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Management

Management. Global Dimensions (Entrepreneurship – later). Cpt. Global Economy. Inventory of clothing – where were your clothes made? Gildan: Gildan is a vertically-integrated marketer and manufacturer of quality branded basic apparel. Key Terms (Understand them).

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Management

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  1. Management Global Dimensions (Entrepreneurship – later)

  2. Cpt. Global Economy Inventory of clothing – where were your clothes made? Gildan: Gildan is a vertically-integrated marketer and manufacturer of quality branded basic apparel.

  3. Key Terms (Understand them) Going Global: sourcing, export/import, licensing/franchising, joint ventures, strategic alliances Global Environments: legal, political, trade agreements, barriers, alliances Ethical Challenges Culture Shock National Cultures / Values Project Globe

  4. Stranger in a Strange Land • Award winning book (1961) • The story focuses on a human raised on Mars and his adaptation to, and understanding of, humans and their culture. • While we are from the same planet – some things different cultures “do” will seem very strange to you!

  5. Making the Strange Familiar Problem based learning • Focus: You will be leading a company in another country • Task: What skills do you need to have to be a successful international leader? What dangers do you need to watch out for as you lead in a foreign country? • Come up with a “list of learning” points you would like to acquire.

  6. Session Learning Goals • Appreciate the different ways to understand culture. • Understand our own attitudes and perspectives • Develop our Cultural Intelligence

  7. Stages in becoming an International Manager • Confusion: first contacts leave you anxious, uncomfortable and in need of advice • Small victories: interactions bring success, confidence grows • The honeymoon: a time of wonderment, local ways viewed positively • Irritation and rage: negatives overwhelm positives, you become critical • Reality: time of rebalancing, enjoy new culture while accommodating less desirable elements

  8. Ways to look at Country Cultures • Hofstede • Trompenaars • Language Context • Time context • Space context NOTE: it is these similarities/differences to your culture that you will both adore and dislike about your international assignments!!

  9. Power Distance: the degree to which a society accepts unequal distribution of power • High Power Distance: • Respect for age, status, titles • Tolerant of power by following rules and accept differences in rank • China, India, Philippines • Low Power Distance • Tendency towards informality, casual dress, • Australia, Canada, USA

  10. Individualism / Collectivism: the degree of individuals being integrated into groups • Individualistic: cultures have members who are only loosely connected and who are responsible for themselves • Canada, USA, NZ • Collectivistic: cultures whose members are strongly integrated into groups or families • China, Mexico, Thailand

  11. Masculinity / Femininity: explains in how far a society is characterized through • Masculine: extrovert and competitive behaviour • Japan, Mexico, Canada • Femininity: is expressed through caring attributes and the emphasis on harmony • Thailand, Sweden

  12. Uncertainty Avoidance: tolerance towards uncertainties, change and risk • High Uncertainty Avoidance • These cultures have a preference for structure, order, planning and predictability • Cultures with high uncertainty avoidance often show their emotions more compared to cultures with low uncertainty avoidance. • Japan, France • Low Uncertainty Avoidance • These cultures display openness to change and innovation • USA, Sweden

  13. Long-term / short-term orientation The degree that a culture focuses on long term or short term time horizons or goals • Long-term • Focus on values of persistence thrift, patience and willingness to work for long-term success • China, India, Japan • Short-term • Impatient, desire for quick gratification • USA, Canada, Netherlands

  14. Examples of ways of comparisons

  15. Managerial Application You are a consultant helping a firm try to negotiate a partnership with a foreign company – drawing from these 2 cultural perspectives – what would you do to help the firm on how to negotiate to ensure success if the two sides were: Canada and China India and Australia Saudi Arabia and France South Africa and Pakistan

  16. Trompenaars’s Framework Universalism vs Particularism rules or relationships most important Individualism vs Collectivism the individual or the group most important Neutral vs Emotional the range of feelings expressed Specific vs Diffuse the range of personal interaction (work and outside) Achievement vs Prescriptive how status is accorded (merit or class) Time Sequential or synchronic Environment Control of the environment versus working in harmony with nature

  17. Context: how cultures use language • High Context: • These cultures rely on nonverbal and situational cues as well as on spoken or written words in communication • Often, after relationships are established and a context for communication is exists is it possible to make business deals • Thailand, Malaysia • Low Context: • These cultures emphasize communication via spoken or written words • For example, these cultures say or write what they mean, and we mean what we say • USA, Canada, Germany

  18. How Cultures use Time • Monochronic • People in these types of cultures tend to do one thing at a time • Polychronic • People from these cultures tend to try and accomplish many different things at once Example: A Canadian visitor (monochronic culture) to an Egyptian client (polychronic culture) might be frustrated by continued interruptions as the client greets and deals with people flowing in and out of his office.

  19. How Cultures use Space • This is a silent part of culture • Personal space – how close to each other to people talk, stand? • What is valued? • How are public spaces organized?

  20. Where you stand …Determines your view

  21. Cultural Intelligence CQ – your ability to work across cultures • Drive – interest in adapting to cross cultural issues • Knowledge – understand cultural similarities and differences • Strategy – draw from their awareness to think and plan • Action – adapt own behaviour to other cultures

  22. Drive Answer each question using the scale and then total your score ________ 1: Strongly agree, 2: Agree, 3: Neutral, 4: Disagree, 5: Strongly disagree

  23. Knowledge Answer each question using the scale and then total your score ________ 1: Strongly agree, 2: Agree, 3: Neutral, 4: Disagree, 5: Strongly disagree

  24. Strategy Answer each question using the scale and then total your score ________ 1: Strongly agree, 2: Agree, 3: Neutral, 4: Disagree, 5: Strongly disagree

  25. Action Answer each question using the scale and then total your score ________ 1: Strongly agree, 2: Agree, 3: Neutral, 4: Disagree, 5: Strongly disagree

  26. Cultural Intelligence CQ – your ability to work across cultures • Drive – interest in adapting to cross cultural issues • Knowledge – understand cultural similarities and differences • Strategy – draw from their awareness to think and plan • Action – adapt own behaviour to other cultures • HOW did you do? • Who are you now.

  27. Next Day Second client visit – come with questions Individual Behaviour Cpt 15

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