...| 2015 | | [Analyzing Organization] | | Contents Introduction: 2 What is Organizational Behavior? 3 Paradigms 3 Functionalist paradigm 4 Interpretive paradigm 4 Radical humanist paradigm 4 Methodology of data gathering 5 Background information about the organization: 5 Analyzing data with literature review 6 Definition of Culture and Culture in McDonald 6 McDonald's development in China 7 Relating Schein’s model with McDonald 8 Levels of culture: 8 Artefacts: 8 Values: 9 Basic assumptions: 10 Conclusion: 10 References: 12 Introduction: An organization or company can be defined as the developed social elements by the humans in order to serve some kind of purpose. Generally the organization is consisting of an individual or a group of people purposely systemized or organized to achieve a common and an overall goal or set of goals. Usually organizations range in size from one person to thousands. Almost every organization has a structure of management that regulates relationships between the members and different activities and authority , responsibilities and assigning role to carry out different tasks within and outside of organization. An Organization is social arrangements for achieving controlled performance in pursuit of collective goals (According to Buchanan & Huczynski (1997). There are many vital aspects to keep in consideration about the goal of the business organization. These features are categorical (recognized...
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...Disney had a very hard initial experience in France. Due its lack on accurate informationabout the French and European preference and culture, further on their inability on forecastingexternal problems and inability on controlling both controllable and uncontrollable forces,Disney acquired a huge debt. Instead of analyzing and learning from its potential customersDisney chose to make assumptions, turned out that most of those assumptions were wrong.Disney made wrong assumptions in many areas as well. In the cultural area for example itassumed that customers would be ok not having wine to drink, turned out customers wereastonished but the decision of breakfast was another cultural mistake, but in the opposite way.Disney assumed that French customers would want to eat French breakfast while they wantedAmerican one. Operational errors were also committed for Disney, for example Disney assumedthat Monday would be a light day and Friday a heavy day, so they arrange the staff accordingly,turned out to be the opposite and Disney had a big problem with that. Another assumption suchas optimistic assumption about attendance was also made. If Disney had conducted a primaryresearch and learned from their potential customers, French and Europeans, they would haveforecasted those mistakes and prevented them from happening. Also if Disney had controlledbetter the controllable forces, price and promotion for example, they would have a betterinitial experience. Disney could have followed some simple...
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... | CONTENTS Terms of references 3 Methods of investigation 3 Findings 3 Conclusions 17 Recommendations 17 Reference 18 Bibliography 18 Words: 3517 1.0 Terms of reference In order to complete International HRM unit task, a formal report has been requested. The task is to carry out an investigation and undertake a role of Management Consultant to look into the issues influencing movement of new plant to other locations and consider HR strategy for Haelec. Following subjects: cultural differences, implementing practices within different cultures, explanation what are the difference between integration and differentiation, managing people in international context and clarification of comparative and international HRM concepts....
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...Introduction The primary objective of this work is to compare and contrast two national cultures in terms of marketing practices. Particularly this work investigates Chinese and American national cultures as well as their impact on marketing mix. Along with general cultural information, this work provides current trends in national culture of these countries. Finally based upon findings the research gives some recommendations. Five cultural dimensions As companies around the globe started to expand their business beyond their domestic borders, the phenomenon as national culture became the stumbling block for them. They started to realize the importance of recognition of culture. Culture itself is defined as values, beliefs and assumptions learned through early childhood that distinguishes one group of people from another (Newman and Nollen 1996). Prominent writer in this field Geert Hofstede (1994) in his work referred culture as ‘the collective programming of the mind which distinguishes the members of one category of people from another’ and also adds that ‘category of people can be a nation, region, or ethnic group, women versus men, old versus young, a social class, a profession or occupation, a type of business, a work organization or part of it, or even a family. In his research of national culture, he observed subsidiaries of a multinational corporation (IBM) in 64 countries and two groups of students in 10 and 23 countries, and identified five dimensions of national...
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... International Business Studies and the Imperative of Context. Exploring the ‘Black Whole’ in Institutional Theory Michael Jakobsen Associate Professor Asia Research Centre Copenhagen Business School mj.int@cbs.dk Abstract The aim of this article is to take a critical look at how to perceive informal institutions within institutional theory. Douglas North in his early works on institutional theory divided the national institutional framework into two main categories, formal and informal institution or constraints as he called them. The formal constraints consisted of political rules, judicial decisions and economic contracts, whereas informal constraints consisted of socially sanctioned norms of behaviour, which are embedded in culture and value systems. As formal constraints are straight forward to deal with the informal ones are much more vaguely defined and thus more difficult to grasp analytical. This imprecise perception of informal constraints is surprising as they basically constitute the foundation of the society in question, whereas formal constraints ‘only’ constitute...
