The document discusses how culture impacts business globally and domestically. It defines culture and explains how cultural differences can affect marketing, business practices, and corporate culture. The document also discusses the benefits of diversity in the workplace and laws prohibiting discrimination.
El documento presenta un proyecto de negocio llamado "La Fonda del Chavo" que ofrecerá comida mexicana a estudiantes universitarios. Describe la misión, visión y objetivos de la empresa, así como los perfiles y roles de los gerentes. También incluye detalles sobre el plan de marketing, que incluye estrategias publicitarias y de ventas, así como precios y preferencias de los clientes. Por último, presenta información sobre el proceso de producción de tacos y burritos que se ofrecerán, incluyendo ingredientes y
The document discusses cultural considerations for a Bangladeshi company exporting ready-made garments to the US market. It covers key differences between Bangladesh and US culture, including life expectancy, unemployment, GDP, healthcare access, and social class structure. Important cultural factors for US business are discussed, such as gender roles, economic conditions, religion, communication styles, and customer needs. The document also provides an overview of US culture and business environment, expectations Americans have for foreign colleagues, and manners like dress code and first impressions that can help make a good impression.
SOFT SKILLS WORLD takes pleasure in introducing itself as an experienced and competent conglomeration with more than 300 Training & Development professionals. This team represents key functional domains across industries.
We sincerely look forward to joining hands with your esteemed organization in our endeavour to create a mutually satisfying win-win proposition per se Organization Development interventions.
May we request you to visit us at http://www.softskillsworld.com/to have a glimpse of the bouquet of our offers .We have partnered with the best & promise you an excellent organizational capability building.
We firmly believe Hard Skills alone are not sufficient enough to enhance business success. Aligned with high performance organizational culture and given the right direction, Soft Skills is the best recipe for business success.
Human resource issues in trans cultural organisationAakash Khandelwal
The document explores various HR issues within an organization (MNC) due to cultural diversity.
Hofstede framework is used and example of Merill Lynch, Bank of America and Google haven been discussed.
This document discusses several topics related to international human resource management (IHRM). It begins by outlining some common myths about globalization. It then defines and compares international, multinational, global, and transnational organizations. The document also discusses the objectives and challenges of IHRM, qualities of global managers, diversity in the workforce, employment discrimination, and equal employment opportunities.
Dr. jhansi rani M R - cross cultural management (IHRM)MRJhansiRani
All the topics connected to Cross cultural management are covered such as Socio-cultural context, Culture and employee management issues, responding to diversity, challenges of localization, global integration cultural shock and cultural sensitivity etc.
Here are some recommendations based on the case study:
1. The US firm likely has a more individualistic, task-oriented "guided missile" culture while the Spanish firm has a more collective, hierarchical "family" culture.
2. The Spanish firm operates in only one country so its employees share the same national culture. This limits cultural diversity compared to the US firm with a global presence. Lack of diversity could create misunderstandings when interacting with other cultures.
3. To merge the cultures effectively:
- Identify the core values and practices of each to understand differences
- Establish clear goals and roles for the partnership
- Develop communication channels between departments
- Provide cultural sensitivity training to limit stereotyping
Culture influences business strategy and operations in many ways. Corporate culture refers to the beliefs and behaviors that guide how a company is managed and how it interacts externally. Business strategies must consider cultural factors globally to ensure wide acceptance. Companies like Tata and Mahindra have achieved global recognition due to their strong cultural values. Studies have also shown that core cultural values within companies directly correlate to better business performance. For businesses to be successful globally, they must understand cultural differences and adapt their strategies accordingly.
El documento presenta un proyecto de negocio llamado "La Fonda del Chavo" que ofrecerá comida mexicana a estudiantes universitarios. Describe la misión, visión y objetivos de la empresa, así como los perfiles y roles de los gerentes. También incluye detalles sobre el plan de marketing, que incluye estrategias publicitarias y de ventas, así como precios y preferencias de los clientes. Por último, presenta información sobre el proceso de producción de tacos y burritos que se ofrecerán, incluyendo ingredientes y
The document discusses cultural considerations for a Bangladeshi company exporting ready-made garments to the US market. It covers key differences between Bangladesh and US culture, including life expectancy, unemployment, GDP, healthcare access, and social class structure. Important cultural factors for US business are discussed, such as gender roles, economic conditions, religion, communication styles, and customer needs. The document also provides an overview of US culture and business environment, expectations Americans have for foreign colleagues, and manners like dress code and first impressions that can help make a good impression.
SOFT SKILLS WORLD takes pleasure in introducing itself as an experienced and competent conglomeration with more than 300 Training & Development professionals. This team represents key functional domains across industries.
We sincerely look forward to joining hands with your esteemed organization in our endeavour to create a mutually satisfying win-win proposition per se Organization Development interventions.
May we request you to visit us at http://www.softskillsworld.com/to have a glimpse of the bouquet of our offers .We have partnered with the best & promise you an excellent organizational capability building.
We firmly believe Hard Skills alone are not sufficient enough to enhance business success. Aligned with high performance organizational culture and given the right direction, Soft Skills is the best recipe for business success.
Human resource issues in trans cultural organisationAakash Khandelwal
The document explores various HR issues within an organization (MNC) due to cultural diversity.
Hofstede framework is used and example of Merill Lynch, Bank of America and Google haven been discussed.
This document discusses several topics related to international human resource management (IHRM). It begins by outlining some common myths about globalization. It then defines and compares international, multinational, global, and transnational organizations. The document also discusses the objectives and challenges of IHRM, qualities of global managers, diversity in the workforce, employment discrimination, and equal employment opportunities.
Dr. jhansi rani M R - cross cultural management (IHRM)MRJhansiRani
All the topics connected to Cross cultural management are covered such as Socio-cultural context, Culture and employee management issues, responding to diversity, challenges of localization, global integration cultural shock and cultural sensitivity etc.
Here are some recommendations based on the case study:
1. The US firm likely has a more individualistic, task-oriented "guided missile" culture while the Spanish firm has a more collective, hierarchical "family" culture.
2. The Spanish firm operates in only one country so its employees share the same national culture. This limits cultural diversity compared to the US firm with a global presence. Lack of diversity could create misunderstandings when interacting with other cultures.
3. To merge the cultures effectively:
- Identify the core values and practices of each to understand differences
- Establish clear goals and roles for the partnership
- Develop communication channels between departments
- Provide cultural sensitivity training to limit stereotyping
Culture influences business strategy and operations in many ways. Corporate culture refers to the beliefs and behaviors that guide how a company is managed and how it interacts externally. Business strategies must consider cultural factors globally to ensure wide acceptance. Companies like Tata and Mahindra have achieved global recognition due to their strong cultural values. Studies have also shown that core cultural values within companies directly correlate to better business performance. For businesses to be successful globally, they must understand cultural differences and adapt their strategies accordingly.
This document discusses how cultural differences can impact business operations internationally. It analyzes how cultural attributes like language, religion, and behavioral practices shape societal norms and influence areas like managing workforces, marketing, and dealing with regulations. The document emphasizes that while nationality provides a basis for analyzing cultural differences, one must also consider variations within countries as well as similarities between different groups. Understanding these cultural factors is crucial for businesses to predict relationships and adjust their strategies in other nations.
