Strategic management cross cultural issues
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This document discusses cross-cultural issues in global business. It identifies key elements of culture, such as values, attitudes, social structure and communication styles, that can impact business. Organizational hierarchies and communication styles vary widely between cultures. To manage cross-cultural issues successfully, businesses must recognize cultural differences, respect those differences, and reconcile differences to communicate effectively with global partners and customers. International managers must understand cultural nuances to conduct negotiations, predict trends, build relationships, and operate efficiently in different country contexts.
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MBA 614 Cross-Cultural ManagementTHE GROUP AND THE I.docx
MBA 614
Cross-Cultural
Management
THE GROUP AND THE INDIVIDUAL
INDIVIDUALISM VS. COLLECTIVISM
FEELINGS AND RELATIONSHIPS
AFFECTIVE VS. NEUTRAL CULTURES
OUTLINE
MODULE 2
Individualism vs.
Communitarianism
“Do we function as a group or as individuals?”
The degree to which people see themselves function
more as a community or more as individuals.
Individualism vs.
Collectivism
This is our relation with the group
Individualism: - autonomy and creativity
Collectivism: – taking care of the group
International
Management
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practices such as:
Negotiations,
Decision-making,
Motivation,
Pay-for-performance
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improvements to communal arrangements as the
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271 Chapter 9Sociocultural FactorsOver-generaliz.docx
271
Chapter 9
Sociocultural Factors
“Over-generalization is the enemy of science.”
—John Kenneth Galbraith
Chapter ObjeCtives
this chapter will:
• Define the term “sociocultural” as a combination of societal, political, and
cultural norms and responses and discuss their influence in international
business
• Discuss how attitudes and beliefs influence human behavior, especially attitudes
about time, achievement, work, change, and occupational status
• Present the influence of aesthetics and material culture within different
societies
• Examine how communication, both verbal and nonverbal, may serve as a barrier
to international business operations
• Investigate the importance of social status and the family within different
cultures and their effect on the business environment
• Identify the role of multinational corporations as agents of change in the
international community
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to deal with a wide variety of political, economic, geographical, technological, and busi-
ness situations. Moreover, each host country has its own society and culture, which are
different in many important ways from almost every other society and culture, although
there are some commonalities. Although society and culture do not appear to be a part of
business situations, they are actually key elements in shaping how business is conducted,
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EBSCO : eBook Collection (EBSCOhost) - printed on 12/12/2018 2:23 PM via BARRY UNIV
AN: 929355 ; Ajami, Riad A., Goddard, G. Jason.; International Business : Theory and Practice
Account: s8987890.main.ehost
272 Chapter 9 • Sociocultural Factors
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what is the value of the 1945 nickel?
$
what is the value of the 1950 nickel?
$
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Let the value of 1945 nickel minted in Philadelphia be =x
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SalfordBusinessSchool_MIBBCaR_BP_Cross culture comunication_Ethics_CSR_Brand.
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06 business challenge
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INDIVIDUALISM VS. COLLECTIVISM
FEELINGS AND RELATIONSHIPS
AFFECTIVE VS. NEUTRAL CULTURES
OUTLINE
MODULE 2
Individualism vs.
Communitarianism
“Do we function as a group or as individuals?”
The degree to which people see themselves function
more as a community or more as individuals.
Individualism vs.
Collectivism
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Individualism: - autonomy and creativity
Collectivism: – taking care of the group
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Management
Individualist or communitarian preferences affect
practices such as:
Negotiations,
Decision-making,
Motivation,
Pay-for-performance
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capitals in the English language.
Think about this . . .
Does modernization imply individualism?
Are we really self-made of did our parents,
teachers, families and friends have a hand in it?
Is individualism a corporate requirement?
What is the “goal”?
The I. culture sees the individual as “the end” and
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means to achieve it.
The C. culture sees the group as its end and
improvement to individual capacities as a means
to that end. Yet if the relationship is truly circular.
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It affects:
Representation
Status
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Decision Making
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Conflict Resolution . . .
From the reading, it should be evident that:
C. cultures prefer plural representation.
In the face of unexpected demands C. will wish to
confer with those back home
Rarely does a single Japanese go to an important
negotiation
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Status
Unaccompanied people in C. cultures are assumed
to lack status
Translators
In Anglo-Saxon negotiations the translator is
supposed to be neutral
The translator in C. Cultures…
Decision-making
The I. society with its respect for individual opinion,
will frequently ask for a vote
The C. society will intuitively refrain from voting.
I. C. & Motivation
How to motivate people?
Mr. Johnson believed that he and MCC knew what
motivates people:
extra salary reward paid to high-performing
individuals.
Practical tips for doing business in individualist and
communitarian cultures
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Tips for doing business with:
When managing and being
managed
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Management
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AFFECTIVE VS. NEUTRAL CULTURES
In general . . .
In general: overly neutral or affective (expressive)
cultures have problems doing business with each
other.
The neutral person is easily accused o being ice-
cold ;
The affective person is seen as ou.
