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MULTINATIONAL FIRMS CROSS CULTURAL ISSUES

MULTINATIONAL FIRMS CROSS CULTURAL ISSUES. PROF. R. D. JOSHI. CULTURE. Definition Key elements of ‘Culture’: Values, Ideas, Patterns of Reactions, Symbolic Systems Cultural impact on economic performance. M. N. C s & CULTURAL ISSUES. Diversity of cultures Management of complexities

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MULTINATIONAL FIRMS CROSS CULTURAL ISSUES

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  1. MULTINATIONAL FIRMS CROSS CULTURAL ISSUES PROF. R. D. JOSHI

  2. CULTURE • Definition • Key elements of ‘Culture’: Values, Ideas, Patterns of Reactions, Symbolic Systems • Cultural impact on economic performance

  3. M. N. Cs & CULTURAL ISSUES • Diversity of cultures • Management of complexities • National culture Vs Corporate culture • Impact of National & Corporate Culture on organisational behaviours and performance • Issues for decision

  4. POLYCENTRIC CORPORATE CULTURE (I) • Unassimilated diversity • Decentralised decision making • Example of I.B.M. (Study of Hofstede of IBM in 50 countries)

  5. Advantages Benefits of specialisation Benefits of flexibility Benefits of creativity Benefits of problem solving Disadvantages Internal collaboration difficult Diversity threatens organisational integration POLYCENTRIC CORPORATE CULTURE (II)

  6. GLOBAL CORPORATE CULTURE (I) • Replacing home country thinking/habits with corporate values • Emphasis on integration rather than diversity • Focus on company as a whole • Examples: Hewlett Packard Digital Equipment

  7. GLOBAL CORPORATE CULTURE (II) Advantages • Benefits of communication • Benefits of reliability • Benefits of pace • Benefits of identification

  8. GEOCENTRIC CORPORATE CULTURE • Third alternative • A new transnational culture • Towards increasing collaboration

  9. H. R. M. ROLE • Increasing understanding of intercultural issues • Fostering intercultural relations • Encouraging positive interactions amongst international colleagues • Strengthening global mindset & corporate behaviour through: ° Personal Meetings ° Socialisation Process ° Management Education ° International Seminars

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