2 Cross-Cultural Business
Learning Objectives
Helsinki, Finland—Nokia Corporation (www.nokia.com) is the world’s number one manufacturer of mobile handsets. The company’s 112,000 employees in more than 150 countries generate $79 billion in sales annually. Nokia uses its knowledge of cultures to control 40 percent of the global handset market.
Nokia is especially talented at detecting consumer needs in emerging markets. China and India represent Nokia’s first and second largest markets ahead of third-place United States. Nokia knows that in India a buyer selects a handset that has the right look and style and projects the right image. But for a consumer in China, a handset needs to be the right bargain. And Nokia recently finished a year-long study of the handset needs of people who live in Accra, capital city of the African nation Ghana.
Source: Jeffrey Barbee.
Nokia spends around $8 billion a year on research and development. Anthropologists and psychologists first travel the globe for Nokia to learn how people behave and communicate. Personnel at Nokia’s headquarters in Finland then blend these unique insights with emerging global trends to design new handsets. Finally, the company develops phones suitable for a variety of markets but localizes each one with colors, surface textures, services, and ring-tones.
Nokia maintains its competitive edge through careful cultural research. For example, company anthropologists learned that people in rural areas of emerging markets need a phone that can be shared among many users. So Nokia added the capability to save each person’s contacts separately and installed a call tracker that imposes a time or cost limit on each call. Handsets designed for emerging markets also feature menus in local languages, a one-touch flashlight in case of power outages, and a demo program for those who have never used a mobile phone. As you read this chapter, consider how culture influences international business and how company actions affect cultures.1
This chapter is the first of three that describe the links between international business activity and a nation’s business environment. We introduce these topics early because of their strong influence on how commerce is conducted in different countries. In fact, success in international business can often be traced directly to a deep understanding of some aspect of a people’s commercial environment. This chapter explores the influence of culture on international business activity. Chapter 3 presents the roles of political and legal systems, and Chapter 4 examines the impact of economic systems and emerging markets on international business.
An assessment of any nation’s overall business climate is typically the first step in analyzing its potential as a host for international commercial activity. This means addressing some important questions, such as the following: What language(s) do the people speak? What is the climate like? Are the local people open to new ideas a.
This document discusses key concepts in international human resource management (IHRM). It defines IHRM and differentiates it from domestic HRM, noting increased complexity due to factors like cultural differences and varying legal systems across countries. The document also summarizes types of multinational organizations (international, multinational, global, transnational) and challenges in IHRM like expatriation failures, talent management across borders, and managing a diverse workforce. Finally, it discusses important topics like diversity, equal employment opportunities, and qualities of effective global managers.
COURSE LEARNING OUTCOME :
Explain the concept of cultural diversity and workplace diversity in tourism and hospitality industry
Discuss about the management and issues of cultural diversity in tourism and hospitality industry
Study the impact on cultural diversity in tourism and hospitality industry
CULTURAL DIVERSITY IN TOURISM & HOSPITALITY
•Globalization and internationalization is current trends.
•It makes people moving work and live with people with diverse backgrounds.
•Cultural diversity also can create conflict.
•In hospitality industry, has great dimension of cultural diversity from staff, guest and tourist.
CULTURAL DIVERSITY IN TOURISM & HOSPITALITY PEOPLE TRAVEL AROUND THE WORLD
Advanced of computer technology efficient communication system Transportation (budget – high class) Easy to book accommodation.
CULTURAL DIVERSITY IN TOURISM & HOSPITALITY
Tourism and hospitality organizations will work in very complex multicultural tourism environment.
•They must understand the perception of culture and the role of national culture and how impact to tourist behavior.
•The organization responsible to reduce gap of cultural distance in workplace.
5 EXAMPLES OF COMPANIES WITH FANTASTIC CULTURES
ZAPPOS
• Cultural fit interview
• Shoes that it sells online
• Zappos hires according to cultural fit first and foremost
• New employees are offered $2,000 to quit after the first week of training if they decide the job isn’t for them.
• This promotes the culture and happy employees, which ultimately leads to happy customers.
2. WARBY PARKER
• Has been making and selling prescription glasses online since 2010
• Designs its own glasses, and sells directly to customers, cutting out the middleman and keeping prices low.
• “Culture crushes,” - means that team have a positive culture is on the forefront, setting up fun lunches, events and programs • Make sure the entire team works well together by insisting everyone helps keep break areas clean or sending random employees out to lunch together.
TWITTER
• Culture- workers rave
• Rooftop meetings, friendly coworkers and a team-oriented environment
• Employees of twitter can also expect free meals at the san francisco headquarters,
• Along with yoga classes and unlimited vacations for some
• Twitter team decided that san francisco was to remain the place they call home, and moved into office space at 1355 market street, market square.
4. GOOGLE
•Free meals,
•Employee trips and parties,
•Financial bonuses,
• Open presentations by high-level executives,
•Gyms,
• A dog-friendly environment and so on.
Google office at London headquarters in Victoria
Google at Tokyo, Japan
AIR ASIA
• Air Asia is a huge company with a lot of employees
• Tony Fernandes, he wanted a company where people can pursue their dreams
• They advise openness and want people to be creative and passionate about what they do
• Employees can communicate directly with tony and
This document summarizes key aspects of marketing in China that a company must consider to avoid failures. It discusses how ignoring Chinese business culture led to mistakes for one company. Specifically, it outlines four fundamentals of Chinese business culture: guanxi (relationships), face, foreignness, and hierarchy. Companies must adopt an attitude that respects these cultural norms by being culturally sensitive, flexible, and respectful. Consumer behavior factors like motivations, status, and attitudes also vary significantly across cultures and regions within China.
This document discusses diversity consciousness in the workplace. It defines diversity as having people from different races and cultures within a group or organization. The document outlines the importance of diversity for businesses and employees. It also discusses barriers to diversity and effective communication, and provides suggestions for overcoming these barriers such as celebrating existing diversity, advertising jobs in diverse publications, and getting feedback from current staff. The overall purpose is to promote diversity awareness and inclusion in the workplace.
This document discusses communication in a diverse environment. It begins by defining environment and culture. Culture includes knowledge, beliefs, arts, laws, customs, and habits acquired as a member of society. There are three levels of culture that influence international business: national culture, business culture, and organizational culture. National culture is dominant within a country's boundaries and affects language and laws. Business culture provides norms for conducting business. Organizational culture refers to shared philosophies within a company. There are also primary and secondary dimensions of diversity like gender, age, race, education, and work background. The document outlines elements of culture like language, religion, attitudes, and beliefs. It emphasizes that managing diversity can provide benefits like diverse ideas but also
Managing Multinationals and Cultural Diversity (Trompenaars' model of 'Nation...Upama Rai
The slides describe the challenges of cultural diversity faced by the multinationals and their subsidiaries on the basis of Trompenaars' model of 'National Culture Differences' and the ways of efficiently managing such challenges through glocalization, cultural synergy and corporate culture.
