Developing cultural competence must be given the focus of a key competency by Indian Corporations aspiring to be Global. This competency is a must for Global Leaders/Managers.
1. Women entrepreneurs in India face several challenges including lack of access to financial capital and social/cultural barriers. Family obligations and lack of independence make it difficult for women to devote sufficient time to business.
2. Attitudinal issues also present challenges, as women often lack confidence in their abilities and face skepticism from banks and investors in assessing creditworthiness. Women entrepreneurs also have less access to education, technology, and business networks relative to their male counterparts.
3. Overcoming these obstacles requires support through targeted training programs, access to financing, and initiatives to change social norms regarding women's roles in the economy and empower them to participate fully in entrepreneurship.
This presentation provides advice to organizations on how to best integrate recently-hired executives. Executives would find the advice useful, and so would managers and employees.
Running head CAPSTONE PROJECT ASSIGNMENT PART 21CAPSTONE PRO.docxcheryllwashburn
Running head: CAPSTONE PROJECT ASSIGNMENT PART 2 1
CAPSTONE PROJECT ASSIGNMENT PART 2 5
Capstone Project Assignment Part 2
Nicole Jensen
Grantham University
02/03/2020
Going global and conducting new businesses on an international level can be challenging, but it can also be a great opportunity to enhance potential and growth. Many companies have decided to go global and enjoy the opportunities presented to them, but such a vital expansion is not always easy. There are several risks and challenges one can experience since businesses work differently in other countries. Yum Brands, an American fast-food company, is considering expanding to the Asian markets specifically India. This project will, therefore, analyse the cultural differences between America and India. It will also analyse the cultural exchange, and lastly, analyse the best distribution method for the company.
Cultural Differences
We can define cultural differences are the several beliefs, languages, vocabularies, practices, and behaviours considered distinctive to members of a particular national origin, race, or ethnicity. One of the major cultural difference between Indian and American culture is family relationships. Indians are much more family-oriented, on the other hand, Americans are individual-oriented. In India, family values are more significant than individual values. On the contrary, individual values are more significant than family values in America. Indians are more dedicated to their family whereas Americans are more dedicated to themselves.
Another difference relates to hierarchies and goals. Americans are goal-oriented, they work to get profits as fast as they can. This is normally attained by effective teamwork, with every individual accountable for their own actions and decisions. In India, on the contrary, individuals emphasize more on the hierarchies (geerthofsted.com). Individuals at the lower part of the hierarchy are not authorised to make any decision and those at the upper part of the hierarchy could make decisions based on their interests.
Unlike in America, In India, the head of the company or family make decisions. Moreover, older people are more respected and addressed and referred to in a formal way. On the other hand, older people in American culture are not respected because of their age but because of their achievements. In America, people can also question and challenge their superiors in public, within reasons. This can be viewed as rude and disrespectful in India.
The other difference relates to time. Americans are normally impatient. Deadlines in business contracts are strict and they must be met. Individuals will work for long hours to accomplish this and there is no easiness for delays. In India, in contrast, life goes at a slower speed. Indians view time more of circular than linear and relationship is more vital than deadlines.
In India, it is important to build relationships. Having an established and solid relationshi.
This document discusses cross-cultural configuration in international business organizations. It begins by defining culture and explaining how culture affects institutions including business institutions. Culture includes both conscious and unconscious values, ideas and symbols that are transmitted between generations and shape human behavior. The document then discusses how culture affects the political, economic and legal environments in countries using Saudi Arabia as an example. Culture influences policies, customs and traditions in Saudi Arabia that international businesses must understand and adapt to. Finally, the document outlines issues to consider for intercultural management, including team management, leadership styles, organizational structure, core values, communications and conflict resolution in multinational corporations.
The document discusses cultural considerations for a Bangladeshi company exporting ready-made garments to the US market. It covers key differences between Bangladesh and US culture, including life expectancy, unemployment, GDP, healthcare access, and social class structure. Important cultural factors for US business are discussed, such as gender roles, economic conditions, religion, communication styles, and customer needs. The document also provides an overview of US culture and business environment, expectations Americans have for foreign colleagues, and manners like dress code and first impressions that can help make a good impression.
A detailed description about Culture, its characteristics, elements with proper example. it's gonna help you in your global marketing and business environment. understanding the culture
2 Cross-Cultural Business
Learning Objectives
Helsinki, Finland—Nokia Corporation (www.nokia.com) is the world’s number one manufacturer of mobile handsets. The company’s 112,000 employees in more than 150 countries generate $79 billion in sales annually. Nokia uses its knowledge of cultures to control 40 percent of the global handset market.
Nokia is especially talented at detecting consumer needs in emerging markets. China and India represent Nokia’s first and second largest markets ahead of third-place United States. Nokia knows that in India a buyer selects a handset that has the right look and style and projects the right image. But for a consumer in China, a handset needs to be the right bargain. And Nokia recently finished a year-long study of the handset needs of people who live in Accra, capital city of the African nation Ghana.
Source: Jeffrey Barbee.
Nokia spends around $8 billion a year on research and development. Anthropologists and psychologists first travel the globe for Nokia to learn how people behave and communicate. Personnel at Nokia’s headquarters in Finland then blend these unique insights with emerging global trends to design new handsets. Finally, the company develops phones suitable for a variety of markets but localizes each one with colors, surface textures, services, and ring-tones.
Nokia maintains its competitive edge through careful cultural research. For example, company anthropologists learned that people in rural areas of emerging markets need a phone that can be shared among many users. So Nokia added the capability to save each person’s contacts separately and installed a call tracker that imposes a time or cost limit on each call. Handsets designed for emerging markets also feature menus in local languages, a one-touch flashlight in case of power outages, and a demo program for those who have never used a mobile phone. As you read this chapter, consider how culture influences international business and how company actions affect cultures.1
This chapter is the first of three that describe the links between international business activity and a nation’s business environment. We introduce these topics early because of their strong influence on how commerce is conducted in different countries. In fact, success in international business can often be traced directly to a deep understanding of some aspect of a people’s commercial environment. This chapter explores the influence of culture on international business activity. Chapter 3 presents the roles of political and legal systems, and Chapter 4 examines the impact of economic systems and emerging markets on international business.
An assessment of any nation’s overall business climate is typically the first step in analyzing its potential as a host for international commercial activity. This means addressing some important questions, such as the following: What language(s) do the people speak? What is the climate like? Are the local people open to new ideas a.
1. Women entrepreneurs in India face several challenges including lack of access to financial capital and social/cultural barriers. Family obligations and lack of independence make it difficult for women to devote sufficient time to business.
