CROSS-CULTURAL MANAGEMENT Managing

CROSS-CULTURAL MANAGEMENT
Managing a truly global multinational company would obviously be much simpler if it required only one set of objectives ,goals,policies,products and services.But local differences often make this impossible .The conflict between globalization and localization has led to the invention of the word “ glocalization ”.Companies that want to be successful in foreign markets have to be aware of the local cultural characteristics that affect the way business is done.
A fairy obvious cultural divide that has been much studied is the one between ,on the one hand ,the countries of North America and north-west Europe ,where management is largely based on analysis ,rationality ,logic and systems,on the other ,the Latin cultures of southern Europe and South America ,where personal relations,intuition,emotion and sensitivity are of much greater importance.
The largely Protestant cultures on both sides of the North Atlantic (Canada ,the USA ,Britain,the Neverlands,Germany,Scandinavia) are essentially individualist.In such cultures ,status has to be achieved.You don’t automatically respect people just because they’ve been in the company for 30 years ,A young ,dynamic ,aggressive manager with an MBA (a master in Bussiness Administration degree) can quickly rise in the hierarchy.In most Latin anf Asian cultures ,on the contrary ,status is automatically accorded to the boss ,who is more likely to be in his fifties or sixties than in his thirties.This is particularly true in Japan ,where companies traditionally have a policy of promotion by seniority .A 50-year-old Japanese manager ,or a Greek or Italian or Chilean one ,would quite simply be offended by having to negotiate with an aggressive ,well-educated,but inexperienced American or German 20 years his junior.He would also want to take time to get to know the person with whom he was negotiating ,and would not appreciate an assertive America who wanted to sign a deal immediately and take the next plane home
In northern cultures ,the principles of pay-for-performance often successfully motivates sales people.The more you sell,the more you get paid.But the principle might well be resisted in more collectivist cultures ,and in countries where rewards and promotion are accepted to came with age and experience.Trompenaars gives the example of a sales rep in an Italian subsidiary of a US multinational campany who was given a huge quarterly bonus under a new policy imposed by head office .His sales - which had been hign for years - declines dramatically during the following three months .It was later discovered that he was deliberately trying not to sell mor ethan any of his colleagues ,so as not to reveal their inadequacies.He was also desperate not to earn more than his boss,which he thought would be an unthinkable humiliation that would force the boss to resign immediately .
Trompenaars also reports that Singaporean and Indonesian managers objected that pay-for-performance caused salesman to pressure customers into buying products thay didn’t really need,which was not only bad for long term business relations,but quite simply unfair and ethically wrong
Another example of an American idea that doesn’t work well in Latin countries is matrix management .The task-oriented logic of matrix management conflicts with the principle of loyalty to the all important line superior ,the functional boss.You can’t have two bosses any more than you can have two fathers.Andrea’ Laurent ,a French researcher ,has said that in his experience ,French managers would rather see an organization die than tolerate a system in which a few subordinates have to two bosses.
In discussing people’s relationships with their boss and their colleagues and friends ,Trompenaars distinguishes between universalist and particularist .The formal believe that rules are extremely important ; the latter believe that personal relationships and friendships should take precedence.Consequently ,each group thinks that the other is corrupt.Universalists say that particularists cannot be trusted because thay will always help their friends ,while the second groups says of the first you cannot trust them ;they would not even help a friends,According to Trompenaars ‘ data ,there are many more particularists in Latin and Asian countries than Autralia ,the USA ,Canada ,or north -west Europe...

Kết quả (Maori) 1:

