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This document discusses how culture affects managing companies across borders. It begins by defining culture and explaining that culture influences norms, attitudes, and values, which shape behaviors. Different cultures have distinct practices around body language, such as handshakes, eye contact, and personal space. Culture also shapes how decisions are made in companies, such as whether decision-making is centralized or decentralized, and whether organizations prioritize stability or innovation. Additionally, cultures vary in their approaches to motivation, such as through individual or group rewards, and whether they encourage cooperation or competition. The document outlines factors that shape intercultural negotiations, such as different styles among U.S., Japanese, Arab, and Mexican businesspeople. It concludes by discussing the key steps
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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
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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.
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Organizational culture
The document discusses organizational culture and mergers and acquisitions. It defines organizational culture as a system of shared meanings held by members of an organization that distinguishes it from other organizations. It notes that most large organizations have a dominant culture as well as subcultures. Culture can benefit organizations by increasing commitment and consistency, but can also act as a liability when values no longer further effectiveness. The document then discusses how underestimating cultural elements is one of the key reasons mergers and acquisitions often fail to achieve intended financial results, as 75% fail due to inadequate integration of merging cultures. It concludes by noting that the merger of Aircel and Reliance Communications will face cultural challenges from employees accustomed to the separate company cultures
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Chap004 (1)
This chapter discusses culture and its dimensions relevant to international management. It defines culture as acquired knowledge used to generate social behavior, including values, attitudes, and influences on behavior. It describes several models of cultural dimensions, including Hofstede's model of power distance, uncertainty avoidance, individualism/collectivism, masculinity/femininity, and long- vs short-term orientation. Trompenaar's model includes dimensions like universalism vs particularism and individualism vs communitarianism. Country comparisons on these dimensions can help understand cultural differences in managerial approaches between high-context and low-context societies.
Chap004
This chapter discusses culture and its dimensions relevant to international management. It defines culture as acquired knowledge used to generate social behavior, including values, attitudes, and influences on behavior. It describes several models that identify major cultural dimensions, such as individualism/collectivism and power distance. Managers must understand how cultural dimensions can affect approaches to areas like decision making, risk tolerance, and rewards. Country cluster analysis and relational orientations can help develop effective international management practices despite cultural differences.
Cross cultural teams v0.1
Cross-cultural teams have become more important due to globalization and technologies that make communication easier. They provide multiple perspectives from different cultures to solve problems. However, they require proper leadership and focus on similarities rather than differences to be effective. Forming strong cross-cultural teams involves developing trust, providing collaboration tools, and encouraging diversity. Managing them requires recognizing cultural skills and adopting global leadership behaviors. Communication must be explicit and standards agreed upon to reduce misunderstandings from different cultural values and contexts.
Leadership, Culture, Communication, and Diversity3Chapt.docx
Leadership, Culture,
Communication, and Diversity3
Chapter 3 Outline
3.1 Leading and Influencing Organizational
Culture
Dimensions of Organizational Culture
Different Types of Cultures
3.2 Competing Values Framework:
A Cultural Perspective
Adaptive Culture
Clan Culture
Achievement Culture
Bureaucratic Culture
Leading and Shaping Culture
3.3 Leadership and Strategic Communication
The Communication Process Defined
Newer Forms of Communication
How to Use the Communication Process
3.4 Leaders as Champions of Strategic
Communication
Create an Open Climate for Dialogue
Emphasize Strategic Topics
Focus on the Customer
Share Responsibility
Give and Receive Feedback
3.5 Leadership Skills in Persuasion
Four Steps of Persuasion
Four Traps that lead to Persuasion Failure
wei6626X_03_c03_p089-138.indd 89 8/5/11 8:45 AM
CHAPTER 3Leadership, Culture, Communication, and Diversity
The word culture can mean different things to different people: Perhaps it conjures up images of fine art, museums, and orchestras. Or perhaps it is the word you use to
describe the shared patterns, behaviors, and artifacts of a country, region, or society. In
fact, culture does have different “layers” that interact. For example, macrocultures include
national, religious, ethnic, and occupational cultures that exist globally; organizational
cultures exist in private, public, nonprofit, and government arenas; subcultures are found
in occupational groups within organizations; and microcultures exist within occupations
inside and outside organizations (Schein, 2010).