2. Attitudinal issues also present challenges, as women often lack confidence in their abilities and face skepticism from banks and investors in assessing creditworthiness. Women entrepreneurs also have less access to education, technology, and business networks relative to their male counterparts.
3. Overcoming these obstacles requires support through targeted training programs, access to financing, and initiatives to change social norms regarding women's roles in the economy and empower them to participate fully in entrepreneurship.
This presentation provides advice to organizations on how to best integrate recently-hired executives. Executives would find the advice useful, and so would managers and employees.
Running head CAPSTONE PROJECT ASSIGNMENT PART 21CAPSTONE PRO.docxcheryllwashburn
Running head: CAPSTONE PROJECT ASSIGNMENT PART 2 1
CAPSTONE PROJECT ASSIGNMENT PART 2 5
Capstone Project Assignment Part 2
Nicole Jensen
Grantham University
02/03/2020
Going global and conducting new businesses on an international level can be challenging, but it can also be a great opportunity to enhance potential and growth. Many companies have decided to go global and enjoy the opportunities presented to them, but such a vital expansion is not always easy. There are several risks and challenges one can experience since businesses work differently in other countries. Yum Brands, an American fast-food company, is considering expanding to the Asian markets specifically India. This project will, therefore, analyse the cultural differences between America and India. It will also analyse the cultural exchange, and lastly, analyse the best distribution method for the company.
Cultural Differences
We can define cultural differences are the several beliefs, languages, vocabularies, practices, and behaviours considered distinctive to members of a particular national origin, race, or ethnicity. One of the major cultural difference between Indian and American culture is family relationships. Indians are much more family-oriented, on the other hand, Americans are individual-oriented. In India, family values are more significant than individual values. On the contrary, individual values are more significant than family values in America. Indians are more dedicated to their family whereas Americans are more dedicated to themselves.
Another difference relates to hierarchies and goals. Americans are goal-oriented, they work to get profits as fast as they can. This is normally attained by effective teamwork, with every individual accountable for their own actions and decisions. In India, on the contrary, individuals emphasize more on the hierarchies (geerthofsted.com). Individuals at the lower part of the hierarchy are not authorised to make any decision and those at the upper part of the hierarchy could make decisions based on their interests.
Unlike in America, In India, the head of the company or family make decisions. Moreover, older people are more respected and addressed and referred to in a formal way. On the other hand, older people in American culture are not respected because of their age but because of their achievements. In America, people can also question and challenge their superiors in public, within reasons. This can be viewed as rude and disrespectful in India.
The other difference relates to time. Americans are normally impatient. Deadlines in business contracts are strict and they must be met. Individuals will work for long hours to accomplish this and there is no easiness for delays. In India, in contrast, life goes at a slower speed. Indians view time more of circular than linear and relationship is more vital than deadlines.
In India, it is important to build relationships. Having an established and solid relationshi.
This document discusses cross-cultural configuration in international business organizations. It begins by defining culture and explaining how culture affects institutions including business institutions. Culture includes both conscious and unconscious values, ideas and symbols that are transmitted between generations and shape human behavior. The document then discusses how culture affects the political, economic and legal environments in countries using Saudi Arabia as an example. Culture influences policies, customs and traditions in Saudi Arabia that international businesses must understand and adapt to. Finally, the document outlines issues to consider for intercultural management, including team management, leadership styles, organizational structure, core values, communications and conflict resolution in multinational corporations.
The document discusses cultural considerations for a Bangladeshi company exporting ready-made garments to the US market. It covers key differences between Bangladesh and US culture, including life expectancy, unemployment, GDP, healthcare access, and social class structure. Important cultural factors for US business are discussed, such as gender roles, economic conditions, religion, communication styles, and customer needs. The document also provides an overview of US culture and business environment, expectations Americans have for foreign colleagues, and manners like dress code and first impressions that can help make a good impression.
A detailed description about Culture, its characteristics, elements with proper example. it's gonna help you in your global marketing and business environment. understanding the culture
2 Cross-Cultural Business
Learning Objectives
Helsinki, Finland—Nokia Corporation (www.nokia.com) is the world’s number one manufacturer of mobile handsets. The company’s 112,000 employees in more than 150 countries generate $79 billion in sales annually. Nokia uses its knowledge of cultures to control 40 percent of the global handset market.
Nokia is especially talented at detecting consumer needs in emerging markets. China and India represent Nokia’s first and second largest markets ahead of third-place United States. Nokia knows that in India a buyer selects a handset that has the right look and style and projects the right image. But for a consumer in China, a handset needs to be the right bargain. And Nokia recently finished a year-long study of the handset needs of people who live in Accra, capital city of the African nation Ghana.
Source: Jeffrey Barbee.
Nokia spends around $8 billion a year on research and development. Anthropologists and psychologists first travel the globe for Nokia to learn how people behave and communicate. Personnel at Nokia’s headquarters in Finland then blend these unique insights with emerging global trends to design new handsets. Finally, the company develops phones suitable for a variety of markets but localizes each one with colors, surface textures, services, and ring-tones.
Nokia maintains its competitive edge through careful cultural research. For example, company anthropologists learned that people in rural areas of emerging markets need a phone that can be shared among many users. So Nokia added the capability to save each person’s contacts separately and installed a call tracker that imposes a time or cost limit on each call. Handsets designed for emerging markets also feature menus in local languages, a one-touch flashlight in case of power outages, and a demo program for those who have never used a mobile phone. As you read this chapter, consider how culture influences international business and how company actions affect cultures.1
This chapter is the first of three that describe the links between international business activity and a nation’s business environment. We introduce these topics early because of their strong influence on how commerce is conducted in different countries. In fact, success in international business can often be traced directly to a deep understanding of some aspect of a people’s commercial environment. This chapter explores the influence of culture on international business activity. Chapter 3 presents the roles of political and legal systems, and Chapter 4 examines the impact of economic systems and emerging markets on international business.
An assessment of any nation’s overall business climate is typically the first step in analyzing its potential as a host for international commercial activity. This means addressing some important questions, such as the following: What language(s) do the people speak? What is the climate like? Are the local people open to new ideas a.
how would you explain labor issues this to a bunch of first .pdfabmsales
how would you explain labor issues this to a bunch of first graders?