What is the cultural environment?
A deliberately vague and broad term to describe the affectual, felt, and emotional makeup of particular spaces created by physical, social, and/or cultural environments and presence/absence of other humans and/or nonhumans. From: International Encyclopedia of Human Geography (Second Edition), 2020. Elements are - language, social norms, religion, ethics, socio economics, mores, traditions, societal regulations, nationalism, aesthetics, material culture, attitudes, values, social organisation. How does culture affect environment?
Research suggests that perceived group values impact an individual's behaviour towards the environment. In cultures that have a strong collectivistic orientation, the perception of either strong egoistic or biospheric group values can lead to pro-environmental benefits or mitigate environmental harms.
This document provides an overview of cultural aspects relevant to international trade. It discusses how culture influences consumer behavior and business practices. The presentation aims to help attendees recognize how cultural dimensions shape international trade, understand challenges of cultural differences, and prepare to conduct business safely abroad. Culture is defined as shared systems among group members that include attitudes, beliefs, values, and social institutions. Cultural norms vary greatly between high and low context communication cultures.
Culture and Communication in the Global Workforce.pptmohdshahyar
This document discusses culture and communication in the global workforce. It begins by defining culture and explaining how cultural norms, values, beliefs, and language make groups distinctive from one another. It then discusses how culture blends in work environments as companies take on multinational operations and managers must deal with diverse cultures. Effective cultural competency training is needed to avoid issues like miscommunication and conflict that can endanger productivity. Developing cultural competence allows one to understand, communicate with, and interact effectively across cultures in today's global business environment.
This document discusses cultural factors that impact international business. It covers 6 main learning objectives: 1) how culture involves people and impacts diversity and collisions between cultures, 2) how nations shape culture but subcultures exist, 3) how language both unites cultures but also causes challenges, 4) how religion influences values and behaviors, 5) how behaviors differ based on cultural practices around social hierarchies, groups, performance, and families, and 6) how communications are impacted by language translations, non-verbal cues, concepts of time and distance, and body language. Understanding these cultural factors is important for international firms to be sensitive and make necessary adjustments.
Culture can be defined as the set of understandings shared by a community, including values, ideas, perceptions, and codes of conduct. This document discusses several aspects of culture, including value systems, norms, aesthetics, customs, and language. It provides examples of how different cultures approach concepts like eye contact, colors, and hygiene. The document also summarizes several models for understanding cultural dimensions, such as Hofstede's model of power distance, uncertainty avoidance, individualism vs collectivism, and masculinity. Trompenaar's 7 dimensions model is also briefly outlined.
The document discusses the social and cultural environment that businesses operate within. It defines the social environment as consisting of a society's beliefs, customs, and behaviors. The cultural environment refers to the prevailing norms and values that guide behavior. Businesses must understand and adapt to their external social and cultural environments in order to be successful. They must also carefully manage their internal social environments by building a positive organizational culture. The document outlines the various responsibilities businesses have towards shareholders, government, customers, employees, and society. It discusses the importance of ethics, social auditing, and corporate governance for businesses.
This document discusses the effects of cultural differences on international business. It notes that as companies operate globally, they face new obstacles like cultural differences. Culture can influence business through language barriers, pricing challenges, and cultural clashes. The document outlines four attitudes towards culture - parochialism, cultural blindness, ethocentrism, and synergy. It also defines national culture and lists some key cultural differences companies need to understand when operating abroad, such as punctuality, greetings, and decision making. Finally, it provides tips for understanding foreign customers, like studying the local region, language, and trends to modify products to local tastes.
Po b lecture 7 global business models v2 studentsDiana Shore
This document provides an overview of a course on principles of global business. It discusses key topics that will be covered such as globalization trends, factors that drive international business, and how cultural and legal differences across countries affect business models. Some specific topics that will be analyzed include Hofstede's cultural dimensions framework, different forms of international business activity, reasons for government interventions in trade, and types of tariff and non-tariff trade barriers. The overall goals are to explain the role of global business and how international trade works while also evaluating challenges that cultural, legal, and political differences can pose for companies operating globally.
The document discusses consumer behavior and how understanding factors that influence consumer psychology, such as cultural, social, personal, and situational factors, allows marketers to improve their strategies. It also examines the consumer decision process and how marketers can target consumers at different stages by stimulating need, providing information, and influencing evaluation and purchase. Understanding why and how consumers make decisions helps optimize marketing efforts.
The document discusses cultural diversity in healthcare and the workplace. It outlines national standards introduced in 2000 to increase cultural competence in healthcare. Many federal agencies now require cultural competence training for healthcare professionals. Workplace diversity training focuses on developing respect for cultural differences and effective teamwork. Managers must consider cultural differences related to ethnicity, religion, gender, and geography when evaluating their organizations. Training, mentors, and sensitivity to differences can help employees from various cultures work together effectively.
This document provides an overview of Chapter 2 from a textbook on comparative environmental frameworks facing business. The chapter examines the dynamics of culture and its effects on international business operations and strategy. It discusses the challenges of operating in different cultural environments, including a case study on a restaurant adjusting to the culture in Saudi Arabia. The chapter outlines factors that influence and stabilize cultures like nations, languages, religions, and geography. It also analyzes how cultural behaviors and social stratification systems impact business practices around performance, gender, age, family, and occupations.
This document provides an overview of ISO 9001:2015 requirements for process owners. It begins by defining key terms like quality management system and total customer satisfaction. It then discusses the history and purpose of ISO and some key changes between the 2008 and 2015 versions. The core content reviews each clause of ISO 9001:2015 including the context of the organization, leadership responsibilities, planning processes, the PDCA cycle, and requirements for support functions. Several worked examples are provided to demonstrate how to map business processes, identify key metrics, and plan for risk mitigation and continual improvement as required by the standard.
The document discusses revenue models and pricing strategies for startups. It explains that the two key questions are what the revenue model is and how to price the product within that model. Revenue models describe how a company generates cash from customers, such as through direct sales, subscriptions, or licensing. Pricing models determine how to set prices for different customer segments using approaches like cost-plus, value-based, or competitive pricing. The document also covers issues like distribution channels, market types, and demand curves and their impact on revenue streams.
This document discusses how cultural differences can impact business operations internationally. It analyzes how cultural attributes like language, religion, and behavioral practices shape societal norms and influence areas like managing workforces, marketing, and dealing with regulations. The document emphasizes that while nationality provides a basis for analyzing cultural differences, one must also consider variations within countries as well as similarities between different groups. Understanding these cultural factors is crucial for businesses to predict relationships and adjust their strategies in other nations.
2 Cross-Cultural Business
Learning Objectives
Helsinki, Finland—Nokia Corporation (www.nokia.com) is the world’s number one manufacturer of mobile handsets. The company’s 112,000 employees in more than 150 countries generate $79 billion in sales annually. Nokia uses its knowledge of cultures to control 40 percent of the global handset market.
