This document discusses Hofstede's study on cultural dimensions and how it can be applied to international business. It provides an overview of Hofstede's research analyzing IBM data from over 50 countries to identify 5 cultural dimensions: power distance, uncertainty avoidance, individualism, masculinity, and long-term orientation. Examples are given of how these dimensions impact leadership styles, organizational structures, and communication between cultures with differing scores. The document also notes some criticisms of Hofstede's study and poses discussion questions.
,geert hofstead ,dimensions of natural culture ,un certainity avoidance index ,long term and short term orientation ,indulgence vs restraint ,power distance index ,masculinity vs femininity
,geert hofstead ,dimensions of natural culture ,un certainity avoidance index ,long term and short term orientation ,indulgence vs restraint ,power distance index ,masculinity vs femininity
The Hofstede’s Cultural Dimensions Theory. The aim of the study was to determine the dimensions in which cultures vary.
Hofstede identified six categories that define culture: Power Distance Index. Collectivism vs. Individualism. Uncertainty Avoidance Index.
A brief presentation done by Umesh, Raksha and Baoping. Presentation is about National and Organisational Culture based in works done by Hoftede and other scholars.
Cultural Differences. Hofstede's Cultural Dimensions: Power Distance Maria Antonietta Marino
A brief overview on Power Distance, one of Hofstede's cultural dimensions. How do people react to authority according to their own culture? How likely are they to act upon their own initiative and to apply critical thinking in their daily doings? Let's discover it together!
The Hofstede’s Cultural Dimensions Theory. The aim of the study was to determine the dimensions in which cultures vary.
Hofstede identified six categories that define culture: Power Distance Index. Collectivism vs. Individualism. Uncertainty Avoidance Index.
A brief presentation done by Umesh, Raksha and Baoping. Presentation is about National and Organisational Culture based in works done by Hoftede and other scholars.
Cultural Differences. Hofstede's Cultural Dimensions: Power Distance Maria Antonietta Marino
A brief overview on Power Distance, one of Hofstede's cultural dimensions. How do people react to authority according to their own culture? How likely are they to act upon their own initiative and to apply critical thinking in their daily doings? Let's discover it together!
1
MBA 670 Capsim: Strategic Decision Making
Project 5 - Creating an International Business Plan
Learning Topics
2
MBA 670: Strategic Decision Making
Project 5 Learning Topics
1 Assess the Characteristics of MediCorp's Potential Customers in
the Selected Country
International Cultural Differences
Communications, teamwork, organizational hierarchy, and positive attitudes toward management roles
are essential in any organization. These are crucial in international business, as problems are often
exacerbated by subtle cross-cultural differences. When defining roles in multinational teams whose
members have diverse attitudes and expectations about organizational hierarchy, these cultural
differences can present a challenge.
Culture is a system of values and norms that is shared among a group of people. The ways people
interact socially, their mutual expectations, and the values they share all have consequences for doing
business and managing across cross-cultural boundaries.
How a country's cultural differences relate to international business can be seen in the following
examples:
• In Japan, social hierarchy and respect for seniority are highly valued and are reflected at the
workplace. Those in senior management positions command respect and expect a formality and
deference from junior team members.
• In Scandinavian countries, societal equality is emphasized. Workplaces therefore tend to have a
comparatively flat organizational hierarchy. In turn, this organization can result in relatively
informal communication and an emphasis on cooperation across the organization.
• The way to address colleagues and business partners varies in different countries. While
Americans and Canadians tend to use first names, in Asian countries such as South Korea,
China, and Singapore, colleagues tend to use the formal address, Mr. or Ms. So do Germans and
many Europeans.
• The concept of punctuality also differs between cultures. Where an American may arrive at a
meeting a few minutes early, an Indian or Mexican colleague may arrive well after the scheduled
start time and still be considered on time.
• Attitudes to work also differ. While some may consider working long hours a sign of commitment,
others may view it as an encroachment on their personal time and a sacrifice of essential family
time.
• Greeting customs are highly culture- and situation-specific. In the United States and Canada, a
simple handshake while looking a person in the eye is the norm. In Japan, bowing is the
traditional greeting—the deeper the bow, the greater the respect shown. In India, you put hands
together as in prayer and say "namaste." In Arab countries, men might hug and kiss each other
(but not a woman) on the cheek.