Hello Class, Domestic manufacturers will likely face various social and labor issues with their
international suppliers. The first social issue is religion. Religion plays a significant role in the
international market. For instance, social customs and business practices that would be accepted
and common in a nation that Christians dominate may be offensive and completely unacceptable
in Islamic nations. Therefore, understanding the depth and role of the influence of religion on
business practices is important to achieving successful agreements. The second social issue is
cultural norms. It is important to understand cultural differences as every country has distinct
traditions, history, customs, and code of ethics. Another issue is the language barrier since
businesses must rely on translators when communicating with international suppliers. In most
cases, translations do not normally have the same meaning resulting in misinterpretation or
misunderstanding of feelings, ideas, and expressions. The issue of gender is also vital as
international organizations have to pay attention to gender hierarchy in other countries. While the
United States has more women in higher business positions today, women still do not receive the
same respect and attention in other nations-labor issues, wages, working conditions, and labor
regulations. Understanding the cultural background of foreign suppliers is very important.
Understanding cultural backgrounds assist domestic manufacturers in communicating effectively
and respecting one another to do a successful business. People must accept and realize cultural
differences to establish strong working relationships. Culture guides values, thinking patterns,
behavior, and decision-making in business. Also, negotiating becomes difficult when dealing with
people from different nations. Developing trust needs cross-cultural understanding. Decision-
making and risk-taking customs that direct negotiations involve religious belief and status.
Familiarity with a foreign cultural background allows negotiators to understand how they conclude
and what is considered important. -Brandon Sibley.
The document provides an overview of cultural differences and strategic approaches to managing across cultures. It discusses Hofstede's model of cultural levels and four strategic predispositions: ethnocentric, polycentric, regio-centric, and geocentric. Key cultural differences are highlighted for doing business in countries like China, Russia, India, France, and Arab countries.
The document provides an overview of cultural differences and strategic approaches to conducting business across cultures. It discusses Hofstede's model of cultural levels and strategic predispositions like ethnocentric, polycentric, regio-centric, and geocentric approaches. Specific differences are highlighted for doing business in countries like China, Russia, India, France, and Arab countries. Cultural similarities across some regions are also noted.
Indians without Borders - The Indian diaspora can create tremendous value for...Parth Tewari
Thousands of people will gather in Delhi on 9 January 2003, to discuss the potential of a global community of Indians, to rejuvenate the bonds among overseas Indians, and to sensitize India about their issues and concerns. This is likely to be a terrific event. Yet, after the music is over and the speeches are made, after the awards are presented and friends united, there will remain the question that will only be answered one transaction at a time in the years to come: What is the economic and social basis for a sustainable partnership between India and its diaspora, and for a valuable network amongst the diaspora?
Economists believe that Indian GDP growth of 10 percent per year will require an increase in annual investment from 24 percent of GDP to 30 percent of GDP, and a doubling of labor and capital productivity. The Indian diaspora can help close India’s investment gap, raise productivity, and can also contribute in a number of other ways that make it a significant partner in India’s development. This paper lays out a framework for exploring the role of the Indian diaspora in India and independent of India.
The first chapter demonstrates that the diaspora wields commercial and social influence from its rising prosperity, its business and technical skills, its willingness to invest in India, as well as the value the network itself generates for its members. The diaspora, which is often considered a liability, a ‘Brain Drain’, is in fact a severely underutilized asset; it is a ‘Brain Trust’, to be leveraged.
The second chapter discusses how overseas Indians believe they can contribute to India’s development. They hope that India will welcome their involvement and recognize that they can be important contributors to India’s growth. The diaspora can and has already begun to partner with India in several ways: as investor, customer, supplier, ambassador, and philanthropist.
The third chapter argues that cultivating a partnership with the diaspora requires an ‘enabling environment’, i.e., creating a virtuous cycle that includes clear-headed economic, trade, and foreign policy; availability of labor, capital, technology, and business infrastructure; effective and efficient legal recourse; and demonstrable progress in quality of life. Although several efforts to develop partnerships with, and among, the diaspora are already underway, strong leaders, a win-win mindset, and sustained implementation can significantly accelerate growth.
This document discusses several key aspects of culture and its importance in international business. It covers different levels of cultural understanding, examples of cultural differences between countries, and guidelines for developing cross-cultural competence, including adopting a geocentric orientation. The challenges of cultural misunderstandings are also addressed.
Part B-Communication & Negotiation.pptxMariaSolkar
The document provides guidance for expatriates moving from the Middle East to China on cross-cultural communication. It discusses key cultural differences like high power distance and collectivism in China compared to other cultures. It recommends strategies for expatriates such as acknowledging hierarchy, building relationships, using indirect and polite communication styles, and actively listening. Adapting communication based on cultural awareness can help expatriates successfully navigate interactions with Chinese colleagues.
This document discusses the importance of understanding cultural differences between the United States and China when conducting business. It provides examples of how cultures vary in areas like ethical standards, interpersonal relationships, and communication styles. Specifically, Chinese culture places more emphasis on relationships and context than legal contracts. Americans view contracts as more binding and focus on specifics. The document stresses that respecting different cultural values is vital for business success across borders. Failure to understand these cultural foundations can damage relationships and lead to ethical conflicts or business failures.
Cultural attitude in international businessBikash chhetri
This document discusses the importance of cultural attitudes in international business. It notes that culture influences business management, decisions, and functions. Cultural attitudes differ between countries and must be understood to avoid issues when conducting global business. Developing cross-cultural competence is key to success for companies operating internationally, as understanding differences in areas like communication styles, personal space, and business etiquette can improve relationships and business outcomes in various cultures. The preservation of cultural attitudes is important for effective cross-border business interactions and global competitiveness.
This document provides an introduction and summary of the book "Make it In India" by Ranjini Manian and Joanne Grady Huskey. It discusses how India and the US are on the verge of a new era of economic collaboration where culture-sensitive communication will play an important role. The book aims to provide practical tips from global CEOs on successfully doing business across cultures by appreciating differences and finding common ground. It covers topics like meetings, negotiations, team dynamics, and communication styles. The goal is to help global citizens from India and the West adapt to today's interconnected business world.
As people engage in more international travel and become more famili.pdfferoz544
As people engage in more international travel and become more familiar with other countries,
will cultural difference decline as a roadblock to international understanding or will the continue
to be a major barrier? Defend your answer. Why are multinational enterprises getting involved in
corporate social responsibility and sustainable business practices? Are they displaying a sense of
social responsibility or it is merely a matter of good business, or both?
Solution
Multinational and cross-cultural teams are likewise becoming ever more common, meaning
businesses can benefit from an increasingly diverse knowledge base and new, insightful
approaches to business problems. However, along with the benefits of insight and expertise,
global organizations also face potential stumbling blocks when it comes to culture and
international business.
While there are a number of ways to define culture, put simply it is a set of common and
accepted norms shared by a society. But in an international business context, what is common
and accepted for a professional from one country, could be very different for a colleague from
overseas. Recognizing and understanding how culture affectsinternational business in three core
areas: communication, etiquette, and organizational hierarchy can help you to avoid
misunderstandings with colleagues and clients from abroad and excel in a globalized business
environment.
