International Business Culture

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

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

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

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

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

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 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

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

Contrasting Cultural Values

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.

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

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

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

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