The document discusses how culture profoundly impacts management styles and business systems. It contrasts relationship-oriented cultures like Japan that are consensus-based versus information-oriented cultures like the US that are more individualistic. Successful international business requires understanding different management styles and adapting to cultural differences.
Chapter 3 History and Geography The Foundations of Culture Water Birds (Ali)
The importance of history and geography in the understanding of international markets
The effects of history on a country’s culture
How culture interprets events through its own eyes
How the United States moved west and how this more affected attitudes
The effect of geographic diversity on economic profiles of a country
Why markets need to be responsive to geography of a country
Economic effects of controlling population growth versus aging population
Communications are an integral part of international commerce
Slide chapter 1 : The Scope and Challenge of
International Marketing - International Marketing 15th Philip R. Cateora, Mary C. Gilly, and John L. Graham.
Slide chapter 16 : Integrated Marketing Communications
and International Advertising - International Marketing 15th Philip R. Cateora, Mary C. Gilly, and John L. Graham
Chapter 3 History and Geography The Foundations of Culture Water Birds (Ali)
The importance of history and geography in the understanding of international markets
The effects of history on a country’s culture
How culture interprets events through its own eyes
How the United States moved west and how this more affected attitudes
The effect of geographic diversity on economic profiles of a country
Why markets need to be responsive to geography of a country
Economic effects of controlling population growth versus aging population
Communications are an integral part of international commerce
Slide chapter 1 : The Scope and Challenge of
International Marketing - International Marketing 15th Philip R. Cateora, Mary C. Gilly, and John L. Graham.
Slide chapter 16 : Integrated Marketing Communications
and International Advertising - International Marketing 15th Philip R. Cateora, Mary C. Gilly, and John L. Graham
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
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Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
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Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
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Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
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Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
2. Learning Objectives
• The necessity for adapting to cultural differences
• How and why management styles vary around the world
• The extent and implications of gender bias in other
countries
• The importance of cultural differences in business ethics
• The differences between relationship-oriented and
information-oriented cultures
5-2
3. Global Perspective
Do Blondes Have More Fun in Japan?
• Culture, including all its elements, profoundly affects management
style and overall business systems
- Max Weber (1930)
• Americans
- Individualists
• Japanese
- Consensus oriented & committed to the group
• Central & Southern Europeans
- Elitists and rank conscious
• Knowledge of the management style existing in a country and a
willingness to accommodate the differences are important to
success in an international market.
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4. Required Adaptation
• Adaptation is a key concept in international marketing.
• As a guide to adaptation, all who wish to deal with individuals, firms, or
authorities in foreign countries should be able to meet 10 basic criteria:
- 1) open tolerance
- 2) flexibility
- 3) humility
- 4) justice/fairness
- 5) ability to adjust to varying tempos
- 6) curiosity/interest
- 7) knowledge of the country
- 8) liking for others
- 9) ability to command respect
- 10) ability to integrate oneself into the environment
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5. Degree of Adaptation
• Essential to effective adaptation is awareness of one’s
own culture and the recognition that differences in others
can cause anxiety, frustration, and misunderstanding of
the host’s intentions.
• The self-reference criterion (SRC) is especially operative
in business customs.
• The key to adaptation is to remain American but to
develop an understanding of and willingness to
accommodate the differences that exist.
5-5
6. Cultural Imperatives
• The business customs and expectations that must be met and
conformed to or avoided if relationships are to be successful.
• Friendship motivates local agents to make more sales.
• The significance of establishing friendship cannot be
overemphasized, especially in those countries where family
relationships are close.
• In some cultures a person’s demeanor is more critical than in
other cultures
• What may be an imperative to avoid in one culture is an
imperative to do in another.
5-6
7. Cultural Electives and Exclusives
• Cultural electives:
- Relate to areas of behavior or to customs that cultural aliens may
wish to conform to or participate in but that are not required.
- A cultural elective in one county may be an imperative in another.
- Cultural electives are the most visibly different customs and thus
more obvious.
• Cultural exclusives:
- Those customs or behavior patterns reserved exclusively for the
locals and from which the foreigner is barred.
5-7
8. The Impact of American Culture on
Management Style
• “Master of destiny” viewpoint
• Independent enterprise as the instrument of social action
• Personnel selection and reward based on merit
• Decisions based on objective analysis
• Wide sharing in decision making
• Never-ending quest for improvement
• Competition producing efficiency
5-8
10. Authority and Decision Making
• Influencers of the authority structure of business:
- High PDI Countries
• Mexico, Malaysia
- Low PDI Countries
• Denmark, Israel
• Three typical authority patterns:
- Top-level management decisions
- Decentralized decisions
- Committee or group decisions
5 - 10
11. Management Objectives and Aspirations
• Security and mobility
- Relate directly to basic human motivation and therefore have
widespread economic and social implications.
• Personal life
- Worldwide study of individual aspirations, (David McClelland).
• Affiliation and social acceptance
- In some countries, acceptance by neighbors and fellow workers
appears to be a predominant goal within business.
• Power and achievement
- South American countries
5 - 11
14. Communication Styles
• Face-to-face communication:
- Managers often fail to develop even a basic understanding of just one other
language.
- Much business communication depends on implicit messages that are not
verbalized.
• Internet communications:
- Nothing about the Web will change the extent to which people identify
with their own language and cultures.
- Estimates are that 78% of today’s Web site content is written in English,
but an English e-mail message cannot be understood by 35% of all Internet
users.
- Country-specific Web sites
- Web site should be examined for any symbols, icons, and other nonverbal
impressions that could convey and unwanted message.