In this chapter, we focus on organizational culture before examining how culture more
generally—in terms of countries, nationalities, ethnicities, and so on—can have broad
implications for leadership efficacy and success. While the first two chapters laid the
foundation for understanding the nature of leadership, these final three chapters show
how leaders influence and shape organizations to achieve goals through communication,
strategy, and teamwork. We begin this discussion with organizational culture because
it shares a mutually dependent relationship with these three dimensions: An organiza-
tion’s culture affects how people communicate, how strategy is developed and imple-
mented, and how people work in teams. Culture can also be defined in terms of these
three dimensions. It is arguably the most important internal organizational dimension.
This chapter will also cover what is perhaps the more common usage of culture—interna-
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challenges for leadership. Since organizational and national cultures are influenced by
global trends—for example, technology innovations, mergers and acquisitions, influx of
international workers, and a mix of diverse values—leaders and followers must be able to
accommodate such changes in their organizations and teams. Understanding culture has
a substantial payoff ...
Organisational culture
Organizational culture is defined as shared perceptions held by members of an organization and can include subcultures within departments. Origins of culture include founders' values, the external environment, and the nature of work. Typical American culture is quick decision-making, individual contribution linked to goals, focus on ROI, and work-life balance. Typical Japanese culture emphasizes consensus decision-making, group contribution, process over just ROI, and priority of work over personal life. Theory Z proposes long-term employment, consensus decision-making, individual recognition, and holistic employee concern can improve performance. Culture is communicated through stories, rituals, symbols, values, and assumptions and shapes acceptable behavior and decision-making.
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Organizational culture is defined in many ways by different scholars. It is a shared phenomenon among organizational members that includes shared values, basic assumptions, and patterns of behavior. It is learned and passed down over time. Culture influences many aspects of organizational functioning like change, strategy, and performance. There are multiple levels of culture from national to organizational. Understanding cultural differences is important for effective cross-cultural communication and management.
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How a country's cultural differences relate to international business can be seen in the following
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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
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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.
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Project 5 - Creating an International Business Plan
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MBA 670: Strategic Decision Making
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1 Assess the Characteristics of MediCorp's Potential Customers in
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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:
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workplace. Those in senior management positions command respect and expect a formality and
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• 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.
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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
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someone's personal space is much shorter than what most Europeans and Americans feel
comfor.
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This document discusses the influence of culture on organizational behavior and decision making. It introduces Hofstede's six dimensions of culture that shape how decisions are made across societies. Case studies of McDonald's and Nissan highlight how failing to account for cultural differences can negatively impact business operations. The impact of culture is seen in communication styles, teamwork approaches, leadership, and managing diversity. Overcoming cross-cultural challenges like language barriers, biases, and relationship building requires cultural awareness training and inclusive practices. Overall, leveraging cultural diversity fosters innovation, while proper understanding of cultural influences is needed for organizational success.
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This document discusses organizational culture, defining it as patterns of learned behaviors shared among members of an organization, comprising values, beliefs, norms, rituals, and language. It notes that organizational culture provides a sense of identity, commitment to the mission, clarifies standards of behavior, and usually takes 5-10 years to develop. The document also discusses where organizational culture comes from, such as leadership philosophy, and presents Hofstede's model of national culture dimensions including individualism vs collectivism, power distance, and long-term vs short-term orientation.
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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
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In a world where professional services firms are increasingly opting for regional and global reach, the need to be responsive to cultural differences has skyrocketed. Whilst being culturally savvy has always been critical to local and cross-border business success, there is enormous room for improvement in this area. In an era where global mobility of talent is at an all time high, there is significant pressure on firms to respond to cultural nuance.
Chapter 10 Leadership
This document provides an overview of organizational culture and how leaders can shape culture. It discusses how culture serves important functions of internal integration and external adaptation. Strong, responsive cultures where priorities are customers, people and change have a positive impact on performance. Leaders influence culture through ceremonies, stories, symbols, language, selection processes, and daily actions. There are four main types of organizational culture - adaptability, achievement, involvement, and consistency - that emphasize different values. Ethical values and values-based leadership are also discussed.
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The document summarizes how the environment of organizations is changing due to various forces such as globalization, diversity, technology, ethics and corporate governance, and new employment relationships. Globalization has increased international business activities and integration of the global economy. Diversity in the workforce requires recognizing differences among employees. Rapid technological advances have made operations more flexible but also increased work pressures. Ethics and corporate governance influence how organizations treat employees, each other, and other stakeholders. New employment relationships include outsourcing, contingent workers, and tiered workforces.