Intercultural Whakahaere
whakahaere i te kamupene rauiwi pono ao mārama e kia nui māmā ki te hiahia noa koe tetahi huinga o ngā whāinga, ngā whāinga, ngā rautaki, hua me services.But rerekētanga rohe pinepine hanga e taea ki te whakahere ki te pakanga i waenganui i ao, me te localization kua arahina ki te tenenga o te kupu "glocalization "kia .Companies, te hunga e hiahia ana kia angitu i roto i te mākete ke mōhio o te rohe āhuatanga ahurea e pā i te mahi ara mahi te.
Fairy mahino e te wehenga ahurea kua ako nui kei waenganui i, i runga i te ringa kotahi, te whenua o Te Tai Tokerau Amerika me te Te Tai Tokerau Western Europe, kei hea te nuinga te whakahaere i runga i te tātaritanga o te rationality, arorau me ngā pūnaha, i runga i te tahi atu i te ringa, te ahurea Latin o te tonga i Uropi me Amerika ki te Tonga, kei hea nui ake faufaa whanaunga whaiaro, pūmanawa, te aau, me te tūtohutanga.
roto i te whānui, i te ahurea Porotetani i runga i ngā taha e rua o te Te Tai Tokerau Atlantic (Canada, USA, UK, Neverlends, Germany, Scandinavia), i roto i te ngako, kia individualist.In kai taua tūnga achieved.You kaua e 't faatura aunoa iwi no te mea noa kua ratou ki te kamupene mō te 30 tau, taitamariki , kia tupu hihiri kaiwhakahaere, pukuriri ki te MBA (Kaiwhakaako i roto i te tohu Whakahaere Bussiness) tere i roto i te nuinga o ngā ahurea Āhia Latin hierarchy.In ANF, i runga i te anga ke, kei te whakaratohia aunoa i te mana ki te rangatira, ko wai te mea pea ki te kia i roto i tona rima tekau Heoi ranei atu i roto i tona thirties he pono rawa .Ko i Hapani, i reira te kaupapa here tuku iho te kamupene o te whakatairanga i te muanga he .Ko kaiwhakahaere-tau 50-tawhito tetahi Japanese ranei Kariki ranei, Italian ranei Chili -Old, ka noa e he e te meka e ngā whiriwhiringa ki te pukuriri, pai-mātauranga engari ngawari US me te Tiamana e hiahia ana hoki te 20 tau o tona junior.He ki te tango i te wa ki te tiki ki te mohio ki a wai i te whiriwhiri ia, a e kore e mauruuru America rangatira nei hiahia ki te haina tonu te kirimana, me te tango i te manureva i muri fare
i roto i te ahurea o te raki, te mau parau tumu te utu-no-mahi he maha whakahīkaka people.The hoko atu hoko koe, te atu koutou tiki paid.But kia pai kia parau tumu ātete ki atu ahurea collectivist, me te i roto i te whenua te wahi i hanga e te tohu, me whakatairanga ki te haere mai ki te pakeke, me te wheako homai .Trompenaars he tauira o hoko i roto i te Italy, he āpiti o US rauiwi Campany i hoatu e te bonus nui i raro i te kaupapa here hou toru marama e te tari upoko o hoko - kua .Ko Hign mō nga tau e maha - tino heke i runga i te marama e toru i muri ko .Ko muri kitea e I āta ngana ana ia ki te hoko Moore Etana tetahi o ona hoa kia kaua e whakaaturia ratou inadequacies.He tino mate atu i te tona rangatira, nei whakaaro ia e whakaitinga, e kore te faahepo i te rangatira ki te waiho tonu i roto i ki te whiwhi atu rīhaina.
korerotia ano Trompenaars e te kaiwhakahaere Singaporean me Indonesian tohe i meinga utu-no-mahi kiritaki kaihoko te pēhanga i roto i te hoko hua Tai kore e tino e hiahia e, e kore e kino anake hoki te whanaungatanga pakihi wā roa-, engari tino taurite noa matatika he, me
tetahi atu tauira o te whakaaro American e kāore 'mahi t pai i roto i te reo Roma ko te kopu whakahaere .Ko arorau kopu whakahaere pakanga mahi-hāngai ki te parau tumu o te mateaki ki te rārangi nui e pai, e kore e taea e mahi boss.You i nga rangatira tokorua neke atu i te taea e koe e rua fathers.Andrea "ka mea a Laurent, he kairangahau Wīwī, e i roto i tona wheako, e hiahia ana te kaiwhakahaere French ki te kite i te mate atu i mau i te pūnaha i roto i nei pononga maha i nga rangatira tokorua whakahaere.
I roto i te aparauraa i te hononga o te iwi ki to ratou rangatira, me hoa, me hoa, Trompenaars fakafaikehekehe'i Universalist me ōkawa whakaaro e tino nui nga ture particularistic .Ko: te whakamutunga whakapono kia tango i te hononga whaiaro, me te auhoaraa precedence.Consequently, te whakaaro ia rōpū e tetahi corrupt.Universalists mea particularists kore e no te whakawhirinaki Tai e tauturu tonu koutou hoa , i te rua o nga rōpū tuatahi korero, e kore e taea e koutou e whakawhirinaki ratou, e kore e ratou te tauturu hoa, rite ki Trompenaars ', i reira e tonu maha particularists Latin me whenua Āhia atu Autralia, USA, Canada, me te raki Europe .. .