Nokia is especially talented at detecting consumer needs in emerging markets. China and India represent Nokia’s first and second largest markets ahead of third-place United States. Nokia knows that in India a buyer selects a handset that has the right look and style and projects the right image. But for a consumer in China, a handset needs to be the right bargain. And Nokia recently finished a year-long study of the handset needs of people who live in Accra, capital city of the African nation Ghana.
Source: Jeffrey Barbee.
Nokia spends around $8 billion a year on research and development. Anthropologists and psychologists first travel the globe for Nokia to learn how people behave and communicate. Personnel at Nokia’s headquarters in Finland then blend these unique insights with emerging global trends to design new handsets. Finally, the company develops phones suitable for a variety of markets but localizes each one with colors, surface textures, services, and ring-tones.
Nokia maintains its competitive edge through careful cultural research. For example, company anthropologists learned that people in rural areas of emerging markets need a phone that can be shared among many users. So Nokia added the capability to save each person’s contacts separately and installed a call tracker that imposes a time or cost limit on each call. Handsets designed for emerging markets also feature menus in local languages, a one-touch flashlight in case of power outages, and a demo program for those who have never used a mobile phone. As you read this chapter, consider how culture influences international business and how company actions affect cultures.1
This chapter is the first of three that describe the links between international business activity and a nation’s business environment. We introduce these topics early because of their strong influence on how commerce is conducted in different countries. In fact, success in international business can often be traced directly to a deep understanding of some aspect of a people’s commercial environment. This chapter explores the influence of culture on international business activity. Chapter 3 presents the roles of political and legal systems, and Chapter 4 examines the impact of economic systems and emerging markets on international business.
An assessment of any nation’s overall business climate is typically the first step in analyzing its potential as a host for international commercial activity. This means addressing some important questions, such as the following: What language(s) do the people speak? What is the climate like? Are the local people open to new ideas a.
This document discusses key concepts in international human resource management (IHRM). It defines IHRM and differentiates it from domestic HRM, noting increased complexity due to factors like cultural differences and varying legal systems across countries. The document also summarizes types of multinational organizations (international, multinational, global, transnational) and challenges in IHRM like expatriation failures, talent management across borders, and managing a diverse workforce. Finally, it discusses important topics like diversity, equal employment opportunities, and qualities of effective global managers.
COURSE LEARNING OUTCOME :
Explain the concept of cultural diversity and workplace diversity in tourism and hospitality industry
Discuss about the management and issues of cultural diversity in tourism and hospitality industry
Study the impact on cultural diversity in tourism and hospitality industry
CULTURAL DIVERSITY IN TOURISM & HOSPITALITY
•Globalization and internationalization is current trends.
•It makes people moving work and live with people with diverse backgrounds.
•Cultural diversity also can create conflict.
•In hospitality industry, has great dimension of cultural diversity from staff, guest and tourist.
CULTURAL DIVERSITY IN TOURISM & HOSPITALITY PEOPLE TRAVEL AROUND THE WORLD
Advanced of computer technology efficient communication system Transportation (budget – high class) Easy to book accommodation.
CULTURAL DIVERSITY IN TOURISM & HOSPITALITY
Tourism and hospitality organizations will work in very complex multicultural tourism environment.
•They must understand the perception of culture and the role of national culture and how impact to tourist behavior.
•The organization responsible to reduce gap of cultural distance in workplace.
5 EXAMPLES OF COMPANIES WITH FANTASTIC CULTURES
ZAPPOS
• Cultural fit interview
• Shoes that it sells online
• Zappos hires according to cultural fit first and foremost
• New employees are offered $2,000 to quit after the first week of training if they decide the job isn’t for them.
• This promotes the culture and happy employees, which ultimately leads to happy customers.
2. WARBY PARKER
• Has been making and selling prescription glasses online since 2010
• Designs its own glasses, and sells directly to customers, cutting out the middleman and keeping prices low.
• “Culture crushes,” - means that team have a positive culture is on the forefront, setting up fun lunches, events and programs • Make sure the entire team works well together by insisting everyone helps keep break areas clean or sending random employees out to lunch together.
TWITTER
• Culture- workers rave
• Rooftop meetings, friendly coworkers and a team-oriented environment
• Employees of twitter can also expect free meals at the san francisco headquarters,
• Along with yoga classes and unlimited vacations for some
• Twitter team decided that san francisco was to remain the place they call home, and moved into office space at 1355 market street, market square.
4. GOOGLE
•Free meals,
•Employee trips and parties,
•Financial bonuses,
• Open presentations by high-level executives,
•Gyms,
• A dog-friendly environment and so on.
Google office at London headquarters in Victoria
Google at Tokyo, Japan
AIR ASIA
• Air Asia is a huge company with a lot of employees
• Tony Fernandes, he wanted a company where people can pursue their dreams
• They advise openness and want people to be creative and passionate about what they do
• Employees can communicate directly with tony and
This document summarizes key aspects of marketing in China that a company must consider to avoid failures. It discusses how ignoring Chinese business culture led to mistakes for one company. Specifically, it outlines four fundamentals of Chinese business culture: guanxi (relationships), face, foreignness, and hierarchy. Companies must adopt an attitude that respects these cultural norms by being culturally sensitive, flexible, and respectful. Consumer behavior factors like motivations, status, and attitudes also vary significantly across cultures and regions within China.
This document discusses diversity consciousness in the workplace. It defines diversity as having people from different races and cultures within a group or organization. The document outlines the importance of diversity for businesses and employees. It also discusses barriers to diversity and effective communication, and provides suggestions for overcoming these barriers such as celebrating existing diversity, advertising jobs in diverse publications, and getting feedback from current staff. The overall purpose is to promote diversity awareness and inclusion in the workplace.
This document discusses communication in a diverse environment. It begins by defining environment and culture. Culture includes knowledge, beliefs, arts, laws, customs, and habits acquired as a member of society. There are three levels of culture that influence international business: national culture, business culture, and organizational culture. National culture is dominant within a country's boundaries and affects language and laws. Business culture provides norms for conducting business. Organizational culture refers to shared philosophies within a company. There are also primary and secondary dimensions of diversity like gender, age, race, education, and work background. The document outlines elements of culture like language, religion, attitudes, and beliefs. It emphasizes that managing diversity can provide benefits like diverse ideas but also
Managing Multinationals and Cultural Diversity (Trompenaars' model of 'Nation...Upama Rai
The slides describe the challenges of cultural diversity faced by the multinationals and their subsidiaries on the basis of Trompenaars' model of 'National Culture Differences' and the ways of efficiently managing such challenges through glocalization, cultural synergy and corporate culture.
What is the cultural environment?
A deliberately vague and broad term to describe the affectual, felt, and emotional makeup of particular spaces created by physical, social, and/or cultural environments and presence/absence of other humans and/or nonhumans. From: International Encyclopedia of Human Geography (Second Edition), 2020. Elements are - language, social norms, religion, ethics, socio economics, mores, traditions, societal regulations, nationalism, aesthetics, material culture, attitudes, values, social organisation. How does culture affect environment?