1. Communication
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.” In many
international companies, English is the de facto language of business. But more than just the
language you speak, it’s how you convey your message that’s important. For instance, while the
Finns may value directness and brevity, professionals from India can be more indirect and
nuanced in their communication. Moreover, while fluent English might give you a professional
boost globally, understanding the importance of subtle non-verbal communication between
cultures can be equally crucial in international business.
What might be commonplace in your culture — be it a firm handshake, making direct eye
contact, or kiss on the cheek — could be unusual or even offensive to a foreign colleague or
client. Where possible, do your research in advance of professional interactions with individuals
from a different culture. Remember to be perceptive to body language, and when in doubt, ask.
While navigating cross-cultural communication can be a challenge, approaching cultural
differences with sensitivity, openness, and curiosity can help to put everyone at ease.
2. Workplace etiquette
Different approaches to professional communication are just one of the innumerable differences
in workplace norms from around the world. CT Business Travel has put together a useful
infographic for a quick reference of cultural differences in business etiquette globally.
For instance, the.
The document discusses the importance of developing a "global mindset" for large Indian companies seeking to succeed globally. It defines a global mindset as conducting business across country boundaries while acting locally. Key aspects of a global mindset include inclusiveness of all stakeholders worldwide, training employees through global work experiences, and cultivating curiosity about other cultures. Developing a global mindset starts with the CEO's vision and support from top management. The document recommends hiring global talent, providing international training, and rewarding curiosity as ways for Indian companies to foster a global mindset.
The document discusses diversity and managing diversity in the workplace. It defines diversity as individual acceptance and respect of differences. It lists various elements of diversity including age, gender, ethnicity, and provides ways to incorporate diversity such as recruiting from diverse talent pools. Managing diversity is defined as planning and implementing practices to maximize the advantages of diversity. The benefits of diversity in the workplace include improved customer service, employee morale, and creativity. Challenges of ignoring diversity include conflicts and loss of productivity.
This document provides an overview of Chapter 2 from a textbook on comparative environmental frameworks facing business. The chapter examines the dynamics of culture and its effects on international business operations and strategy. It discusses the challenges of operating in different cultural environments, including a case study on a restaurant adjusting to the culture in Saudi Arabia. The chapter outlines factors that influence and stabilize cultures like nations, languages, religions, and geography. It also analyzes how cultural behaviors and social stratification systems impact business practices around performance, gender, age, family, and occupations.
Culture influences business strategy and operations in many ways. Corporate culture refers to the beliefs and behaviors that guide how a company is managed and how it interacts externally. Business strategies must consider cultural factors globally to ensure wide acceptance. Companies like Tata and Mahindra have achieved global recognition due to their strong cultural values. Studies have also shown that core cultural values within companies directly correlate to better business performance. For businesses to be successful globally, they must understand cultural differences and adapt their strategies accordingly.
Understanding International Business in the Context of Cultural LensesIOSR Journals
This paper is based on the premise that for business organizations to succeed in our globalized, competitive international environment without a „globalized‟ culture, business managers need to have a sound and practical knowledge of cross boarder cultures. Believing, as Dewey (1938) long ago recognized that “there is nothing more practical than a good theory”, the paper identified from the professional literature and discussed seven theories of culture. The understanding of these cultural models would help the business manager to become more intelligent, culturally more sensitive to cultural differences, develop cultural competence and became more effective and efficient as he/she works to overcome cultural complexities that can negatively affect business and business profits.
MGM316-1401B-01Quesadra D. GoodrumClass Discussion Phase2.docxandreecapon
MGM316-1401B-01
Quesadra D. Goodrum
Class Discussion Phase2
Colorado Technical University
Professor: Edmund Winters
4/07/2014
In an ever-changing world, intercultural business communication is one of the most vital aspects of carrying out business in foreign countries. We are set up to fail if we enter into foreign business agreements blindly. In the absence of proper communication skills, cultural awareness comes into play knowing the culture in which we are dealing. All of your concepts you may have grown up with and ideas that you have formed beforehand need to be thrown away and cast to the side. Your concepts and ideas in these business meetings will only be as effective as your communication skills. If your communications skills are weak so will be your presentation of your projected business plan. If I was going to develop a training program on the same, my lesson plan would look as illustrated below:
I. Class Objectives: The goals or objectives for class include understanding how language affects intercultural business communications and learning about different cultures and how they communicate when conducting business activities.
II. Connection to Course Goals: The class’s daily objectives will connect to the overall course goals by dealing with one topic at a time.
III. Anticipatory Set: What is usually involved in intercultural business communication and how should one behave if relocated to foreign countries such as United Arab Emirates, Mexico, China and Israel?
IV. Cultural Awareness
V. High vs. Low Context Cultures
VI. Language: Verbal vs. Non-Verbal
VII. Conversational Taboos
VIII. Interaction: Ethical/Unethical awareness
IX. Conclusion: connecting the objectives
My developed training program will help my students target and grasp the importance of the concepts listed and how they connect to one another. You will need to know a number of things regarding Cultural Awareness, High vs. Low Context Cultures, and Verbal vs. Non-Verbal, Conversational Taboos, and Interaction Ethical/Unethical awareness, and connecting the objectives. “Low context language is where things are fully spelled out or made explicit where there is also considerable dependence on what is actually being said or written (Gibson, 2002).” Western cultures tend to be inclined more toward low context language while Eastern and
Southern cultures are more inclined to use high context language (LeBaron, 2003).“High context language is whereby communicators assume a great deal of commonality of opinions and knowledge so that not much is made explicit (Novinger, 2001).” In other words, communication is in indirect ways. It is of crucial importance for business individuals venturing overseas to learn more about the business culture and etiquette present in countries such as Mexico, China, United Arab Emirates and Israel as they are not the same as the American business culture.
International Business Communication
Understanding other cultures tend to greatly enh ...
Exploring the Significance of Business Cultural Adoption.pdfMD. ANOARUL HAQUE
This document discusses the importance of business cultural adoption when expanding into new markets globally. Cultural adoption involves integrating and adapting to the cultural norms, values, and practices of local communities. The key benefits include gaining market relevance by adapting offerings to local tastes, building trust among local communities, ensuring effective communication by aligning with cultural communication styles, and sparking innovation through diverse perspectives. Successful cultural adoption requires thorough research on the local culture, cultural training for employees, localized marketing strategies, collaborating with local partners, and flexibility to adapt over time. Challenges include cultural misunderstandings, resistance to change, balancing consistent branding with customization, and avoiding issues with local ethics or laws.