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This document discusses barriers to effective cross-cultural communication. It outlines that culture is complex and constantly evolving. Barriers can occur at the individual level due to differences in values, attitudes, cognition, and behavior between cultures. Linguistic barriers also exist, such as differences in accents, slang terms, word meanings, and translations. Organizational barriers can arise from cultural differences between groups. To improve cross-cultural communication, one should deepen their understanding of their own culture, avoid judgements of others, learn the language of other cultures, and respect differences in cultural practices.
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271
Chapter 9
Sociocultural Factors
“Over-generalization is the enemy of science.”
—John Kenneth Galbraith
Chapter ObjeCtives
this chapter will:
• Define the term “sociocultural” as a combination of societal, political, and
cultural norms and responses and discuss their influence in international
business
• Discuss how attitudes and beliefs influence human behavior, especially attitudes
about time, achievement, work, change, and occupational status
• Present the influence of aesthetics and material culture within different
societies
• Examine how communication, both verbal and nonverbal, may serve as a barrier
to international business operations
• Investigate the importance of social status and the family within different
cultures and their effect on the business environment
• Identify the role of multinational corporations as agents of change in the
international community
soCioCultural FaCtors and international Business
Multinational corporations operate in different host countries around the world and have
to deal with a wide variety of political, economic, geographical, technological, and busi-
ness situations. Moreover, each host country has its own society and culture, which are
different in many important ways from almost every other society and culture, although
there are some commonalities. Although society and culture do not appear to be a part of
business situations, they are actually key elements in shaping how business is conducted,
Co
py
ri
gh
t
@
20
15
.
Ro
ut
le
dg
e.
Al
l
ri
gh
ts
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EBSCO : eBook Collection (EBSCOhost) - printed on 12/12/2018 2:23 PM via BARRY UNIV
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272 Chapter 9 • Sociocultural Factors
from what goods are produced and how and through what means they are sold, to the
establishment of industrial and management patterns and the determination of the success
or failure of a local subsidiary or affiliate.
Society and culture influence every aspect of an MNC’s overseas business, and a
successful MNC operation, whether it involves marketing, finance, operations, informa-
tion systems, or human resources, has to be acutely aware of the predominant attitudes,
feelings, and opinions in the local environment. Differences in values and attitudes
between the management at the parent offices and expatriate managers at the subsidiary
or affiliate level, on the one hand, and local managers and employees, on the other, can
lead to serious operational and functional problems, which arise not because there are
individual problems but because of the important differences between the societies and
cultures. Society and culture often ...
Delivering Professional IT Services; Mind the gap of Cultural Risks
Delivering Professional IT Services; Mind the gap of Cultural RisksDr Harris Apostolopoulos EMBA, PfMP, PgMP, PMP, IPMO-E
The document discusses managing cultural risks in professional IT services delivery. It notes that cultural differences can impact project success and services delivery. Effective change and risk management are important to integrate organizational culture and address cultural risks. A strategy for serving customers should consider cultural norms and insights, not just requirements. Continuous improvement is key to managing the uncertain risks of cultural change and ensuring service delivery goals are met.Cultural diversity for hospitality and tourisim industry
This document discusses the development of cultural diversity training programs for the hospitality and tourism industries in South Africa. It notes that a diverse workforce is important to effectively serve global customers, but can also lead to challenges that must be carefully managed. The author conducted a literature review and interviewed industry enterprises to better understand how cultural diversity is currently managed. The document recommends that multicultural diversity training be viewed as critical for business success in South Africa's diverse society. It suggests methods for assessing needs and developing training programs to promote respect and tolerance between employees from different cultural backgrounds.
2009 Summit Event Master Keynote Bellman
Managing organizational culture and change is an important aspect of enterprise architecture program management. Cultural assumptions and business rules shape how work gets done in an organization and can help or hinder change efforts. Enterprise architects should seek to understand the formal and informal cultural rules of an organization and model them as part of their work. This will help identify potential cultural barriers to change and inform strategies for effective communication and decision support.
Innovation from Everyone and Everywhere (1)
This document discusses developing sustainable innovation capabilities for 21st century New Zealand. It advocates taking an "innovation from everyone and everywhere" approach to fully harness New Zealand's human capital. The document outlines principles of innovation from all people in all places, customer-centricity, and collaboration both within and across organizations. It also discusses the skills, leadership, culture, and management practices needed in organizations to enable innovation from all sources. The goal is to start an online community to further discuss improving attitudes, skills, and practices for widespread innovation.
There is a host of sociological and cultural research that paints a r.pdf
the value of an uncirculated \'Mint State-65\' 1950 Jefferson nickel minted in Denver is 7/5 the
value a 1945 nickel minted in Philadelphia in similar condition. together the value of the two
coins is $96. what is the value of each coin?
what is the value of the 1945 nickel?
$
what is the value of the 1950 nickel?