Research suggests that perceived group values impact an individual's behaviour towards the environment. In cultures that have a strong collectivistic orientation, the perception of either strong egoistic or biospheric group values can lead to pro-environmental benefits or mitigate environmental harms.
This document provides an overview of cultural aspects relevant to international trade. It discusses how culture influences consumer behavior and business practices. The presentation aims to help attendees recognize how cultural dimensions shape international trade, understand challenges of cultural differences, and prepare to conduct business safely abroad. Culture is defined as shared systems among group members that include attitudes, beliefs, values, and social institutions. Cultural norms vary greatly between high and low context communication cultures.
Culture and Communication in the Global Workforce.pptmohdshahyar
This document discusses culture and communication in the global workforce. It begins by defining culture and explaining how cultural norms, values, beliefs, and language make groups distinctive from one another. It then discusses how culture blends in work environments as companies take on multinational operations and managers must deal with diverse cultures. Effective cultural competency training is needed to avoid issues like miscommunication and conflict that can endanger productivity. Developing cultural competence allows one to understand, communicate with, and interact effectively across cultures in today's global business environment.
This document discusses cultural factors that impact international business. It covers 6 main learning objectives: 1) how culture involves people and impacts diversity and collisions between cultures, 2) how nations shape culture but subcultures exist, 3) how language both unites cultures but also causes challenges, 4) how religion influences values and behaviors, 5) how behaviors differ based on cultural practices around social hierarchies, groups, performance, and families, and 6) how communications are impacted by language translations, non-verbal cues, concepts of time and distance, and body language. Understanding these cultural factors is important for international firms to be sensitive and make necessary adjustments.
Culture can be defined as the set of understandings shared by a community, including values, ideas, perceptions, and codes of conduct. This document discusses several aspects of culture, including value systems, norms, aesthetics, customs, and language. It provides examples of how different cultures approach concepts like eye contact, colors, and hygiene. The document also summarizes several models for understanding cultural dimensions, such as Hofstede's model of power distance, uncertainty avoidance, individualism vs collectivism, and masculinity. Trompenaar's 7 dimensions model is also briefly outlined.
The document discusses the social and cultural environment that businesses operate within. It defines the social environment as consisting of a society's beliefs, customs, and behaviors. The cultural environment refers to the prevailing norms and values that guide behavior. Businesses must understand and adapt to their external social and cultural environments in order to be successful. They must also carefully manage their internal social environments by building a positive organizational culture. The document outlines the various responsibilities businesses have towards shareholders, government, customers, employees, and society. It discusses the importance of ethics, social auditing, and corporate governance for businesses.
This document discusses the effects of cultural differences on international business. It notes that as companies operate globally, they face new obstacles like cultural differences. Culture can influence business through language barriers, pricing challenges, and cultural clashes. The document outlines four attitudes towards culture - parochialism, cultural blindness, ethocentrism, and synergy. It also defines national culture and lists some key cultural differences companies need to understand when operating abroad, such as punctuality, greetings, and decision making. Finally, it provides tips for understanding foreign customers, like studying the local region, language, and trends to modify products to local tastes.
Po b lecture 7 global business models v2 studentsDiana Shore
This document provides an overview of a course on principles of global business. It discusses key topics that will be covered such as globalization trends, factors that drive international business, and how cultural and legal differences across countries affect business models. Some specific topics that will be analyzed include Hofstede's cultural dimensions framework, different forms of international business activity, reasons for government interventions in trade, and types of tariff and non-tariff trade barriers. The overall goals are to explain the role of global business and how international trade works while also evaluating challenges that cultural, legal, and political differences can pose for companies operating globally.
The document discusses consumer behavior and how understanding factors that influence consumer psychology, such as cultural, social, personal, and situational factors, allows marketers to improve their strategies. It also examines the consumer decision process and how marketers can target consumers at different stages by stimulating need, providing information, and influencing evaluation and purchase. Understanding why and how consumers make decisions helps optimize marketing efforts.
The document discusses cultural diversity in healthcare and the workplace. It outlines national standards introduced in 2000 to increase cultural competence in healthcare. Many federal agencies now require cultural competence training for healthcare professionals. Workplace diversity training focuses on developing respect for cultural differences and effective teamwork. Managers must consider cultural differences related to ethnicity, religion, gender, and geography when evaluating their organizations. Training, mentors, and sensitivity to differences can help employees from various cultures work together effectively.
This document provides an overview of Chapter 2 from a textbook on comparative environmental frameworks facing business. The chapter examines the dynamics of culture and its effects on international business operations and strategy. It discusses the challenges of operating in different cultural environments, including a case study on a restaurant adjusting to the culture in Saudi Arabia. The chapter outlines factors that influence and stabilize cultures like nations, languages, religions, and geography. It also analyzes how cultural behaviors and social stratification systems impact business practices around performance, gender, age, family, and occupations.
Similar to Culture and Diveristy in Business.ppt (20)
This document provides an overview of ISO 9001:2015 requirements for process owners. It begins by defining key terms like quality management system and total customer satisfaction. It then discusses the history and purpose of ISO and some key changes between the 2008 and 2015 versions. The core content reviews each clause of ISO 9001:2015 including the context of the organization, leadership responsibilities, planning processes, the PDCA cycle, and requirements for support functions. Several worked examples are provided to demonstrate how to map business processes, identify key metrics, and plan for risk mitigation and continual improvement as required by the standard.
The document discusses revenue models and pricing strategies for startups. It explains that the two key questions are what the revenue model is and how to price the product within that model. Revenue models describe how a company generates cash from customers, such as through direct sales, subscriptions, or licensing. Pricing models determine how to set prices for different customer segments using approaches like cost-plus, value-based, or competitive pricing. The document also covers issues like distribution channels, market types, and demand curves and their impact on revenue streams.
This document discusses key resources, activities, and costs for a business. It identifies four critical resources as physical, financial, human, and intellectual resources. Physical resources include office space, equipment, and inventory. Financial resources include funding from friends/family, grants, and investors. Human resources include employees and advisors/mentors/coaches. Intellectual property includes trademarks, copyrights, patents, and trade secrets. Key activities and costs will depend on the business and industry. Examples are provided for a medical device startup and a company pursuing robotic agriculture.
This document discusses various methods for job evaluation, including analytical and non-analytical approaches. It describes the ranking method and job grading method as non-analytical approaches and the point method and factor comparison method as analytical approaches. For each method, it provides details on the process and highlights merits and demerits. The point method assigns numerical points to factors like skills, education, experience, and responsibilities to determine pay grades. The factor comparison method ranks and values factors like mental effort, skill, and working conditions to establish wage structure.
This document discusses key concepts in production and operations management related to new product development. It covers the following main points:
1. Organizations exist to provide goods/services to customers and great products are key to success. New products drive substantial revenue but also have life cycles that require constant development of new offerings.
2. The objective of product decisions is to meet market demands with a competitive advantage. The operations function must successfully introduce new products.
3. Products progress through introduction, growth, maturity, and decline phases. Operations must adapt to demands of each phase, such as modifying processes for new products or improving cost control in maturity.
