Universitatea Cooperatist- Comercial din Moldova

Abordarea comparativ a sistemelor de management din cadrul rilor europene, SUA i Japonia

Verificat: Smolevscaia Mariana, asistent universitar

Elaborat: Cazacu Maria, gr. 3BA- 21

What is Management?

Management is a form of work that involves coordinating an organizations resources - human and capital to accomplish organizational goals.

Levels of Management

1. Top management 2. Middle management 3. Supervisory management

Functions of Management

Planning Organizing Staffing Leading Controlling

Roles of a Manager

Interpersonal - leader, figurehead, liaison Informational - monitor, disseminate, represent Decisional - allocate resources, negotiate, problem solving

Management Skills

Conceptual skills - decision making, planning, organizing Human relations skills - understand people, motivating, collaborating Technical skills - able to get a particular job done

What is International Management?

Process of developing strategies, designing and operating systems, and working with people around the world to ensure sustained competitive advantage

What is International Business?

Profit related activities conducted around national boundaries, ever changing.

What are the variables affecting the management function?

National variables - economic system, legal system, political system Socio-cultural variables - religion, education, language Cultural variables - values, norms, beliefs Attitudes - work, time, individualism, materialism Response - motivation, productivity, ethics, commitment

End

Chapter 2

Culture & International Business

What is Culture?

Set of commonly held values A way of life of a group of people Includes knowledge, belief, art, morals, law, customs and habits Everything that people have, think and do as members of their society An integrated system of learned behavior patterns that are characteristic of the members of any given society

Cross Cultural Myths

Myth One: We really are all the same

Myth Two: I just need to be myself and everything will be okay

Myth Three: I have to adopt the practices Of the other culture to succeed
(Adapt rather than adopt)

US Values & Possible Alternatives

Beliefs - control vs. destiny Change - action vs. accept Attitude - practical vs. dreams aspirations Approach/work ethic - hard work vs. luck Promises - keep vs. perhaps Time - depends on priorities Obligation -company or family Employment - short term vs. lifelong Meritocracy - best person vs. Other considerations

Stereotypical American
(as seen by people of other countries)

Inconsiderate of other peoples cultures Racially prejudices Ignorant of other countries Shallow, immature, nave Violent, aggressive Generous, forgiving Always in a hurry Outgoing, friendly Informal Loud, rude, boastful Hard working Arrogant, proud, insensitive Innovative Extravagant, wasteful, Confident they have all the answers

Culture is Learned

Culture is transmitted through the process of learning and interacting with ones environment rather than through the generic process Primary Socialization Cultures and Subcultures Secondary Socialization

Culture Universals

Common problems and common features

Economic systems Marriage and family systems Educational systems Social control systems

Cultural Change

All cultures experience continued change

Cultural change is a selective process Cultural change through borrowing Cultural change through innovations Cultural diffusion

Ethnocentrism

Ethnocentrism
Tendency for people to judge behavior by their own standards The belief that own culture is superior All people in all societies are ethnocentric to some degree Ethnocentrism can contribute to prejudice

End

Chapter 3

Communicating across Cultures Languages

What is Communication?

Process of sharing meaning by transmitting messages - words and behavior

Critical factor in cross cultural management

Need for effective communication to: give information, share ideas, give orders, and to motivate Interpersonal issues: leadership, motivation, group interaction, negotiation

Barriers to Effective Communications

Semantics - different words have different meaning to different people: fix, fag, shag Jargon - technical terms Acronyms and Abbreviations - culture, military Perception - interpreting information, distortion Emotions - breakdown in communication

The Need to Understand Language

1. There is a close relationship between language and culture 2. Language is a precondition to success in international business 3. Languages helps in understanding culture 4. Second language is first step to learning third and fourth language 5. Learning other languages helps us appreciate our own language (and culture)

What is Language?

Language is a symbolic code of Communications Meanings attached to any word are totally arbitrary Major languages of the world are: Mandarin, Spanish, English, Bengali, Hindi, Portuguese, Russian, Japanese, German, Wu

The Influence of Culture on Language

The vocabulary of a language depicts what is considered important in that culture Industrialized societies have more Technological terms Example: 7 words for bamboo in South India but none for snow

The Influence of Language on Culture

Language influences perception, categorization and worldview Language reflects values of the group Example individualism in the US so many words pertaining to self In Japan. we always comes before the I indicating the collectivist approach

Language Key Points for Business

The US is the only country where business people dont think its necessary to learn a foreign language Is it easier to speak or understand a foreign language? Comprehension is a function of speed Is it easier to speak or write a foreign language? Is there an international language of business?