• In Latin America and the Middle East, the acceptable physical distance needed to respect
someone's personal space is much shorter than what most Europeans and Americans feel
comfor.
1
MBA 670 Capsim: Strategic Decision Making
Project 5 - Creating an International Business Plan
Learning Topics
2
MBA 670: Strategic Decision Making
Project 5 Learning Topics
1 Assess the Characteristics of MediCorp's Potential Customers in
the Selected Country
International Cultural Differences
Communications, teamwork, organizational hierarchy, and positive attitudes toward management roles
are essential in any organization. These are crucial in international business, as problems are often
exacerbated by subtle cross-cultural differences. When defining roles in multinational teams whose
members have diverse attitudes and expectations about organizational hierarchy, these cultural
differences can present a challenge.
Culture is a system of values and norms that is shared among a group of people. The ways people
interact socially, their mutual expectations, and the values they share all have consequences for doing
business and managing across cross-cultural boundaries.
How a country's cultural differences relate to international business can be seen in the following
examples:
• In Japan, social hierarchy and respect for seniority are highly valued and are reflected at the
workplace. Those in senior management positions command respect and expect a formality and
deference from junior team members.
• In Scandinavian countries, societal equality is emphasized. Workplaces therefore tend to have a
comparatively flat organizational hierarchy. In turn, this organization can result in relatively
informal communication and an emphasis on cooperation across the organization.
• The way to address colleagues and business partners varies in different countries. While
Americans and Canadians tend to use first names, in Asian countries such as South Korea,
China, and Singapore, colleagues tend to use the formal address, Mr. or Ms. So do Germans and
many Europeans.
• The concept of punctuality also differs between cultures. Where an American may arrive at a
meeting a few minutes early, an Indian or Mexican colleague may arrive well after the scheduled
start time and still be considered on time.
• Attitudes to work also differ. While some may consider working long hours a sign of commitment,
others may view it as an encroachment on their personal time and a sacrifice of essential family
time.
• Greeting customs are highly culture- and situation-specific. In the United States and Canada, a
simple handshake while looking a person in the eye is the norm. In Japan, bowing is the
traditional greeting—the deeper the bow, the greater the respect shown. In India, you put hands
together as in prayer and say "namaste." In Arab countries, men might hug and kiss each other
(but not a woman) on the cheek.
• In Latin America and the Middle East, the acceptable physical distance needed to respect
someone's personal space is much shorter than what most Europeans and Americans feel
comfor.
Chapter 10 –
Values, Diversity
& Leadership
1
Complete Personal Values
Self Assessment
What are Values?
Generalized beliefs and behaviors that are considered by an individual or group to be important
Why are Values important to an organization?
Relationships between leaders and members are based on shared values
Employees learn organizational values by observing leaders
3
Values Based Leadership
“Values are the anchors we use to make decisions so we can weather a storm. They keep us aligned with our authentic self. They keep us true to ourselves and the future we want to experience.” Richard Barrett
http://www.valuescentre.com/docs/ValuesBasedLeadership.pdf
4
Written Values Statement
Values and ethics can be set forth in writing
Written documents have the advantage of explicitly stating the organization’s position on ethical and moral issues
These can serve as building blocks for culture creation
So…..
Who creates an organization’s
values statement?
http://www.youtube.com/watch?v=ccVQ5thLgPw
5
Next BIG question –
How does an organization (or you as a leader) help people make the connection between the espoused values and their behaviour or enacted values (or – how do you get the “values on the wall to be lived in the hall”
Richard Barrett - http://www.youtube.com/watch?v=QNt7LsF0YrA
6
Values Based Leadership and
the Triple Bottom Line
http://docksidegreen.com/bottom/backgrounders/docksides-green-triple-bottom-line-fact-sheet.html
7
Values Based Leadership Resources
Todd Thomas Institute at Royal Roads University on Values Based Leadership
http://www.royalroads.ca/programs/faculties-schools-centres/todd-thomas-institute/
General Info http://jobfunctions.bnet.com/abstract.aspx?docid=138400
Values Based Business Network, Victoria, BC http://www.vbnetwork.ca/
8
Diversity
9
“Human diversity makes tolerance more than a virtue; it makes it a requirement for survival.”