4. Factors like customers, technology, regulations influence product development
This document provides an overview of citation and referencing practices in research work. It explains the importance of citing sources to avoid plagiarism and to attribute ideas to the correct original authors. It also explains how to cite sources in APA style, including providing in-text citations and compiling a reference list. The presentation covers citing various source types such as books, journal articles, websites and personal communications according to APA style guidelines.
The document discusses diversity in the workplace. It defines diversity as individual acceptance and respect of differences between people. Some elements of diversity are age, gender, ethnicity, race, sexual orientation, beliefs and more. Managing diversity aims to maximize its advantages and minimize disadvantages. A diverse workforce improves customer service, community relations, innovation and performance. Respecting individual differences creates a competitive advantage and increases productivity.
The document discusses various types of partners that a startup may consider including strategic alliances, joint business development, coopetition, key suppliers, and traffic partners. It notes that partners can help with faster time to market, broader product offerings, more efficient use of capital, unique customer knowledge or expertise, and access to new markets. However, it also warns of risks like impedence mismatch, unclear ownership, lack of vision, differing objectives, and difficulties unwinding partnerships. The document provides several examples of partnerships in different industries and recommends finding the partner that gives an unfair advantage and recognizing that large partners don't necessarily care about the startup.
The document discusses marketing mix, which refers to the combination of marketing tools used by a company to satisfy customers and achieve goals. It describes the four Ps of marketing mix - product, price, place, and promotion. Product refers to the goods and services offered. Price is the amount charged. Place involves distribution channels that make the product available to customers. Promotion includes advertising, personal selling, and sales promotion to raise customer awareness. The marketing mix is an important part of developing an effective marketing strategy.
This chapter discusses the presentation, analysis, and interpretation of data collected for a study. Data should be presented clearly and logically using appropriate tables, graphs, and figures with clear titles and labeling. The analysis section should highlight only the most important findings relevant to the research questions. Interpretation involves establishing relationships between data and checking if findings support any hypotheses. Both quantitative and qualitative analysis can be used depending on the study. Graphs like bar graphs, pie charts, and line graphs are commonly used to visually represent data trends or relationships. Captions, labels, and other design elements of tables and figures should follow standard conventions for clear communication.
Procurement fraud can occur in several ways:
1) Kickbacks and corrupt payments involve suppliers providing bribes to employees in exchange for securing contracts and orders.
2) Corrupt influence involves corruption affecting business deals through hidden prices and partnerships chosen for expediency over quality.
3) Collusion and bid rigging refers to illegal agreements between bidders to distort competition by designing tenders that only one supplier can win.
The document discusses customer relationships for physical and web/mobile products. It defines key terms like customer acquisition cost (CAC), lifetime value (LTV), and churn. For physical products, it explains how to get, keep, and grow customers. For web/mobile products, it discusses marketing funnels and how to calculate CAC, LTV, and the balancing act between monetization and customer acquisition costs. The impact of churn on LTV is also explained, with the recommendation to keep monthly churn below 2.5% for a sustainable business model.
This document discusses different distribution channel models across multiple industries. It provides examples of distribution channels for books, medical devices, sensors, dental products, online rentals, and travel. For each industry, it outlines the key players in the distribution channel, how products flow through the channel, and considerations around costs, compensation, and incentives. The examples illustrate both direct sales channels as well as channels that involve multiple third parties like distributors, wholesalers, and retailers.
The document discusses the evolution of management theories from ancient times to the present. It describes early ideas on management, strategy, and leadership from thinkers like Sun Tzu and Machiavelli. It then covers the Classical, Behavioral, Quantitative, and Contingency approaches to management. The Classical approach from 1890 emphasized organizational efficiency while the Behavioral approach from 1910 focused on human factors. The systems approach from the 1950s-1960s viewed organizations as open systems. Finally, the Contingency approach of the 1970s recognized that the best management approach depends on the situation or circumstances.
This document discusses several types of sensors that are commonly used in industrial automation: temperature sensors, pressure sensors, MEMS sensors, and torque sensors. It provides examples of specific sensors for each type, along with their applications. Temperature sensors measure temperature and are used for continuous monitoring. Pressure sensors detect pressure and are used to measure variables like flow and altitude. MEMS sensors convert mechanical signals to electrical ones and are used for applications like airbag deployment. Torque sensors measure torque and rotation for uses like speed monitoring and torque calculation. All of these sensor types play vital roles in making automated industrial products more intelligent and advanced.
This document provides an overview of research methods and basic concepts. It defines key terms like scientific research, deduction, induction, theory, hypothesis, and empiricism. It also discusses different types of research like basic research, applied research, quantitative research, qualitative research, experimental research, and non-experimental research. The document outlines approaches to knowledge acquisition and the logical steps of the scientific method.
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 causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
This document discusses various methods for predicting job performance during the employee selection process, including references, letters of recommendation, education and training history, tests of knowledge, skills and abilities, and work samples. It describes how each method can be used to confirm resume details, check for discipline issues, discover new information about applicants, and predict future job performance. Ethical guidelines for references are also outlined.
Taurus Zodiac Sign: Unveiling the Traits, Dates, and Horoscope Insights of th...my Pandit
Dive into the steadfast world of the Taurus Zodiac Sign. Discover the grounded, stable, and logical nature of Taurus individuals, and explore their key personality traits, important dates, and horoscope insights. Learn how the determination and patience of the Taurus sign make them the rock-steady achievers and anchors of the zodiac.
Storytelling is an incredibly valuable tool to share data and information. To get the most impact from stories there are a number of key ingredients. These are based on science and human nature. Using these elements in a story you can deliver information impactfully, ensure action and drive change.
Zodiac Signs and Food Preferences_ What Your Sign Says About Your Tastemy Pandit
Know what your zodiac sign says about your taste in food! Explore how the 12 zodiac signs influence your culinary preferences with insights from MyPandit. Dive into astrology and flavors!
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
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Every industrial revolution has created a new set of categories and a new set of players.
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Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
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The structural design process is explained: Follow our step-by-step guide to understand building design intricacies and ensure structural integrity. Learn how to build wonderful buildings with the help of our detailed information. Learn how to create structures with durability and reliability and also gain insights on ways of managing structures.
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The Evolution and Impact of OTT Platforms: A Deep Dive into the Future of Ent...ABHILASH DUTTA
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The impact of OTT platforms on the Bollywood film industry is significant. The competition for viewers has led to a decrease in cinema ticket sales, affecting the revenue of Bollywood films that traditionally rely on theatrical releases. Additionally, OTT platforms now pay less for film rights due to the uncertain success of films in cinemas.
Looking ahead, the future of OTT in India appears promising. The market is expected to grow by 20% annually, reaching a value of ₹1200 billion by the end of the decade. The increasing availability of affordable smartphones and internet access will drive this growth, making OTT platforms a primary source of entertainment for many viewers.
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Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
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In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
Introduction
The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
2. Culture in Business
• Describe the effect of culture on doing business globally
• Describe how corporate cultures differ among businesses
3. Culture in a Global Economy
• Culture: the beliefs, customs, and attitudes of a
distinct group of people
– dress, food, language, art
– history, geography, and religion
• Culture may refer to an entire country, ethnic group,
social group, or institution.