The document discusses various topics related to global trade and investment environment including:
1. Factors influencing international trade such as government policies and merchandise trade trends in India.
2. Details on trade in services and methods of trade such as cross-border and commercial presence.
3. Concepts of global sourcing and factors affecting global investment like wages, skills, and political stability.
4. Growth of foreign direct investment in India with India becoming a top FDI destination in recent years.
The document discusses managing diversity in the workplace. It defines diversity and cultural diversity, and lists various elements of diversity including age, gender, ethnicity, and other factors. It discusses ways to incorporate diversity such as recruiting from diverse talent pools. Managing diversity is defined as planning systems to maximize the advantages of diversity while minimizing disadvantages. The benefits of diversity in organizations include improved customer service, creativity, and competitive advantage in hiring. Some challenges of diversity are potential conflicts and costs of training, but ignoring diversity can also have negative consequences. Successful diversity management requires commitment from top management and diversity awareness training. Examples of diversity initiatives at Coca-Cola, a French flooring company, and McDonald's are provided.
This document discusses the importance of understanding cultural differences in managing a global workforce. It provides context on how globalization has increased diversity in workplaces and the need for cross-cultural understanding. Several frameworks for analyzing cultural dimensions are introduced, including individualism vs collectivism, power distance, uncertainty avoidance, and masculinity vs femininity. The document emphasizes that respecting different cultures, gaining knowledge of foreign cultures, and managing cultural differences strategically can help organizations overcome obstacles and benefit from diversity.
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdfthesiliconleaders
In the recent edition, The 10 Most Influential Leaders Guiding Corporate Evolution, 2024, The Silicon Leaders magazine gladly features Dejan Štancer, President of the Global Chamber of Business Leaders (GCBL), along with other leaders.
Taurus Zodiac Sign: Unveiling the Traits, Dates, and Horoscope Insights of th...my Pandit
Dive into the steadfast world of the Taurus Zodiac Sign. Discover the grounded, stable, and logical nature of Taurus individuals, and explore their key personality traits, important dates, and horoscope insights. Learn how the determination and patience of the Taurus sign make them the rock-steady achievers and anchors of the zodiac.
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how would you explain labor issues this to a bunch of first .pdfabmsales
how would you explain labor issues this to a bunch of first graders?
Hello Class, Domestic manufacturers will likely face various social and labor issues with their
international suppliers. The first social issue is religion. Religion plays a significant role in the
international market. For instance, social customs and business practices that would be accepted
and common in a nation that Christians dominate may be offensive and completely unacceptable
in Islamic nations. Therefore, understanding the depth and role of the influence of religion on
business practices is important to achieving successful agreements. The second social issue is
cultural norms. It is important to understand cultural differences as every country has distinct
traditions, history, customs, and code of ethics. Another issue is the language barrier since
businesses must rely on translators when communicating with international suppliers. In most
cases, translations do not normally have the same meaning resulting in misinterpretation or
misunderstanding of feelings, ideas, and expressions. The issue of gender is also vital as
international organizations have to pay attention to gender hierarchy in other countries. While the
United States has more women in higher business positions today, women still do not receive the
same respect and attention in other nations-labor issues, wages, working conditions, and labor
regulations. Understanding the cultural background of foreign suppliers is very important.
Understanding cultural backgrounds assist domestic manufacturers in communicating effectively
and respecting one another to do a successful business. People must accept and realize cultural
differences to establish strong working relationships. Culture guides values, thinking patterns,
behavior, and decision-making in business. Also, negotiating becomes difficult when dealing with
people from different nations. Developing trust needs cross-cultural understanding. Decision-
making and risk-taking customs that direct negotiations involve religious belief and status.
Familiarity with a foreign cultural background allows negotiators to understand how they conclude
and what is considered important. -Brandon Sibley.
The document provides an overview of cultural differences and strategic approaches to managing across cultures. It discusses Hofstede's model of cultural levels and four strategic predispositions: ethnocentric, polycentric, regio-centric, and geocentric. Key cultural differences are highlighted for doing business in countries like China, Russia, India, France, and Arab countries.
The document provides an overview of cultural differences and strategic approaches to conducting business across cultures. It discusses Hofstede's model of cultural levels and strategic predispositions like ethnocentric, polycentric, regio-centric, and geocentric approaches. Specific differences are highlighted for doing business in countries like China, Russia, India, France, and Arab countries. Cultural similarities across some regions are also noted.
Indians without Borders - The Indian diaspora can create tremendous value for...Parth Tewari
Thousands of people will gather in Delhi on 9 January 2003, to discuss the potential of a global community of Indians, to rejuvenate the bonds among overseas Indians, and to sensitize India about their issues and concerns. This is likely to be a terrific event. Yet, after the music is over and the speeches are made, after the awards are presented and friends united, there will remain the question that will only be answered one transaction at a time in the years to come: What is the economic and social basis for a sustainable partnership between India and its diaspora, and for a valuable network amongst the diaspora?
Economists believe that Indian GDP growth of 10 percent per year will require an increase in annual investment from 24 percent of GDP to 30 percent of GDP, and a doubling of labor and capital productivity. The Indian diaspora can help close India’s investment gap, raise productivity, and can also contribute in a number of other ways that make it a significant partner in India’s development. This paper lays out a framework for exploring the role of the Indian diaspora in India and independent of India.
The first chapter demonstrates that the diaspora wields commercial and social influence from its rising prosperity, its business and technical skills, its willingness to invest in India, as well as the value the network itself generates for its members. The diaspora, which is often considered a liability, a ‘Brain Drain’, is in fact a severely underutilized asset; it is a ‘Brain Trust’, to be leveraged.
The second chapter discusses how overseas Indians believe they can contribute to India’s development. They hope that India will welcome their involvement and recognize that they can be important contributors to India’s growth. The diaspora can and has already begun to partner with India in several ways: as investor, customer, supplier, ambassador, and philanthropist.
The third chapter argues that cultivating a partnership with the diaspora requires an ‘enabling environment’, i.e., creating a virtuous cycle that includes clear-headed economic, trade, and foreign policy; availability of labor, capital, technology, and business infrastructure; effective and efficient legal recourse; and demonstrable progress in quality of life. Although several efforts to develop partnerships with, and among, the diaspora are already underway, strong leaders, a win-win mindset, and sustained implementation can significantly accelerate growth.
This document discusses several key aspects of culture and its importance in international business. It covers different levels of cultural understanding, examples of cultural differences between countries, and guidelines for developing cross-cultural competence, including adopting a geocentric orientation. The challenges of cultural misunderstandings are also addressed.