Rene Dubos
The inclusion of all groups at all levels in an organization
10
Group Discussion
Define diversity in the workplace
List the various forms of diversity
What are the advantages and disadvantages of a diverse workplace?
As a leader, what is your role regarding diversity?
Write a values statement related to diversity.
11
Diversity is…
Any characteristic that serves as a basis for social categorization and self-identification
Includes:
Race, ethnicity
Religion
Gender
Age
Language, dialect
Sexual orientation (GLBT)
Diversity is the inclusion of all groups at all levels in an organization
12
Diversity
Advantages
Disadvantages
Understanding and meeting the needs of diverse customers = advantage in a global marketplace
Diverse groups are more creative and innovative than homogeneous work groups
Fair, inclusive & humane
Creating a culture of acceptance requires major, systematic, company-wide, planned change efforts, which are typically not part of standard affirmative action plans.
13
Achievin.
EXIM SUMMIT 2015 in Dublin Ireland. ''What is Culture''davidpohaughnessy
ITIM International deliver a key note speech on ''What is Culture''? at EXIM SUMMIT Dublin 2015. The theme of this conference is to enable global trade by knowledge sharing, collaboration and high level relationship building among key stakeholders and services providers.
"We are delighted to speak at this conference about the importance of culture in our home country and look forward to forging deeper links with Ireland's business leaders as they internationalize their organisations" says David P O Shaughnessy who leads our intercultural training services in Ireland. He can be contacted on david.oshaughnessy@itim.org.
Building an ethical workplace culture requires equal skills in policy-making and relationship-building, and equal emphasis on procedures and values. Structural concerns like codes, training and clear criteria matter, but so do storytelling, mentoring and presiding over an organization’s routines and ceremonies. In an ideal workplace, structures and relationships will work together around core values that transcend self-interest. Core values will inspire value-creating efforts as employees feel inspired to do what is right, even when the right thing is hard to do. The ethics of our workplace cultures matter because the work itself matters and requires the cooperation that only positive, virtuous ethics can sustain. Compliance keeps us out of trouble, but virtuous ethics will create value for our co-workers and for our organization.
If you would build a new brand in the food industry, what would you choose? My team and I went for an African meal package brand, that combines the flavors of Africa & the convenience required by today's fast consumer lifestyles. The result? A great branding campaign. Have a look !!
The presentation proposes a new idea for a Zara line extension: Zara for women, a line designed for real women that embraces various body shapes.
The project was done by combining marketing and buying behavior information. Keep in mind that this is a fictitious line. However, actual data about the company and the industry were used to design the marketing plan.
Assessing the Spillover Effects of Brand Alliances on Consumer Brand Attitudes
Presentation of the article by Bernard L. Simonin & Julie A. Ruth (1998).
This presentation looks at the effects of brand alliances on the individual brands.
First part of a larger paper on the topic of incremental vs. radical innovation. The paper is based on extant research and tries to answer a very simple question: how to innovate? Marketing literature is used in order to provide a deeper understanding of the topic.
How to Innovate? Giant leaps or small steps?Carmen Neghina
First part of a larger presentation / paper on the topic of incremental vs. radical innovation. The presentation is based on extant research and tries to answer a very simple question: how to innovate? The presentation is done from a product management point of view.
The interplay of affect and cognition in consumer decision making. Baba Shiv & Alexander Fedorikhin
Buying Behavior presentation: Andreea Dicu, Raquel Gonzalez Martin,
François-Xavier Jeanne, Carmen Neghina, Algirdas Sabaliauskas
Public Relations and New Media TechnologiesCarmen Neghina
Carmen Neghina
Public Relations and New Media Technologies
Changing models of communication
- trends
- traditional model
Implications of new technology
- implications
- challenges
- two-way communication model
survey results
- content analysis
- mail questionnaire
- conclusions
Knowledge Management - International University in GermanyCarmen Neghina
Miguel Espinosa, Carmen Neghina, Alina Oprea, Teodora Vasileva
Group presentation - improving knowledge management at the International University in Germany
Roxana Craciun, Felix Gehring, Carmen Neghina, Alina Oprea, Marc Schöfer - Mash-up Project for Accenture Campus Challenge - dynamic information exchange within companies
Carmen Neghina, Alina Oprea, Myriam Suidan - Case study - Marketing and Psychology
Who Influences Decisions?