4. Culture and Business
• In business, culture has two important meanings.
In the broad sense, it refers to the customs
of other countries with which companies
do business. A custom is a practice
followed by people of a particular group or
region
Business culture refers to the standards of
a particular company.
5. As companies trade worldwide, they must
be aware of different cultural and business
practices (e.g. etiquette, business customs,
rules for personal interactions)
6. Culture in a Global Economy
o Companies that trade with other countries
must be aware of differences in
o Language
o Currencies
o Laws
o Eating habits
o even systems of measurements.
• Failure to understand the culture of a country in which you do
business can ruin a deal or lead to a marketing disaster
7. Consider This . . .
• Why is it important to understand other cultures when doing
business in a global marketplace?
• What are some things that you would do when planning to
conduct business in another country?
8. Marketing Abroad
• To market products successfully in another country,
companies must research the country’s languages, customs,
and tastes.
https://www.youtube.com/watch?v=8qECCCaPdw0
9. Marketing Abroad
Example: Pillsbury translated
“Jolly Green Giant” into Arabic
and it became
“Intimidating Green Ogre”
Coca-Cola changes the amount of
carbonation and sugar in its
products to suit the tastes
of different countries
10. Doing Business Abroad
• Companies doing business in other countries must be aware
of cultural differences that affect the workplace.
Problems for
EuroDisney
- Fear of cultural
imperialism
- Resistance to
strict dress codes
- Mandatory use
of English in
meetings
- 3,000 French
workers quit
11. Doing Business Abroad
• Think about marketing goods in other countries.
• What are some obstacles you might face?
12. Business Etiquette
• Business etiquette: conduct that is considered socially
acceptable in business; differs from country to country
• Example:
• In the USA receiving a gift from a potential business partner
could be seen as a bribe. But in Japan it is customary to give
gifts, and there are many rituals involved.
• In India, before doing business it is customary to
have tea.
• In Mexico, throwing documents on a table during a meeting is
considered an insult
13. Business Etiquette
• Strategies to avoid cultural problems
– Hire local managers “THINK GLOBAL, ACT LOCAL” (e.g. hire a Swedish
person to manage office in Sweden)
– Train American employees to live and work in other countries
• As more countries trade globally, there is an increased
demand for people who have studied other languages and
cultures.
– Study high-demand language/culture (Spanish, Mandarin/Chinese,
Arabic, etc.)
– Spend a semester or two of college studying abroad
– Teach English in a foreign country
14. Corporate Culture
• Corporate culture: a company’s shared values, beliefs, and
goals
• Culture may be defined
– Formally, through a company code of ethics, a written manual, and the
orientation process
– Informally, through dress codes, work habits, and social activities
• Factors influencing cultures may include
– Company’s founder
– Industry (banking vs. technology)
– Geographic location (NYC vs. Silicon Valley)
Consider This
Why is it important to know something about a firm’s corporate culture
before accepting a job there?
15. Examples of corporate cultures
o McDonald’s & Disney: stress customer service and family
values. Employees are expected to be clean-cut and
greet each customer with a smile.
o FedEx, Ben & Jerry’s, and Patagonia
stress worker satisfaction and
concerns for environment.
16. Examples of corporate cultures
o Company founder can influence its culture, William
Hewlett stressed a “people first” culture
o Regional differences: Wall Street firm in NY may expect
to wear a suit and tie. High-tech company in California
might wear T-shirts and shorts to work.
17. Corporate Culture continued . . .
Formal Culture
• May have a strict hierarchy, or
chain of command
• May have one top decision
maker with several layers of
management below
(bureaucracy)
• Making changes or passing
down decisions may be
complicated
• Job titles indicate power/status
• Dress codes and work hours
strictly enforced
Informal Culture
• Employees encouraged to make
decisions on their own; may have
decentralized organization
• Work hours are more flexible;
may also work from home
• May value innovation over
tradition
• Job titles are not as important
• Dress code is more casual
Note: There may be different cultures within one company.
18. Considering Corporate Culture
• Form groups of two to four people. Appoint a timekeeper and
recorder.
• Discuss the following questions. Your recorder should write
your answers on a separate sheet of paper (to hand in at end
of class).
– Review the descriptions of formal and informal culture. What are
some drawbacks and benefits of each?
– Describe the classroom culture of your favorite class(es). What
classroom rules, work habits, and activities help shape how you work,
act, and deal with problems? How does this culture influence your
work as students? Try to connect your discussion of classroom culture
to the notes on corporate culture.
19. Videos for culture
• Google NYC - http://www.wsj.com/video/inside-
google-an-exclusive-look-at-its-nyc-office/88595E54-
0ACC-42D0-963B-0D940612BFA9.html
• Under Armour -http://www.nbcnews.com/video/rock-
center/51109024#51109024
• Google -
https://www.youtube.com/watch?v=LB5utwRnfH4
• UBRN -
https://www.youtube.com/watch?v=uxA1NExdO4E
20. Diversity in the Workplace
• Identify ways in which cultural diversity has an impact on
business
• Companies are more aware of the growing spending poser of
different consumers groups.
• Human resources managers find ways to draw on the
strengths of culturally diverse workers.
21. Cultural Diversity
• Companies tend to thrive when they have diversity, a variety
of employees with different backgrounds and identities.
• People are diverse in terms of
– Age
– Fender
– Ethnicity
– Individual needs
– Education
– Marital status
– Income
– Religious beliefs
22. Cultural Diversity
• Diversity in the workplace means
• Differences in skills, work habits, and approaches to tasks.
• People with the same assignments will carry them out in
different ways
23. Cultural Diversity
• Some people stereotype others who are different from them
• To stereotype people is to identify them by a single trait or as
a member of a certain group rather than as individuals.
• Your success on the job will depend on how well you work
with and for people who are different fromyou
24. The Impact of Diversity on Business
● US population is becoming more
ethnically diverse.
● Each year more than 1 million people
come to US
● Growing populations
● Fastest growing population is Hispanic and
Asian
o Hispanic- up 60% in TX and CA
25. The Impact of Diversity on Business
● Population is getting older and living
longer.
● More workers age 65 and over are working
past retirement age.
● Women in the labor force expected to rise
slightly faster rate than for men.
● Workers aged 25 -54 are the largest share
of the workforce
26. Changes in the Workplace
● Women and minorities
are taking more
leadership /
management roles.
● Many workers from
various cultures meet
people of different
ages, ethnic
background, and
abilities
27. Changes in the Marketplace
o More diverse workplace = more diverse marketplace.
o Different groups with spending power
o Target audiences change
o Many ads in multiple languages (English and Spanish)
28. Changes in the Marketplace
o Baby Boomer Generation: 76 million born between 46-
64 many are reaching retirement age and developing
specific needs
o Millennial Generation: 80 million born early 1980 –
2000’s sometimes called “echo boomers” 1st
generation to grow up with technologies such as
computers and cell phones
29. Managing Diversity
• Human Resource Managers oversee diversity.