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This document outlines an upcoming seminar on diversity and inclusion. The seminar features a panel of diversity and inclusion directors from major companies. The seminar goals are to increase knowledge around definitions of diversity and inclusion, examine common challenges, explore leadership roles, and discuss future initiatives. Panelists will discuss their views of diversity in the current political climate and opportunities they see. The seminar aims to support leaders in developing skills and awareness around effective diversity strategies.Similar to Ib presentation (20)
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- 1. MANAGING ACROSS CULTURE DUYGU NİCE TOKATLI İBRAHİM KAAN UYANIK SİNEM ARELİ ALEKSANDRA KAPAŁA
- 2. CONTENT 1.What does culture means? 2. Body Language 3. How does the culture affects the way of managing the company? 4. Articles, Examples 5. Conclusion
- 3. CULTURE “CULTURE IS A WAY OF LİFE OF A SOCIETY.” C.WEISLER Deffinition; Acquired knowledge that people use to interpret experience and generate social behavior. Norms Attitudes Values Influences Behaviors
- 4. CHARACTERISTıCS OF CULTURE Learned Shared Transgenerational Symbolic Patterned Adaptive
- 5. BODY LANGUAGE IN DIFFERENT CULTURES Handshakes Eye Contact Greetings Personal Spaces Touching Small Talks Gestures Personal Dress and Hygiene Lets see it in video http://www.you tube.com/watc h?v=MJcg_HE fzgo
- 6. HOW THE CULTURE AFFECTS THE PATTERN OF MANAGING THE COMPANY? boss or team players time and priorities approach centralized or decentralized decision making stability or innovation, safety or risk in decision making formal or informal procedures
- 7. CENTRALIZED VS DECENTRALIZED DECISION MAKING In some societies top managers make all important decisions. In others lower – level managers actively participate in making decisions
- 8. STABILITY VS INNOVATION, SAFETY VS RISK IN DECISION MAKING Some countries value stability and resistance to change, others put high importance on innovation brought by changes. What is more some societies are risk averse, in other managers have little problem with making decisions in condition of uncertainty.
- 9. FORMAL VS INFORMAL PROCEDURES In some countries procedures are followed rigidly, in others many things are accomplished on informal basics.
- 10. CROSS-CULTURAL MOTIVATION Individual vs. Group Rewards High Organizational Loyalty vs. Low Organizational Loyalty Cooperation vs. Competition
- 11. INDIVIDUAL VS. GROUP REWARDS: In some countries, personnel who do outstanding work are given individual rewards in the form of bonuses and commissions. In others, cultural norms require group rewards, and individual rewards are frowned upon
- 12. HIGH ORGANIZATIONAL LOYALTY VS. LOW ORGANIZATIONAL LOYALTY In some societies, people identify very strongly with their organization or employer. In others, people identify with their occupational group, such as engineer or mechanic.
- 13. COOPERATION VS. COMPETITION Some societies encourage cooperation between their people. Others encourage competition between their people.
- 14. MANAGING INTERCULTURAL NEGOTIATIONS Negotiation: Process of bargaining with one more parties to arrive at solution acceptable to all. Two types of negotiation: Distributive Integrative
- 15. NEGOTIATION TYPES AND CHARACTERISTICS Characteristics Distributive Negotiations Integrative Negotiations Objective Claim maximum value Create and claim value Motivation Individual self-benefit Group-cooperative benefit Interests Divergent Overlapping Relationship Short term Long term Outcome Win-lose Win-win
- 16. NEGOTIATION STYLES FROM A CROSS-CULTURAL PERSPECTIVE Element U.S Japanese Arabians Mexicans Group composition Marketing oriented Function oriented Comitee of specialists Friendship oriented Number involved 2-3 4-7 4-6 2-3 Space of orientation Confrontational; competative Display harmonious relationship Status Close, friendly Establishing rapport Short period: direct to task Longer period; until harmony Long period; until trusted Longer period; discuss family Exchange of information Documented: step by step; multimedia Extensive; concentrate on receiving side Less emphasis on technology, more on relationship Less emphasis on technology, more on relationship Persuasion tools Time pressure; loss of saving/making money Maintain relationship references Go-between; hospitality Emphasis on family and on social concerns Use of language Open, direct, sense of urgency Indirect, appreciative, cooperative Flattery, emotional, religious Respectful, gracious Decision-making peocess Top management team Collective Team makes recomendation Senior manager and secretary Decision maker Top management team Middle line with team sonsensus Senior manager Senior manager Risk taking Calculated personal responsibility Low group responsibility Religion based Personally responsible
- 17. STEPS OF THE NEGOTIATION PROCESS 1. Planning 2. Interpersonal relationship building 3. Exchange of task related information 4. Persuasion 5. Agreement
- 19. ANY QUESTION?