Who Is in the Buying-Center?
Who Are the Powerful Buyers?
What Do Buyers Want?
Diagnosing Motivation
The Buyers’ Decision-making Process
Possible Outcomes
How Do Buyers Perceive a Company?
Instructions for Submissions thorugh G- Classroom.pptxJheel Barad
This presentation provides a briefing on how to upload submissions and documents in Google Classroom. It was prepared as part of an orientation for new Sainik School in-service teacher trainees. As a training officer, my goal is to ensure that you are comfortable and proficient with this essential tool for managing assignments and fostering student engagement.
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
The Indian economy is classified into different sectors to simplify the analysis and understanding of economic activities. For Class 10, it's essential to grasp the sectors of the Indian economy, understand their characteristics, and recognize their importance. This guide will provide detailed notes on the Sectors of the Indian Economy Class 10, using specific long-tail keywords to enhance comprehension.
For more information, visit-www.vavaclasses.com
Palestine last event orientationfvgnh .pptxRaedMohamed3
An EFL lesson about the current events in Palestine. It is intended to be for intermediate students who wish to increase their listening skills through a short lesson in power point.
4. Culture and international business Why culture is important? Impacts the way strategic moves are presented. Influences management, decision making, negotiations Culture makes international business difficult or easy 4
5. Culture “There are truths on this side of the Pyrenees that are falsehoods on the other” Blaise Pascal 5
7. What is culture? Main features of culture: Culture is shared Culture is intangible Culture is confirmed by others 7
8. Levels of culture National Culture Business Culture Organizational and Occupational Culture 8
9. Key Cultural Issues Cultural Etiquette – the manners and behavior that are expected in a given situation Cultural Stereotypes – our beliefs about others, their attitudes and behavior Ethnocentrism – looking at the world from a perspective shaped by our own culture Relativism– all cultures are good Cultural sensitivity Self-reference criteria 9
10. Contingency management Determining the problem or goal in terms of home country culture, habits and norms. Determining the same problem or goal in terms of host country culture, habits and norms. Isolating the SRC influence on the problem and how it complicates the issue. Redefining the problem without the SRC influence and solving it according to the specific foreign market situation. 10
18. Hofstede’s Cultural Dimensions Prof. Geert Hofstede “Culture is more often a source of conflict than of synergy. Cultural differences are a nuisance at best and often a disaster.” 18
19. Hofstede’s Cultural Dimensions Prof. Geert Hofstede Conducted perhaps the most comprehensive study of how values in the workplace are influenced by culture Analyzed a large data base of employee values scores collected by IBM (HERMES) 1967 – 1973 more than 50 countries Developed a model that identifies four primary Dimensions to assist in differentiating cultures: Power distance Uncertainty avoidance Individualism Masculinity + Long-term orientation (added later) 19
21. Power Distance Power distance - The extent to which the less powerful members of institutions and organizations within a country expect and accept that power is distributed unequally 21
22. Power Distance High power distance 22 Low power distance Inequalities among people should be minimized Interdependence between less and more powerful people Hierarchy in organizations means an inequality of roles Decentralization is popular Narrow salary range Subordinated expect to be consulted The ideal boss is a resourceful democrat Privileges and status are disapproved Inequalities among people are both expected and desired Less powerful people should be depended on the more powerful Hierarchy in organizations reflects the existential inequality Centralization is popular Wide salary range Subordinated expect to be told what to do The ideal boss is a benevolent autocrat or good father Privileges and status are both expected and popular
23. Power Distance 23 High Malaysia Arab Countries Mexico India France Italy Japan Spain Argentina US Germany UK Denmark Israel Austria Orientation towards authority Low
24. Power Distance Example A company from Austria (low power distance) is considering entering the Mexican (high power distance) market. 24 Power Distance Index
25. Power Distance Example (cont.) Communication tips for the Austrian manager: Give clear and explicit directions to those working with him Deadlines should be highlighted and stressed Do not expect subordinates to take initiative Be more authoritarian in his management style Show respect and deference to those higher up the ladder 25
26. Uncertainty Avoidance Uncertainty avoidance – The extent to which members of a society feel threaten by uncertain or unknown situations. 26
27. Uncertainty Avoidance Strong uncertainty avoidance 27 Weak uncertainty avoidance Uncertainty: normal feature of life and each day is accepted as it comes Low stress – subjective feeling of well-being Aggression and emotions must not be shown Comfortable in ambiguous situations and with unfamiliar risk There should not be more rules than necessary Precision and punctuality have to be learned Tolerance to innovation Motivation by achievement Uncertainty : continuous threat that must be fought High stress – subjective feeling of anxiety Aggression and emotions may be shown at proper times Fear of ambiguous situations and of unfamiliar risk Emotional need for rules, even if they never work Precision and punctuality come naturally Resistance to innovation Motivation by security
28. Uncertainty Avoidance 28 High Greece Japan France Korea Arab Countries Germany Australia Canada USUK India Denmark Singapore Desire for stability Low
29.