• Formality and tempo
5 - 14
15. P-Time versus M-Time
• Monochronic time:
- Tend to concentrate on one thing at a time
- Divide time into small units and are concerned with promptness
- Most low-context cultures operate on M-Time
• Polychronic time:
- Dominant in high-context cultures
- Characterized by the simultaneous occurrence of many things
- Allows for relationships to build and context to be absorbed as parts of
high-context cultures.
• Most cultures offer a mix of P-time and M-time behavior, but have
a tendency to be either more P-time or M-time in regard to the role
time plays.
• As global markets expand more businesspeople from P-time
cultures are adapting to M-time.
5 - 15
17. Negotiations Emphasis
• Business negotiations are perhaps the most fundamental
business rituals.
• The basic elements of business negotiations are the same
in any country.
- They relate to the product, its price and terms, services associated
with the product, and finally, friendship between vendors and
customers.
• One standard rule in negotiating is “know thyself” first,
and second, “know your counterpart.”
5 - 17
18. Gender Bias in International Business
• Women represent only 18% of the employees who are chosen for
international assignments.
• In many cultures women are not typically found in upper levels of
management, and men and women are treated very differently.
- Asia, Middle East, Latin America
• Prejudices toward women in foreign countries
• Cross-mentoring system
- Lufthansa
• Executives who have had international experience are more likely
to get promoted, have higher rewards, and have greater
occupational tenure.
5 - 18
19. The Impact of Gender Bias in the Boardroom
Female directors on
corporate boards as a
% of total
(March 2004)
5 - 19
20. Corruption Defined
• Types of Corruption:
- Profits (Marxism)
- Individualism (Japan)
- Rampant Consumerism (India)
- Missionaries (China)
• Criticisms of Mattel and Barbie:
- Sales of Barbie declined worldwide after the global standardization
- Parents and government did react
- Mattel’s strategy boosted sales of its competition
5 - 20
21. The Western Focus on Bribery
• 1970s, bribery became a national issue with public
disclosure of political payoffs to foreign recipients by
U.S. firms.
• The decision to pay a bribe creates a major conflict
between what is ethical and proper and what is profitable
and sometimes necessary for business.
• OECD Convention on combating the bribery of foreign
public officials in international business transactions.
• Transparency International (TI)
5 - 21
22. Bribery: Variations on a Theme
• Bribery and Extortion:
- Voluntary offered payment by someone seeking unlawful advantage
is bribery.
- If payments are extracted under duress by someone in authority from
a person seeking only what he are she is lawfully entitled to that is
extortion.
• Subornation and Lubrication:
- Lubrication involves a relatively small sum of cash, a gift, or a
service given to a low-ranking official in a country where such
offerings are not prohibited by law.
- Subornation involves giving large sums of money, frequently not
properly accounted for, designed to entice an official to commit an
illegal act on behalf of the one offering the bribe.
5 - 22
23. Bribery: Variations on a Theme (continued)
• Agent’s Fees:
- When a businessperson is uncertain of a country’s rules and
regulations, an agent may be hired to represent the company in
that country.
- The Foreign Corrupt Practices Act
- Change will come only from more ethically and socially
responsible decisions by both buyers and sellers and by
governments willing to take a stand.
5 - 23
26. Ethical and Socially Responsible Decisions
• In normal business operations, difficulties arise in making decisions,
establishing policies, and engaging in business operations in five broad areas:
- Employment practices and policies
- Consumer protection
- Environmental protection
- Political payments and involvement in political affairs of the country
- Basic human rights and fundamental freedoms
• Laws are the markers of past behavior that society has deemed unethical or
socially irresponsible.
• Three ethical principles to help the marketer distinguish between right and
wrong, determine what ought to be done, and properly justify his or her actions:
- Utilitarian Ethics
- Rights of the Parties
- Justice or Fairness
5 - 26
27. Culture’s Influence on Strategic Thinking
• British-American
- Individualistic
• Japan & Germany
- Communitarian
• In the less individualistic cultures labor and management
cooperate.
• A competitive, individualistic approach works well in the context
of an economic boom.
• Fourth kind of capitalism – that common in Chinese cultures
- Predicted by culture
5 - 27
28. A Synthesis, Relationship-Oriented vs.
Information-Oriented Cultures
• Studies are noting a strong relationship between Hall’s high/low
context and Hofstede’s Individualism/Collective and Power
Distance indexes.
• Not every culture fits every dimension of culture in a precise way.
• Information-Oriented Culture
- United States
• Relationship Culture
- Japan
• Synthesis of cultural differences allows us to make predictions
about unfamiliar cultures.
5 - 28
29. A Synthesis, Relationship-Oriented vs.
Information-Oriented Cultures
Information Oriented (IO) Relationship Oriented (RO)
Low context High context
Individualism Collectivism
Low power distance High power distance (including gender)
Bribary less common Bribary more common
Low distance from English High distance from English
Linguistic directness Linguistic indirectness
Monochronic time Polychronic time
Internet Face-to-face
Foreground Background
Competition Reduce transaction costs
5 - 29
30. Summary
• Some cultures appear to emphasize the importance of information
and competition while others focus more on relationships and
transaction cost reductions.
• Businesspersons working in another country must be sensitive to
the business environment and must be willing to adapt when
necessary.
• Understanding the culture you are entering is the only sound basis
for planning.
• Business behavior is derived in large part from the basic cultural
environment in which the business operates and, as such, is subject
to the extreme diversity encountered among various cultures and
subcultures.
5 - 30
31. Summary (continued)
• Environmental considerations significantly affect the attitudes,
behavior, and outlook of foreign businesspeople.
• Varying motivational patterns inevitably affect methods of doing
business in different countries.
• The international trader must be constantly alert and prepared to
adapt when necessary.
• No matter how long in a country, the outsider is not a local; in
many countries that person may always be treated as an outsider.
• One must avoid the critical mistake of assuming that knowledge of
one culture will provide acceptability in another.
5 - 31