A study of international human resource management- theories and techniques Antara Rabha
Understanding the concept of International Human resource management in terms of recruitment and training. Basic concepts and clear understanding. all the Various methods of recruitment-offline as well as online methods and various types of training such as an internship , apprenticeship etc.
A study of international human resource management- theories and techniques Antara Rabha
Understanding the concept of International Human resource management in terms of recruitment and training. Basic concepts and clear understanding. all the Various methods of recruitment-offline as well as online methods and various types of training such as an internship , apprenticeship etc.
In this presentation, we will understand the challenges of international performance management, analyze the areas in terms of skill and other traits, understanding the conflicting role expectation and analyze the variety of appraisers in international performance appraisal.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit:
http://www.welingkaronline.org/distance-learning/online-mba.html
Cross cultural management involves managing work teams in ways that considers the differences in cultures, practices and preferences of consumers in a global or international business context. Many businesses have to learn to modify or adapt their approaches in order to compete on a level in fields no longer bound by physical geography with online interactions more common in business and other situations.
In this presentation, we will understand the challenges of international performance management, analyze the areas in terms of skill and other traits, understanding the conflicting role expectation and analyze the variety of appraisers in international performance appraisal.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit:
http://www.welingkaronline.org/distance-learning/online-mba.html
Cross cultural management involves managing work teams in ways that considers the differences in cultures, practices and preferences of consumers in a global or international business context. Many businesses have to learn to modify or adapt their approaches in order to compete on a level in fields no longer bound by physical geography with online interactions more common in business and other situations.
Managing Cultural DiversityName HereCourse HereDat.docxinfantsuk
Managing Cultural Diversity
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Running head: MANAGING CULTURAL DIVERSITY
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MANAGING CULTURAL DIVERSITY
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Managing Cultural Diversity
Cultural diversity refers to the aspect of varied cultures and the ability to acknowledge and value the differences there is among people. Cultural differences may be in form of sexuality, one’s gender, originality societal position socially and sexual alignment. Cultural diversity is occasionally used to describe human civilizations or ethnicities living in a given geographical place or in the globe. Cultural diversity entails all the parameters that form a person including religious conviction and character. Understanding cultural diversity has been increasingly important in the business arena since it escalates the chances of success no matter the locality. Business leaders need to understand the culture of the prospective partners to ensure that they do not commit obvious mistakes that may harm the meetings. This paper highlights Hofstede’s dimensions in relation to cultural diversity, recommendations and conclusions with regard to the meeting with the Hong Kong partners (Barnes, Leonidou, Siu & Leonidou, 2015).
Hofstede’s Dimensions
Geert Hofstede established a cultural dimensions concept that serves as a basis for intercultural communication. The concept pinpoints the impacts of humanity’s culture on the morals of its individuals and how they link with character based on a system obtained from factor analysis. Geert came up with his concept following factor analysis to evaluate the outcomes of a global review of workers values (Beugelsdijk, Maseland & Hoorn, 2015). The work has been improved since its inception although the work was initially composed of four dimensions through which ethnic norms would be evaluated: uncertainty avoidance; power distance, masculinity and individualism. Later Hofstede added indulgence against restraint and dimension. It is important, therefore, to understand how the Hofstede’s dimensions apply in Hong Kong to ensure cultural competence during the planned partners meeting.
Power distance index is on the average since Hong Kong has been known as a relatively unequal place where wealth and power are greatly in asymmetry. It should never worry anyone after realizing that most of the Hong Kong residents do not value equality. The people are used to the imbalance situation an act that makes most of the Hong Kong Chinese to be great respecters of hierarchy. Hong Kong demonstrates a very minimal individualism score since most of the natives believe in a collective approach. Most business ventures will be approached by several people as opposed to an individual. The Hong Kong people mostly work in groups which are characterized by faithfulness. Every member in the group is accountable for the other an act that ensures that the groups are sustainable (Hofstede, 2015).
Hong Kong exhibits minimal uncertainty avoidance meaning that t ...
Cross Cultural Communication with reference to India, Netherlands and New Zealand.
What is culture ?
I
ceberg Theory Of Culture
Cross Culture Communication
Organizational Culture
Brief Introduction of Countries
India, Netherlands and New Zealand
Fundamental Dimensions of Culture
Trompenaars’ and Hampden-Turner’s 7 dimensions of culture
Etiquette and Customs
India
Netherlands
New Zealand
Business Etiquette and Protocol
India
Netherlands
New Zealand
Cross Cultural Communications, 2014 CreditScape, Western Region Credit Conference Seminar Slide Deck, sponsored by Credit Management Association. More information: www.creditmanagementassociation.org
presentation introducing cross cultural communication information and tips to avoid the largest hazard companies have in today\'s global business world.
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MBA 670 Capsim: Strategic Decision Making
Project 5 - Creating an International Business Plan
Learning Topics
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MBA 670: Strategic Decision Making
Project 5 Learning Topics
1 Assess the Characteristics of MediCorp's Potential Customers in
the Selected Country
International Cultural Differences
Communications, teamwork, organizational hierarchy, and positive attitudes toward management roles
are essential in any organization. These are crucial in international business, as problems are often
exacerbated by subtle cross-cultural differences. When defining roles in multinational teams whose
members have diverse attitudes and expectations about organizational hierarchy, these cultural
differences can present a challenge.
Culture is a system of values and norms that is shared among a group of people. The ways people
interact socially, their mutual expectations, and the values they share all have consequences for doing
business and managing across cross-cultural boundaries.
How a country's cultural differences relate to international business can be seen in the following
examples:
• In Japan, social hierarchy and respect for seniority are highly valued and are reflected at the
workplace. Those in senior management positions command respect and expect a formality and
deference from junior team members.
• In Scandinavian countries, societal equality is emphasized. Workplaces therefore tend to have a
comparatively flat organizational hierarchy. In turn, this organization can result in relatively
informal communication and an emphasis on cooperation across the organization.
• The way to address colleagues and business partners varies in different countries. While
Americans and Canadians tend to use first names, in Asian countries such as South Korea,
China, and Singapore, colleagues tend to use the formal address, Mr. or Ms. So do Germans and
many Europeans.
• The concept of punctuality also differs between cultures. Where an American may arrive at a
meeting a few minutes early, an Indian or Mexican colleague may arrive well after the scheduled
start time and still be considered on time.
• Attitudes to work also differ. While some may consider working long hours a sign of commitment,
others may view it as an encroachment on their personal time and a sacrifice of essential family
time.
• Greeting customs are highly culture- and situation-specific. In the United States and Canada, a
simple handshake while looking a person in the eye is the norm. In Japan, bowing is the
traditional greeting—the deeper the bow, the greater the respect shown. In India, you put hands
together as in prayer and say "namaste." In Arab countries, men might hug and kiss each other
(but not a woman) on the cheek.
• In Latin America and the Middle East, the acceptable physical distance needed to respect
someone's personal space is much shorter than what most Europeans and Americans feel
comfor.
7. Three Levels of Mental Programming Culture Personality Human Nature Elements of Human Nature Adapted from Hofstede, 1980
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9. Ethnocentric predisposition A nationalistic philosophy of management whereby the values and interests of the parent company guide strategic decisions.
10. Polycentric predisposition A philosophy of management whereby strategic decisions are tailored to suit the cultures of the countries where the MNC operates
11. Regio-centric predisposition A philosophy of management whereby the firm tries to blend its own interests with those of its subsidiaries on a regional basis.
12. Geocentric predisposition A philosophy of management whereby the company tries to integrate a global systems approach to decision making.
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