30. Uncertainty Avoidance Example (cont.) Communication tips for the French manager: Try to be more flexible or open in his approach to new ideas than he may be used to Be prepared to push through agreed plans quickly as they would be expected to be realized as soon as possible Allow employees the autonomy and space to execute their tasks on their own; only guidelines and resources will be expected of him 30
31. Individualism Individualism – Thetendency of people to look after themselves and their immediate family and neglect the needs of society 31
32. Individualism 32 High individualism Low individualism Individuals learn to think in terms of “we” High-context communication Diplomas provide entry to higher status groups Relationship employer- employee is perceived in moral terms, like a family Hiring and promotion decisions take employees’ ingroup into account Management is management of groups Relationship prevails over task Individuals learn to think in terms of “I” Low-context communication Diplomas increase economic worth and/or self- respect Relationship employer-employee is a contract based on mutual advantage Hiring and promotion are supposed to be based on skills and rules only Management is management of individuals Task prevails over relationship
33. Individualism 33 High Australia US UK Canada France Germany Spain Japan MexicoItaly Korea Singapore Low
34.
35. Individualism Example (cont.) Communication tips for the UK manager: Note that individuals have a strong sense of responsibility for their family Remember that praise should be directed to a team rather than individuals Understand that promotions depend upon seniority and experience Be aware that the decision making process will be rather slow, as many members across the hierarchy need to be consulted 35
37. Masculinity 37 High masculinity Low masculinity Dominant values: caring for others and preservation People and warm relationships are important Sympathy for the weak In family, both fathers and mothers deal with facts and feelings Stress on equality, solidarity , and quality of work life Managers use intuition and strive for consensus Resolution of conflicts by compromise and negotiation Dominant values: material success and progress Money and things are important Sympathy for the strong In family, fathers deal with facts and mothers with feelings Stress on equity, competition among colleagues and performance Managers are expected to be decisive and assertive Resolution of conflicts by fighting them out
38. Masculinity 38 High Japan Mexico Germany UK US Arabia France Korea PortugalDenmark Sweden Low
39.