Part B-Communication & Negotiation.pptxMariaSolkar
The document provides guidance for expatriates moving from the Middle East to China on cross-cultural communication. It discusses key cultural differences like high power distance and collectivism in China compared to other cultures. It recommends strategies for expatriates such as acknowledging hierarchy, building relationships, using indirect and polite communication styles, and actively listening. Adapting communication based on cultural awareness can help expatriates successfully navigate interactions with Chinese colleagues.
This document discusses the importance of understanding cultural differences between the United States and China when conducting business. It provides examples of how cultures vary in areas like ethical standards, interpersonal relationships, and communication styles. Specifically, Chinese culture places more emphasis on relationships and context than legal contracts. Americans view contracts as more binding and focus on specifics. The document stresses that respecting different cultural values is vital for business success across borders. Failure to understand these cultural foundations can damage relationships and lead to ethical conflicts or business failures.
Cultural attitude in international businessBikash chhetri
This document discusses the importance of cultural attitudes in international business. It notes that culture influences business management, decisions, and functions. Cultural attitudes differ between countries and must be understood to avoid issues when conducting global business. Developing cross-cultural competence is key to success for companies operating internationally, as understanding differences in areas like communication styles, personal space, and business etiquette can improve relationships and business outcomes in various cultures. The preservation of cultural attitudes is important for effective cross-border business interactions and global competitiveness.
This document provides an introduction and summary of the book "Make it In India" by Ranjini Manian and Joanne Grady Huskey. It discusses how India and the US are on the verge of a new era of economic collaboration where culture-sensitive communication will play an important role. The book aims to provide practical tips from global CEOs on successfully doing business across cultures by appreciating differences and finding common ground. It covers topics like meetings, negotiations, team dynamics, and communication styles. The goal is to help global citizens from India and the West adapt to today's interconnected business world.
As people engage in more international travel and become more famili.pdfferoz544
As people engage in more international travel and become more familiar with other countries,
will cultural difference decline as a roadblock to international understanding or will the continue
to be a major barrier? Defend your answer. Why are multinational enterprises getting involved in
corporate social responsibility and sustainable business practices? Are they displaying a sense of
social responsibility or it is merely a matter of good business, or both?
Solution
Multinational and cross-cultural teams are likewise becoming ever more common, meaning
businesses can benefit from an increasingly diverse knowledge base and new, insightful
approaches to business problems. However, along with the benefits of insight and expertise,
global organizations also face potential stumbling blocks when it comes to culture and
international business.
While there are a number of ways to define culture, put simply it is a set of common and
accepted norms shared by a society. But in an international business context, what is common
and accepted for a professional from one country, could be very different for a colleague from
overseas. Recognizing and understanding how culture affectsinternational business in three core
areas: communication, etiquette, and organizational hierarchy can help you to avoid
misunderstandings with colleagues and clients from abroad and excel in a globalized business
environment.
1. Communication
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.” In many
international companies, English is the de facto language of business. But more than just the
language you speak, it’s how you convey your message that’s important. For instance, while the
Finns may value directness and brevity, professionals from India can be more indirect and
nuanced in their communication. Moreover, while fluent English might give you a professional
boost globally, understanding the importance of subtle non-verbal communication between
cultures can be equally crucial in international business.
What might be commonplace in your culture — be it a firm handshake, making direct eye
contact, or kiss on the cheek — could be unusual or even offensive to a foreign colleague or
client. Where possible, do your research in advance of professional interactions with individuals
from a different culture. Remember to be perceptive to body language, and when in doubt, ask.
While navigating cross-cultural communication can be a challenge, approaching cultural
differences with sensitivity, openness, and curiosity can help to put everyone at ease.
2. Workplace etiquette
Different approaches to professional communication are just one of the innumerable differences
in workplace norms from around the world. CT Business Travel has put together a useful
infographic for a quick reference of cultural differences in business etiquette globally.
For instance, the.
The document discusses the importance of developing a "global mindset" for large Indian companies seeking to succeed globally. It defines a global mindset as conducting business across country boundaries while acting locally. Key aspects of a global mindset include inclusiveness of all stakeholders worldwide, training employees through global work experiences, and cultivating curiosity about other cultures. Developing a global mindset starts with the CEO's vision and support from top management. The document recommends hiring global talent, providing international training, and rewarding curiosity as ways for Indian companies to foster a global mindset.
The document discusses diversity and managing diversity in the workplace. It defines diversity as individual acceptance and respect of differences. It lists various elements of diversity including age, gender, ethnicity, and provides ways to incorporate diversity such as recruiting from diverse talent pools. Managing diversity is defined as planning and implementing practices to maximize the advantages of diversity. The benefits of diversity in the workplace include improved customer service, employee morale, and creativity. Challenges of ignoring diversity include conflicts and loss of productivity.
This document provides an overview of Chapter 2 from a textbook on comparative environmental frameworks facing business. The chapter examines the dynamics of culture and its effects on international business operations and strategy. It discusses the challenges of operating in different cultural environments, including a case study on a restaurant adjusting to the culture in Saudi Arabia. The chapter outlines factors that influence and stabilize cultures like nations, languages, religions, and geography. It also analyzes how cultural behaviors and social stratification systems impact business practices around performance, gender, age, family, and occupations.
Culture influences business strategy and operations in many ways. Corporate culture refers to the beliefs and behaviors that guide how a company is managed and how it interacts externally. Business strategies must consider cultural factors globally to ensure wide acceptance. Companies like Tata and Mahindra have achieved global recognition due to their strong cultural values. Studies have also shown that core cultural values within companies directly correlate to better business performance. For businesses to be successful globally, they must understand cultural differences and adapt their strategies accordingly.
Understanding International Business in the Context of Cultural LensesIOSR Journals
This paper is based on the premise that for business organizations to succeed in our globalized, competitive international environment without a „globalized‟ culture, business managers need to have a sound and practical knowledge of cross boarder cultures. Believing, as Dewey (1938) long ago recognized that “there is nothing more practical than a good theory”, the paper identified from the professional literature and discussed seven theories of culture. The understanding of these cultural models would help the business manager to become more intelligent, culturally more sensitive to cultural differences, develop cultural competence and became more effective and efficient as he/she works to overcome cultural complexities that can negatively affect business and business profits.