– Try to make the company inclusive by hiring different characteristics,
backgrounds, and ethnicities.
– Leads to more realistic world views, which can lead to competitive
advantage
– Diversity is an asset when dealing with clients and customers of
various cultures.
– Draw on the strength of the company’s melting pot
30. Laws Against Discrimination
• Discrimination is unfair treatment of a person or group,
usually because of prejudiced attitudes about race, ethnicity,
age, religion, or gender.
• Many laws have been passed to prevent discrimination.
• In the past, workers over the age of 40 were often fired or
denied jobs in favor of younger workers. This form of
discrimination is called ageism.
31. Laws Against Discrimination
o Age Discrimination in Employment Act prohibits
discrimination against workers based on their age.
o Equal Employment Opportunity Act- protects against
discrimination against age (ageism), gender, ethnicity, etc
o Americans with Disabilities Act (ADA) – prohibits
discrimination against qualifies people who have disabilities.
Employers must make reasonable accommodation for
qualified person with a disability.
32. Diversity Programs
• Companies offer diversity training programs to promote
tolerance among workers that helps to reduce conflicts
among workers.
• Diversity training breaks down stereotypes
• Managers must avoid stereotypes
• They must create a work environment in which prejudice is
not tolerated and diversity is welcomed and respected.
• They must create a corporate culture that values diversity
33. Benefits of Diversity
• A diverse workforce offers a broader range of ideas and points
of view
• Greater diversity in the workplace helps a company better
understand and serve diverse markets
• Diversity improves morale among employees and strengthens
their commitment to company goals.
• Companies that value diversity have
– increased productivity and efficiency
– lower turnover rates
– less absenteeism
– Fewer legal costs from employee complaints
34. Questions 1
In the business arena:
a) Only men should stand for handshaking and
all introductions
b) Only women should stand for handshaking
and all introductions
c) It is not necessary for men or women to stand
for handshaking and all introductions
d) Both men and women should stand for
handshaking and all introductions
35. Question 2
For easy reading, one’s name badge should be worn:
a) On the left shoulder
b) On the right shoulder
c) On the left hip
d) Around one’s neck
36. Question 3
When eating bread in a restaurant, you should:
a) Butter the whole piece of bread, pick it up, and eat one bite at
a time.
b) Break off a bite-sized piece of bread and then butter and eat
one bite at a time
37. Question 4
The best way to meet people at a business or social function is to:
a) Head for the bar or buffet immediately upon arrival
b) Introduce yourself to two people who are standing close and
talking softly
c) Look confident, standing in the center of the room, and wait
for someone to approach you
d) Introduce yourself to a person standing alone
e) Stick close to those you know very well and forget about the
rest
38. Question 5
When making a business introduction, you should :
a) Wing it
b) Introduce the less important/junior person to the more
important/senior person
c) Introduce the more important/senior person to the less
important/senior person
d) Don’t do anything. It is their responsibility to introduce
themselves.
39. Question 6
When expressing thanks to someone who has given you a gift,
you:
a) Send an email because it is faster and more efficient
b) Send a handwritten note within 48 hours
c) Pick up the phone and call within 72 hours
d) Consider a verbal thank you sufficient
40. Question 7
When you are dining with someone important and your cell
phone rings, you:
a) Answer it within two rings and keep the call brief
b) Ignore it and pretend that someone else’s phone is
ringing
c) Apologize and turn the phone on silent mode. The
person you’re with takes priority.
d) Apologize, step away from the table, and take the call
in the lobby or restroom.
41. Question 8
When you are dining in a restaurant and you accidentally drop
your fork on the floor, you:
a) Pick it up, wipe it off, and use it anyway
b) Pick it up, give it to the server, and ask him to bring
you another one
c) Leave it on the floor and ask the server to bring you
another one
d) Leave it on the floor and use your neighbor’s fork when
he’s not looking
42. Question 9
When seated at a round or rectangular table:
a) Remember, left to right, B-M-W: bread, meal, water
b) Remember left to right, D-D-R: drink, dinner plate, roll
c) It doesn’t matter. There’s enough water and bread to
go around anyway.
43. Question 10
When you are finished eating, your napkin should be
a) Folded loosely and placed on the right side of your
plate
b) Folded loosely and placed on the left side of your plate
c) Folded loosely and placed on the center of your plate
d) Folded like a dove or pirate’s hat and placed in the
center of your chair
44. Question 11
When two business people communicate, how far apart should
they stand?
a) 1.5 feet
b) 3 feet
c) 7 feet
45. Question 12
It is acceptable to tell a business colleague that his/her
zipper is unzipped.
a) True
b) False
46. Question 13
When answering a business phone, always answer
a) With a simple hello. It sounds more approachable and
less pretentious.
b) With your name
c) With your name, department, title, and a greeting
47. Question 14
When you reach a doorway at the same time as another
person, the following rules apply:
a) Whoever arrives first should open it and hold it for those who
are following
b) Men should always open doors for women
c) Women should open doors for men to prove that they are no
longer oppressed
d) Always open the door for someone of either sex if that person
has his or her hands full
48. Question 15
When exiting an elevator and a more senior person is toward the
back, always:
a) Step aside to let the more important person exit first
b) Exit first if you are closest to the door
49. Question 16
On “Casual Friday”, which item(s) of clothing is (are) generally
considered inappropriate?
a) Khaki slacks e) Loafers
b) Sweat pants f) Flip flops
c) Baseball caps g) Jeans
d) Polo-type shirts
50. Question 17
You have just heard a coworker in the cubicle next to yours speak
rudely to a client on the phone. You should:
a) Wait until the call is finished, then tell the person
that their behavior is unacceptable
b) Tell your boss
c) Respect your coworker’s privacy and refrain from commenting
51. Question 18
You have exchanged a couple of angry emails with a coworker who,
in your opinion, is being unreasonable. It’s getting out of hand.
You should:
a) Stop the communication and let things cool off
b) Send one more blistering email, summarizing the situation
and how upset you are with that person’s behavior, and :cc the
recipient’s supervisor
c) Change the medium. Call the person on the telephone or go
sit down face to face.
52. Question 19
If you have a morsel of food lodged in your teeth and you
want to remove it, you:
a) Take your knife when no one is looking and remove
the morsel promptly with the blade
b) Raise your napkin to your mouth and discreetly use
a sugar packet or your business card to remove the
morsel
c) Politely ask your server for a toothpick
d) Excuse yourself and go to the restroom to pick your
teeth in private
53. Academic Vocabulary
• Distinct - distinguishable to the eye or mind as
discrete; separate
• Ethnic - of or relating to large groups of people
classed according to common racial, national, tribal,
religious, linguistic, or cultural origin or background
• Region- a broad geographic area distinguished by
similar features
• Tradition – an inherited, establishes, or customary
pattern of thought, action, or behavior
54. Academic Vocabulary
• Diverse - differing from one another
• Assignments - a specified task
• Prohibits – forbid by authority
• Accommodation – the provision of what is needed;
adaption or adjustment