Avoiding Misunderstandings Across Language Barriers

Recognizing the symptoms: blank stares, unnatural stopping points in conversation, feeling of not connecting What to do: explain the message in several different ways, use visual aids, slow down, avoid slang and idiomatic expressions, listen to the other persons entire messagedont assume anything, keep good notes, follow up

High Context vs. Low Context Cultures

Low context cultures: task oriented, communication is specific, elaborate, direct and unambiguous. Swiss, German, American, French, British
High context cultures: based on relationships, rely on communication that is: indirect, ambiguous, nonverbal, and the context. Japanese, Chinese, Arab In between: Italian, Spanish, Greek

End

Chapter 4

Communicating across Cultures The Nonverbal Dimension

Function of Nonverbal Communication

1. Helps convey feelings and emotional states 2. Elaborates on verbal messages 3. Governs the timing and turn taking between communicators Concerns: 1, Same nonverbal cue carries different meanings in different cultures 2. Different nonverbal cues carry the same meaning in different cultures

Nonverbal Cues

1. Facial expressions (smiles, frowns) 2. Hand gestures 3. Posture 4. Touching 5. Scents or smells (perfume) 6. Color symbolism 7. Clothing, hairstyles, cosmetics 8. Artifacts (jewelry, fly whisks) 9. Graphic symbols 10. Silence

Non- verbal Language

Touching U.S. vs. Latin America Space U.S. vs. Japan Queues: U.S. vs. China vs. Britain vs. Japan Dress U.S. vs. Europe vs. Japan Silence U.S.: a gap that must be filled - Japan preferable to conversation

Nonverbal Language

Eye Contact: intermittent in U.S., Intense, Unbroken in Arab countries, Very little in Japan Para Language: um, er, ah, hai Smiling, Head movements: Bulgaria, India Arm Movements: Italy vs. Japan Posture: U.S. vs. China Handshakes

Cultural Variables

Stereotyping - assuming that all have same attributes Language - literal or poor understanding Kinesic behavior - posture, gesture, facial expression, eye contact Oculesics - behavior of the eye during communication Proxemics - effect of proximity and space Paralanguage - how something is said Time mono-chronic or poly-chronic Context - in which the communication takes place

Proxemics

Distance preferred by middle class US: Intimate distance - body contact to 18 Personal distance -18 to 4 feet Social distance - 4 feet to 12 feet Public distance- 12 to 20 feet

How to Manage Communication Effectively

Develop cultural sensitivity - be aware of self and the other! Careful encoding - use proper words, gestures Selective transmission - use proper medium Careful decoding of feedback - careful interpretation of message Seek feedback - ask, verify, follow-up

Greetings

When you shake hands, look them straight In the eye and give em a good firm grip Asia Mid East: gentle handshake Mexico/Latin America: palm slip/grasp thumb Never shake hands with a woman in the Middle East and parts of India Staring at someone is intimidating and disrespectful in many areas of the world, especially Japan Slight bows are appreciated in Asia Presenting business cards?

Touching

Touch: Middle East, Latin America, Italy, Greece, Spain/Portugal, Russia Dont Touch: Japan, U.S., England, Scandinavia, Northern Europe, Australia

Middle Ground: France, China, India

Hands/Eyes/Arms/Feet

Where to place hands when eating? US: Beneath table Europe: On top of table Eyes: Closed in Japan indicates concentration Eyelid pull in France and England Arms: Folded arms universal defensive posture Hands on hip aggressiveness in Asia, along with finger pointing Feet: Remove shoes in Japan, India, Asia Do not show the soles of shoes in the Middle East

End

Chapter 5

Contrasting Cultural Values

Hofstedes Value Dimensions

(IBM data collected on 100,000 individuals in 40 countries)

Power distance - extent to which subordinates accept authority Uncertainty avoidance - threatened by ambiguous situations, prefer formal structure, feel safe and secure Individualism vs collectivism Masculinity - assertiveness, materialism Femininity - concern for society, others

Trompenaars Findings

Obligation - universalism, pluralism Emotional in relationship - neutral, affective Involvement in relationship - specific, diffuse Legitimization of power and status based on achievement and competency or based on position, age or education

Five Universal Problems

1. Human nature orientation: innately good or bad? 2. Man-nature orientations: mastery or harmony? 3. Time orientation: past, present or future> 4. Activity orientation: individuals accomplishment or personal traits? 5. Relational orientation: individualism or collectivism?

Cultural Dimensions

1. Individual-Collective dimension: the self first or the community? 2. Equality-Hierarchy dimension: differences in power or status or equality? 3. Tough-Tender dimension: what is successmaterial comforts or relationships? 4. Uncertainty-Avoidance dimension: the need for un-ambiguity and predictability of the future? 5. Time dimension: tight or loose?