MGM316-1401B-01Quesadra D. GoodrumClass Discussion Phase2.docxandreecapon
MGM316-1401B-01
Quesadra D. Goodrum
Class Discussion Phase2
Colorado Technical University
Professor: Edmund Winters
4/07/2014
In an ever-changing world, intercultural business communication is one of the most vital aspects of carrying out business in foreign countries. We are set up to fail if we enter into foreign business agreements blindly. In the absence of proper communication skills, cultural awareness comes into play knowing the culture in which we are dealing. All of your concepts you may have grown up with and ideas that you have formed beforehand need to be thrown away and cast to the side. Your concepts and ideas in these business meetings will only be as effective as your communication skills. If your communications skills are weak so will be your presentation of your projected business plan. If I was going to develop a training program on the same, my lesson plan would look as illustrated below:
I. Class Objectives: The goals or objectives for class include understanding how language affects intercultural business communications and learning about different cultures and how they communicate when conducting business activities.
II. Connection to Course Goals: The class’s daily objectives will connect to the overall course goals by dealing with one topic at a time.
III. Anticipatory Set: What is usually involved in intercultural business communication and how should one behave if relocated to foreign countries such as United Arab Emirates, Mexico, China and Israel?
IV. Cultural Awareness
V. High vs. Low Context Cultures
VI. Language: Verbal vs. Non-Verbal
VII. Conversational Taboos
VIII. Interaction: Ethical/Unethical awareness
IX. Conclusion: connecting the objectives
My developed training program will help my students target and grasp the importance of the concepts listed and how they connect to one another. You will need to know a number of things regarding Cultural Awareness, High vs. Low Context Cultures, and Verbal vs. Non-Verbal, Conversational Taboos, and Interaction Ethical/Unethical awareness, and connecting the objectives. “Low context language is where things are fully spelled out or made explicit where there is also considerable dependence on what is actually being said or written (Gibson, 2002).” Western cultures tend to be inclined more toward low context language while Eastern and
Southern cultures are more inclined to use high context language (LeBaron, 2003).“High context language is whereby communicators assume a great deal of commonality of opinions and knowledge so that not much is made explicit (Novinger, 2001).” In other words, communication is in indirect ways. It is of crucial importance for business individuals venturing overseas to learn more about the business culture and etiquette present in countries such as Mexico, China, United Arab Emirates and Israel as they are not the same as the American business culture.
International Business Communication
Understanding other cultures tend to greatly enh ...
Exploring the Significance of Business Cultural Adoption.pdfMD. ANOARUL HAQUE
This document discusses the importance of business cultural adoption when expanding into new markets globally. Cultural adoption involves integrating and adapting to the cultural norms, values, and practices of local communities. The key benefits include gaining market relevance by adapting offerings to local tastes, building trust among local communities, ensuring effective communication by aligning with cultural communication styles, and sparking innovation through diverse perspectives. Successful cultural adoption requires thorough research on the local culture, cultural training for employees, localized marketing strategies, collaborating with local partners, and flexibility to adapt over time. Challenges include cultural misunderstandings, resistance to change, balancing consistent branding with customization, and avoiding issues with local ethics or laws.
The document discusses various topics related to global trade and investment environment including:
1. Factors influencing international trade such as government policies and merchandise trade trends in India.
2. Details on trade in services and methods of trade such as cross-border and commercial presence.
3. Concepts of global sourcing and factors affecting global investment like wages, skills, and political stability.
4. Growth of foreign direct investment in India with India becoming a top FDI destination in recent years.
The document discusses managing diversity in the workplace. It defines diversity and cultural diversity, and lists various elements of diversity including age, gender, ethnicity, and other factors. It discusses ways to incorporate diversity such as recruiting from diverse talent pools. Managing diversity is defined as planning systems to maximize the advantages of diversity while minimizing disadvantages. The benefits of diversity in organizations include improved customer service, creativity, and competitive advantage in hiring. Some challenges of diversity are potential conflicts and costs of training, but ignoring diversity can also have negative consequences. Successful diversity management requires commitment from top management and diversity awareness training. Examples of diversity initiatives at Coca-Cola, a French flooring company, and McDonald's are provided.
This document discusses the importance of understanding cultural differences in managing a global workforce. It provides context on how globalization has increased diversity in workplaces and the need for cross-cultural understanding. Several frameworks for analyzing cultural dimensions are introduced, including individualism vs collectivism, power distance, uncertainty avoidance, and masculinity vs femininity. The document emphasizes that respecting different cultures, gaining knowledge of foreign cultures, and managing cultural differences strategically can help organizations overcome obstacles and benefit from diversity.
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Total Cross-Cultural Competency - Business India (Oct 2013)
1. `30
Subscriber copy
RNI No.35850/80; Reg. No. MH/MR/South-82/2012-14 TN/CH(C)250/2012-14; Published on: Every alternate Monday; Posted at Patrika Channel Sorting office, Mumbai-400001 on every alternate Monday-Tuesday
October 14 to 27, 2013
HDFC
Bank
Aditya Puri
MD
Hinterland
Express
With tried and tested products in place, HDFC Bank
is spreading into rural India. Its challenge is execution
2. Column
B u s i n e s s I n d i a u t h e m ag a z i n e o f t h e c o r p o r at e wo r l d
Towards cross-cultural competency
Developing cultural competence must be given the focus of a key competency
T
he current crises in the Indian economy
and the huge impact of the rupee devaluation bring home the critical importance
of globalising Indian business corporations. A
globalised company can weather the storm with
a more balanced top and bottom line, providing significant revenue and profit from overseas
operations. In the context of consistent devaluation of the rupee, it and pharma companies in
India that have successfully globalised are likely
to report better relative performance. Of the six
competencies required for successful globalisation of an organisation. ‘Cross-cultural competence’ is the second of the six competencies,
following ‘Global mindset’ covered in our previous column. It is critical in initiating and establishing successful global business as acquisitions,
joint ventures or greenfield subsidiaries.
Culture is values in action. Cross-cultural
competence for an individual is the capability to
function effectively across national, ethnic and
organisational culture. For an organisation, in a
globalisation context, it is the capability to successfully navigate and conduct business in cultural environs that are different than the home
country. A set of historical behaviour patterns,
mindsets, beliefs, lifestyles and value systems
often define the culture in a country. An American executive normally comes directly to the
point and looks for a ‘yes’ or ‘no’, which may
not be the best way in dealing with business
issues in Asian cultures. On the other hand, the
Indian trait of a ‘know-it-all’ attitude in interactions can upset businessmen from other cultures. Then, there is the Japanese businessman,
who is low-key and likely to take a long time to
respond to a business proposal and remain noncommittal sending wrong signals. Japanese culture is consensus-based and requires internal
deliberations involving various levels in the
organisation before a commitment is made.
India is a microcosm of cultures that can facilitate conceptualising of cross-cultural issues.