40. Masculinity Example (cont.) Communication tips for the Danish manager : Be aware that people will discuss business anytime, even at social gatherings Avoid asking personal questions in business situations Take into account that people are not interested in developing closer friendships Communicate directly, unemotionally and concisely In order to assess others use professional identity, not family or contacts 40
41. Long- term orientation Long- term orientation – A basic orientation towards time that values patience 41
42. Long- term orientation 42 Long-term orientation Short- term orientation Respect for traditions Little money available for investment Quick results expected Respect for social and status obligations regardless of cost Concern with possessing the Truth Adaptation of traditions to a modern context Funds available for investment Perseverance towards slow results Respect for social and status obligations within limits Concern with respecting the demands of Virtue
52. Organizational Structures Adhocracy Flat organizational pyramid People can tolerate ambiguity in organizational roles Less need for formalized rules and regulations Distance between management and workers tends to be small Professional Bureaucracy Full Bureaucracy Family Bureaucracy 52 Power Distance Uncertainty Avoidance
53. Organizational Structures Adhocracy Professional Bureaucracy Standardization of skills Centralized decision making Order and compartmentalization Full Bureaucracy Family Bureaucracy 53 Power Distance Uncertainty Avoidance
54. Organizational Structures Adhocracy Professional Bureaucracy Full Bureaucracy The most formalized Organization dominated by rules, procedures and hierarchical relationships Standardization of the work process Predictability & control Family Bureaucracy 54 Power Distance Uncertainty Avoidance
55. Organizational Structures Adhocracy Professional Bureaucracy Full Bureaucracy Family Bureaucracy Parallels an extended family: dominant father figure Small Less specialization of roles Control: personal supervision Direct contact Highly centralized decision making 55 Power Distance Uncertainty Avoidance
57. Criticism Single company Time dependent Business culture, not values culture Western bias 57 Non-exhaustive Partial geographic coverage Attitudinal rather than behavioral measures Ecological fallacy
59. Discussion Questions Do you notice any cultural differences among your classmates? How do those differences affect the class environment and your group projects? Give some examples of cultural differences in the interpretation of body language. What is the role of such nonverbal communication in business relationships? 59
60. Discussion Questions Do you notice any cultural differences among your classmates? How do those differences affect the class environment and your group projects? Give some examples of cultural differences in the interpretation of body language. What is the role of such nonverbal communication in business relationships? 60
62. References 62 Cullen, J. (2002). Multinational Management, 2nd ed. Ohio: Sounth-Western Thomson Learning. Deresky, H. (2003). International Management , 4th ed. New Jersey: Prentice Hall. Harris, P. & Moran, R. (2000). Managing cultural differences. Houston: Gulf Publishing Company. Hofstede, G. (1982). Culture’s Consequences. International Differences in Work-Related Values. Newbury Park: SAGE Publications. Hofstede, G. (1997). Cultures and organizations: software of the mind. New York: McGraw Hill. Intercultural Business Communication. Retrieved March 1, 2008 from Kwintessential Cross Cultural Solutions Website: http://www.kwintessential.co.uk/intercultural-business-communication/tool.php?culture1=17&culture2=17
Culture is very important to the practice of international business.Impacts the way strategic moves are presented.Influences decisions.The lens through which motivation occurs. Management, decision making, and negotiations are all influenced through culture. Culture influences nearly all business functions from accounting to finance to production to service.To understand the others To develop better negotiation and business strategiesTo gain business advantageThe desire to consume and enjoy foreign products and ideasAdopt new technology and practicesGrowth of cross-cultural contactsThe achievement of free circulation by people of all nationsCulture is what makes international business practice difficult or easy, depending on how similar or different cutures are. Culture is both divisive and unifying.
The diversity of values and truths All businesses ultimately comes down to transactions or interactions between individuals. The success of the transaction depends almost entirely on how well managers understand each other
Norms + Values+ Beliefs= CultureCulture = the pervasive and shared beliefs, norms, and values that guide the everyday life of a groupCultural norms = prescribed and proscribed behaviors, telling us what we can do and what we cannot doCultural values = values that tell us such things as what is good, what is beautiful, what is holy, and what are legitimate goals for lifeCultural beliefs = our understandings about what is trueCultural symbols = these may be physical (national flags, holy artifacts/ office size, cultural symbols) Cultural rituals = ceremonies, such as baptism, graduation, or the tricks played on a new worker, or the pledge to a sorority or fraternityCultural stories = these include such things as nursery thymes and traditional legends.
National culture is the dominant culture within the political boundaries of the nation-state. It usually represents the culture of the people with the greatest population or the greatest political or economic power.Business culture represents norms, values and beliefs that pertain to all aspects of doing business in a culture. Business cultures tell people the correct, acceptable ways to conduct business in a society.Business cultures are not separate from the broader national culture. The national culture constraints and guides the development of business culture in a societyBusiness culture affects all aspects of work and organizational life: how managers select and promote employees, how they lead and motivate their subordinates, structure their organizations, select and formulate their strategies, and negotiate. Corporate Culture is the culture adopted, developed and disseminated in an organization. Corporate culture can deviate from national norms, but that depends upon the strength of culture and the values and practices tied to it. Occupational and organizational cultures are distinct cultures of occupational groups such as physicians, lawyers, accountants and craftspeople. They are the norms, values, beliefs and expected ways of behaving for people in the same occupational group, regardless of what organization they work for.