Time Dimension

Single Focus (American Western Europe, Industrialized Asia): one task at a time; meet deadlines, Lets get to work, Time is money Multi Focus (Southern Europe, Latin America, Middle East): Simultaneous tasks, completion \ of task based on strength of relationship, delays are expected, commitments are not Written in stone

Environment Dimension

Control Cultures (Western Societies): Go for it, Life is what you make it, The future can be planned for Harmony Cultures (Asian Cultures): Dont rock the boat, Go with the flow

Constraint Culture (Latin America, Middle East): Its a matter of fate, You take what life gives you

Action Dimension

Doing Cultures (American): God helps those who help themselves If at first you dont succeed, try again Who are you? Answer with job title Being Cultures (Latin America, Africa, Middle East, Southern Europe): Who are you? Answer with family description or philosophical outlook

Competitive Dimension

Competitive Cultures (U.S., Western Europe, Hong Kong, Mexico, Argentina, Japan): Winner takes all Predominantly materialistic We live to work
Cooperative Cultures (Scandinavian Countries, Some Latin Countries, Some European Countries, Parts of Asia): Were in this together We work to live

Individualistic and Collectivist Cultures

Individualist: USA, UK, Italy, Scandinavia, France, Germany Intermediate: Israel, Spain, Japan, Argentina Collectivist: Brazil, Turkey, Mexico, South America, Much of Asia.

End

Chapter 6

Negotiating Across Cultures

Negotiations

a process between two or more parties aimed at reaching a mutually acceptable agreement

Goal - to bring about a win-win situation where all parties benefit

Process: preparation, relationship building, exchange of task related information, persuasion, concession and agreement.

Variables in the Negotiation Process

Competitive process or problem solving approach? How negotiators are selected - best qualified? How are persuasive arguments presented? Rational or emotional? Motivations? Personal, family, company, country? Ability to take risk? Decision making process - individual or collective? Trust - handshake or legal document?

Effective Strategies for International Negotiators

1. 2. 3. 4. 5. 6. 7. 8.

Concentrate on long term relationships Focus on interest behind the positions Avoid reliance on cultural generalizations Be sensitive to timing Remain flexible Prepare carefully Learn to listen Be patient!

Eight Recommendations for Success In Global Negotiations

1. Do pre-work with the other side if possible, possibly using cultural go-betweens 3. Develop a strategy to deal with the language barrier 4. Use visual aids extensively, but check with cultural expert 5. Be prepared for long negotiations 6. Decide on strategy for obtaining a written agreement, where acceptable 7. Know your walk away point 8. Avoid ethnocentrism

Confrontation

Expect less confrontation in high context, collectivist cultural settings But, face is more important within the culture than outside it Disrespectful out-of-group behavior does not carry as many social issues as the same behavior within the cultural group Agents or third parties can be helpful when confrontation may be expected

End

Chapter 7

Coping with Culture Shock

What is Culture Shock?

It is the unpleasant consequences of experiencing a foreign culture

Results in: confusion, surprise, disgust, panic, rejection, loss of self-esteem, and inability to function effectively

Manifestations of Culture Shock

1. Homesickness 2. Boredom 3. Withdrawal 4. Irritability 5. Marital stress 6. Stereotyping 7. Hostility 8. Inefficiency 9. Physical un-wellness 10. Depression

Process of Adjustment: 4 Stages

1. Honeymoon stage: unrealistically positive feelings and approach 2. Irritation and hostility: problems arise and become insurmountable 3. Gradual adjustment: Passing of crisis and gradual recovery 4. Biculturalism: Full recovery and ability to function effectively in both cultures

Minimizing Culture Shock

1. Choose to stay at home and not enter IB 2. Select the IB arena where adjustment can be made more easily 3. Have a realistic understanding of issues and likely problems 4. Learn cross cultural coping skills language, religion, history, social environment 5. Approach issues as opportunities to learn and grow

Monochronic People

Do one thing at a time Concentrate on the job Take time commitments seriously Are low context and need information Show great respect for private property, seldom borrow or lend Are accustomed to short term relationships

Polychronic People

Do many things at once Are highly distractible and subject to interruptions Consider time commitments an objective to be achieved, if possible Are high-context and already have info Borrow and lend things often and easily Have tendency to build lifetime relationships

End

Chapter 8

Developing Global Managers

Global Management Goals

1. Maximize long term retention of international managers so that company can develop a top management team with global experience 2. Understand, value and promote role of women and minorities in order to maximize underutilized resources, and 3. Work effectively within local labor laws

The Need to Develop Global Managers

1. Difficult to control geographically dispersed operations 2. Need for local decision making independent of home office 3. Suitability of managers from alternative sources

Staffing Alternatives

1. Ethnocentric staffing - fill staff position from HQ 2. Polycentric staffing - local managers, host country nationals 3. Global staffing - recruiting the best within and outside the country (transpatriates) 4. Regio-centric staffing - from the region

Training Global Managers

1. Area studies - history, geography, politics, economy 2. Language training 3. Sensitivity training 4. Field experiences )host family, immersion) 5. In-country training

Developing Skills for Global Managers

1. 2. 3. 4. 5.

Communications skills Personality traits Motivation Family circumstances Cross cultural training

Managing Process for Global Managers

1. Preparation 2. Adaptation 3. Repatriation - reverse cultural shock 4. Transition - mentor program

Developing Global Management Teams

Objective - how to develop and empower intercultural groups and task forces at all levels of an organization to achieve set goals. Synergy advantages: different perspectives, share experiences, share technology
Disadvantages: language problems, different management styles, complex decision making process