Consider the languages, food, festivals, religious
beliefs, customs, behavioral traits and lifestyles in
North, South, West and East India. Consider the
differences that exist between Maharashtra, Gujarat and Goa, though in the same region. The good
news is that over time, and post 1947, India has
come a long way in adjusting and evolving crosscultural competence. Indian business is, therefore, more adept at cross-cultural competence in
Di n e sh Ch a n dr a
V i bh ay
Sinha
a global context than some other nations.
Consider some of the positive contributors to
the development of cross-cultural competence
in India. Mobility from opportunities arising
through transfers and recruitment in government and business organisations; inter-caste and
interstate marriages; national institutes like iits
and iims; central services like ias, csir, drdo and
armed forces; media including tv and Bollywood
movies. Also, consider the continuing hindrances
of regional politics and narrow parochial vested
interests including caste, religion, corruption and
fear of loss of heritage. India has been on a learning curve to appreciate different cultures through
understanding, compromise and integration,
progressively leading to more unity in diversity.
Surely, the attitude of openness and assimilation
of new ideas that has existed throughout Indian
history can be the right way to leverage the large
population and demography to higher levels of
national prosperity.
C
Av i s h D a h i y a
Dinesh Chandra,
Avish Dahiya are
co-founders and
Vibhay Sinha
is the Senior
Consulting Partner
of DNA Global
Network (www.
dnaglobalnetwork.
com), a
Management
Consulting Firm
specialising in
globalisation
based in San Jose,
Ca, USA
u 92 u
O c t o b e r 14 -27, 2 013
ross-cultural competence of some successful economies have ‘globalised’. Consider
the top four economies of the world the US,
China, Japan and Germany. The US, despite
being a melting pot of cultures, is not the leader
of cultural competency. Education, vast natural resources and a relatively low population,
enlightened immigration policies attracting the
cream of the world and an enlightened system
of government that has built in ‘checks and balances’ are primarily responsible for their polar
position. Now that large contributions from
overseas business exist, Americans are focussing on a fast learning curve of cross-cultural
competence. Stints in countries like India and
China are a significant plus for ceo aspirants of
large US multinational corporations because of
exposure to cultural and business diversities.
The trait of not attempting to understand the
underlying issues that may require compromise
seems to persist possibly due to the American
ethos to ‘get the job done’. The American dna
had an arrogant component, in line with their
preeminent economy, but it is now in transgression, given the interdependence of the US economy following increasing globalisation. Chinese
culture, in a business context, derived from their
ancient past and more recent communist present is akin to the Japanese in terms of building
trust over time, conservative and bureaucratic
3. Column
B u s i n e s s I n d i a u t h e m ag a z i n e o f t h e c o r p o r at e wo r l d
and is also strategic. The Chinese consider that
China was number one in the world and want
to get there again. Their cross-cultural competence is also cultivated by this national interest.
They are dealing with other countries taking
a long-term view and making compromises as
necessary. The state directed policy is designed
to attract foreigners, students and businessmen,
while concurrently maintaining Chinese cultural and strategic requirements. Their push for
the English language and on education to build
cross-cultural competency is exemplary.
relationships, but does not get the job done on
time. Not enough homework is done by Indian
business leaders resulting in a lack of knowledge of the culture of the other country. There
is a need first to understand Indian cultural
traits and then to integrate with cultures of the
countries where business is sought to be done.
A
ny amount of cultural competence will not
lead to a lasting globalisation success unless
there is mutual trust and a learning process
that encourages adoption of principles and policies from each other that are good for all the
stakeholders. It follows that respect, inquisitiveness, tolerance and adjustments for another culture is a prerequisite of success in cross-cultural
competence. Our recommendations for Indian
business corporations wanting to globalise
successfully are:
u Facilitate understanding of the Indian cultural
traits within your own company by organising
in-house meetings of groups of employees from
different regions and encourage an open dialogue. This will bring about better communication and listening capabilities. Outside experts
can be a catalyst to guide development of
cultural competence within the company.
u There must be an organised effort to understand the prevailing business and cultural practices of the countries where you want to set up
business or partnerships. Courses and webinars
are available about a particular country’s culture
from educational and consulting organisations.
u Consider the personalities of managers charged
with initiating dialogue, conducting negotiations and continuing involvement in the overseas business. Are they capable of transcending
their cultural beliefs and can they empathise
with other cultures? When working in Saudi
Arabia, how would they regard the sharia law of
cutting off hands of a thief, or for instance in the
US, calling elders by their first names? Personal
transformation may be required to have an open
mind and willingness to tolerate, understand
and respect characteristics and ambiguities of
another culture. Give your employees an opportunity to spend some time to visit the country
you want to do business in and experience their
cultural mix.
u If you have decided to start a business activity in a country, recruit executives of appropriate seniority from that country and bring
them to your organisation in India first. This
will facilitate mutual cultural understanding by
interaction and proximity.
In conclusion, developing cultural competence must not be underrated and must be given
the focus of a key competency by companies
that are globalising.
u
J
apanese are fierce patriots. Respect for seniority and elders and patience is a protocol they
practice similar to Indian culture. The quality
movement though originating in the US found
its home in Japan. The extraordinary cultural
trait of teamwork and consensus building is all
Japanese. The implementation of Customer is
king enunciated by Mahatma Gandhi was in fact
implemented in letter and spirit by Japan. The
transformation of Toyota was in part made possible by deep inquiry into the requirements of
their US customers by opening design and market survey offices in the US. Their success particularly in the 1970s was exemplified by Japanese
businessmen living abroad for extended periods at personal sacrifice. However, traditionally,
Japan has been wary of foreigners and apprehensive that their culture will get polluted. It seems
their policy of limiting interaction with foreigners and strict immigration laws are hurting their
capability to innovate and negatively impacting
their economy.
The German cross-cultural competence is
exemplified by discipline, well-planned rules of
engagement, a conservative attitude, fact orientation, hard work, desire for quality, world dominating excellence in products and a no-nonsense
attitude in business dealings. Relationships are
honest and long lasting, once tested over time.
Indian adaptability helped maintain its heritage and identity despite many invasions
throughout history. Indian businessmen have
shown cultural understanding and Indian organisations have many success stories to share. However, Indian businesses must recognise that there
is a lot to learn to elevate cross-cultural competency to a higher level when establishing an overseas business. Of the four levels of training, most
Indian companies train for levels one and two.
India continues to be a country of ‘disempowered’ people as demonstrated by its history.
Not taking responsibility and blaming others
for the ill of the country is widely practiced in
India. ‘What can I do’ is uttered with a sense
of helplessness; more often than ‘I can make a
difference’. The circular concept of time builds
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