$
Solution
Let the value of 1945 nickel minted in Philadelphia be =x
The value of the 1950 Jefferson nickle minted in Denver = y= 7x/5
We know that x+ y= 96
x+7x/5 =96 so 12x/5=96
Hence x=96*5/12 = 8*5=40 $
So x=40, y=7x/5= 7*40/5 = 7*8=56$
Thus the value of 1945 nickle mintred in Philadelphia = 40$ and
The value of 1950 Mint State-65 Jefferson nickled minted in Denver = 56$.
Cross-Cultural Misunderstanding in Businesses Language Misinterpr
Cross-Cultural Misunderstanding in Businesses: Language Misinterpretation in Perspective
Deborah Odiong Eyoma
Schiller International University
EN 200 : Cross-Cultural Communication
Professor Xiaoyu Li
24TH March 2022
CROSS-CULTURAL MISUNDERSTANDING IN BUSINESSES: LANGUAGE MISINTERPRETATION IN PERSPECTIVE
Communication is a basic part of life, which facilitates both verbal and non-verbal interactions and information exchange between humans and animals. In humans, effective communication also includes understanding the emotion and intentions behind the information. It further involves the ability to unambiguously convey or receive a message in order to gain the full meaning of the message and make the other person feel heard and understood (Robinson, Segal, & Melinda, 2020). Generally, learning and business are human endeavours that critically require effective communication. Business simply connotes an organisation or enterprise engaged in commercial, industrial or professional activities (Adam Hayes, Margaret James, 2021). Communication in business is vital to ensuring effective transfer of goods and services, particularly across different cultures.
Several businesses have failed due to language-induced cross-cultural misunderstandings. A case in point is when Colgate, a toothpaste company, introduced a product called “Cue” in France but suffered backlash and eventual closure because the name of the product, at the time in France, was the name of a famous pornographic magazine (desconeguts, 2014). This article shall therefore, briefly discuss a language-induced failure that occurred in Panasonic as it attempted to introduce its product to a new market. Thereafter, the study shall identify key challenges to cross-cultural communications before proffering strategies to address them.
Aim of the study
The aim of this study is to draw lessons from a case study of previous failures in business occasioned by their inability to understand the language and nuances of other cultures with a view to proffering solutions to prevent the reoccurrence of such blunders.
Definitions of Key Terminologies
The study will first define some key terminologies, such as culture, language and communication as well as cross-cultural communication. Culture is defined as the ways of life of a people, including their arts, beliefs and institutions, passed down through generations; it further comprises of their language, religion, norms of behaviour amongst many others (LaMorte, 2016). Language and Communication are variables that are distinct but interdependent, as one aids or facilitates the other. Language is predominantly a human activity; it is a medium that aids transmission of feeling and thoughts, while communication can be described as a way of interchanging ideas which can be verbal or non-verbal. `Cross-cultural communication connotes the way interactions or transmission of information takes place across different cultures ...
Cross administrative culture and values
Global Culture and Values, revealing how values and beliefs typically impact administrative interactions and influence administrative behaviour. It poses three major arenas for cross culture administrative skills:the domestic work environment, the integration of organisational cultures and values and the international or cross border market place cultural values.
SalfordBusinessSchool_MIBBCaR_BP_Cross culture comunication_Ethics_CSR_Brand.
This document discusses British Petroleum (BP) and its operations in the southern USA coastal regions from a cross-cultural communication and corporate social responsibility perspective. It covers stakeholder relationships, the role of culture in ethics and CSR, and how brands can be used for international communication. Regarding the 2010 BP oil spill in the Gulf of Mexico, the document states BP needs effective crisis communication strategies to manage stakeholders from different cultures and address lessons learned to rebuild trust.
06 business challenge
The document discusses various challenges that organizations may face in managing business in the 21st century, such as the impact of globalization, managing across borders with international workforces, increased use of information technology, and the need for knowledge workers. Human resources policies and programs will need to adapt to changing workforce demographics, embrace diversity, and balance the demands of work and life. Organizations will also need to address issues like sustainability and ethics while navigating a fast-paced environment of new technologies, global competition, and shifting customer demands.
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Delivering Professional IT Services; Mind the gap of Cultural Risks
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Cultural diversity for hospitality and tourisim industry
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Cross-Cultural Misunderstanding in Businesses Language Misinterpr
Cross-Cultural Misunderstanding in Businesses Language Misinterpr
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- 1. CROSS CULTURAL ISSUES Strategic Management in a Global Environment Rapporteur: NELJANE G. APDIAN, CE INTRODUCTION ELEMENTS OF CULTURE IMPACT OF CROSS CULTURE TO GLOBAL BUSINESS HOW TO MANAGE CROSS CULTURAL ISSUES CONCLUSIONS
- 4. IMPACT OF CROSS CULTURAL COMMUNICATION WORKPLACE ETIQUETTE ORGANIZATIONAL HIERARCHY Organizational hierarchy and attitudes towards management roles can also vary widely between cultures A business must put together a useful info graphic for a quick reference of cultural differences in business etiquette globally. Effective communication is essential to the success of any business venture, but it is particularly critical when there is a real risk of your message getting “lost in translation.”
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