-
CULTURES
 MULTI- CULTURALISM MEANS THAT PEOPLE FROM MANY
CULTURES & MANY COUNTRIES INTERACT REGULARLY
 SCHENARIO IS HIGHLY COMPLEX WITH SEVERAL
NATIONAL CULTURES & SUB- CULTURES INTERACTING
REGULARLY
 MANAGING MULTI-CULTURALISM IS ESSENTIAL FOR EACH
INTERNATIONAL FIRMS

15. CHANGEKEYFACTORS
 COST BENEFIT OF CHANGE .
 PEOPLE ARE MORE WILLING TO IMPLEMENT CHANGE
WHEN THEY ARE INVOLVED IN THE DECISION TO
CHANGE .
 THE MORE CHANGE A UPSET VALUES AND MORE
RESISTENCE .
 MANAGERS SEEKING TO INTRODUCE CHANGE SHOULD
FIRST CONVINCE THOSE WHO CAN INFLUENCE OTHERS
.