Managing across cultures involves recognizing similarities and differences between nations and approaching issues with an open mind. Cultural values are deeply held beliefs that specify preferences and define right and wrong. Organizational culture starts when key people share a common vision and collaborate to create an organization. Managing across cultures requires understanding cultural factors to motivate employees and having a strong culture that reduces turnover. Multinational strategies must address cultural similarities and differences in varied markets.

1. Managing Across Cultures Definition: Involves the ability to recognize and embrace similarities and differences among nations and cultures and then approach key organizational and strategic issues with an open and curious mind L.DINESH M.B.A

2. Values Culture - The dominant pattern of living, thinking, and believing that is developed and transmitted by people, consciously or unconsciously, to subsequent generations. Cultural values - Those consciously and subconsciously deeply held beliefs that specify general preferences, behaviors, and define what is right and wrong. L.DINESH M.B.A

3. CHARACTERISTICS OF CULTURE Innovations & risk taking Attention to detail Outcome orientation People Orientation Team orientation Aggressiveness Stability L.DINESH M.B.A

4. HOW ORGANIZATIONAL CULTURE STARTS ? Develop a new idea. Bring key people together & share a common vision Act of creation of an organization Collaborate Take accountability L.DINESH M.B.A

5. CORE ABILITIES OF THE MANAGING ACROSS CULTURES Understand, Appreciate and use cultural factors motivate the employee Global mindset Strong culture -> Employee behavior -> reduced turnover L.DINESH M.B.A

6. STRATEGY FOR MANAGING ACROSS CULTURES MNC strategies must address the cultural similarities and differences in their varied markets Globalization National responsiveness Need to understand the difference consumer taste Regional market -> response -> national standards & regulations by government L.DINESH M.B.A

7. Rearch on Oc How Employee see the organisation in terms of OC Does it encourage teamwork? Does it reward innovation ? Does the initiative appreciated? L.DINESH M.B.A

8. eg.Class room culture My classmates – friendly & supportive My instructor – friendly & supportive My instructor clearly expresses his/her explanation to the class Grade system -> performance L.DINESH M.B.A

9. CASE STUDY OF MC DONALDS Ray Kroc worked as a salesman Started a sideline business with partner Took the rights for franchisee of McDonald and then bought McDonald. Culture Followed in MC Donald Four basic concepts-Quality, Cleanliness, Price & Services Training at McDonald University How to manage the business Ray died but left the culture behind “ If you’ve got the time to lean, you’ve got time to clean”. L.DINESH M.B.A