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...is the further development of the globalization and its consequences regarding the cultural diversity. The fact that different European or even North-American countries are visibly starting to merge their cultures is not what attracts the greatest attention, since “our” (western) thinking process works at least in its principles the same. The real difficulty for western cultures coming along with the globalization is the fact that we are merging also with a culture we do not understand intuitively. China with a current population of over one billion has shown an outstanding economic performance over the last years. Marting Jacques argues that the country that rules the world economically, defines the cultural basic principles. The performance of China over the last years leads to the assumption that the future dominating culture could not be the western, it could be the eastern (Helg, 2011). Therefore, we have to deal with the differences between these cultures as soon as possible to understand what potential change we could face in the near future. Within the Business area, the family area as well as in politics, China works differently than western countries. Whereas in the western business is about winning and pityless negotiation, the Chinese businessmen value honor and not letting someone loose his face as the highest goods. Every western company that tries to establish a business in China realizes that Chinese business relationships are built on trust and a sentimental element...
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...Florida Term A6/ Fall 2011 10/11/11 Table of Contents Term Project 1 Management of Diverse Workforce 2 1. Introduction 2 a) Objective 2 b) Organization of text 3 2. What is Diverse Workforce? 4 a) The definition of Workforce Diversity 4 b) Diverse Workforce in Chinese-based companies 5 3. The history of Workforce Diversity in Chinese-based companies 6 4. Management of workforce relationships by Chinese-based companies 7 5. Issues we are facing 13 Answers to the issues 16 References 20 Management of Diverse Workforce By Chinese-based Company 1. Introduction a) Objective In recent years, because of the greater level of industry segments, commercial links between different countries such as China, United States and European countries have become closer and closer. As the result of this development, many companies have changed their attentions. These companies have become more interesting in the international business. Owning to this growth of interest, many multinational corporations have been created. Once a multinational corporation has been founded, this company is going to deal with the workforce diversity. Employees from all over the world are working in a same company, thus a huge diversity of a company’s workforce has been created. The new workforce which includes employees from all over the world has a huge impact on the homogeneous workforce and a lot of senior managers believe that workforce diversity will benefit to a...
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...CULTURAL EFFECTS ON CONSUMER BEHAVIOR Andrew J. Marsiglia, PhD, CCP Cultural value systems have a direct effect on consumer behavior and vary by the major cultural dimensions between countries but become increasingly complex when people immigrate to foreign countries that have different cultural dimensions. In these situations, people are subjected to a wide variety of cultural reference groups that ultimately affect their consumer behavior. Consequently, marketers must develop marketing communication that addresses cultural and reference group factors from both a domestic and global perspective; that means marketers must adhere to the Levi-Strauss maxim to think globally but act locally. To this end, marketers use market segmentation and micromarketing to develop customer-centric marketing messages with the goal of providing precisely defined marketing messages that satisfy consumer’s need for personal information regarding products and services so that consumers should be adequately stimulated to purchase the product or service being advertised. www.lead-inspire.com December 26, 2010 Table of Contents Introduction ..................................................................................................................................... 3 Effects of Cultural Values on Consumer Behavior......................................................................... 3 Characteristics of Cultural Values .................................................................
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...Culture exist in every society, it is based on attitudes, values, and beliefs. Culture can either be visible or invisible; usually the invisible value-belief system of a particular culture is often the major driving force behind the visible. Culture can be defines as the context for interpreting human experiences such as health and illness and provides direction to decision and actions. All culture has systems of health beliefs to explain what causes illness, how it can be cured or treated and who should be involved in the care process. Cultural awareness can be defines as : “an in-depth self-examination of one’s own background, recognizing bias, prejudices, and assumption about other people”. To provide an effective care, health care provider should be of cultural competence and practice. Cultural sensitive care in nursing is important to provide meaningful and supportive care for clients. Beyond the concept that language can often present a barrier to proper understanding and decision making, every client has a unique background and life story that influences what he or she considers appropriate care. Age, race ethnicity, gender, race, religion, economic status, and other factors such as prior healthcare encounter and recent family event can all affect how an individual sees the world. To discover client’s culture care, values, meaning, beliefs and practices, nurses need to be able to assess social, cultural, and biophysical factors influencing treatment and care of client;...
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...cosmetics industry in China, we should first review macroeconomical factors influensing Chinese economy most. Chinese economy quite so associated with some “sweeping statements” like “China will be next economic superpower; its economy is still government run; foreigners don’t make money there; relationships count, so a partner is needed. But they are hyperbolic, misleading, out-of-date, or just not true”(Woetzel J.R. (July 2004) A guide to doing business in China. P.) So, what the situation is really about in China and what cultural and economical differences has Chinese business environment in comparison with French? At first, I French and Chinese societies have totally different basis. If we look back to sociology, we remember, that all societies can be divided on two main categories: High-context(China) and Low-context(France). In high-context society words may not mean what they really mean. For example “yes” may not be “yes” at all, opposite to low-context society where “yes” always means “yes” and “no” always means “no”. It results in a need for deeper understanding the position of the people you’ll have to work with and sphere you’ll have to work in, because in high-context society it is easy to miss the cue, if you haven’t obtained enough information about the problem. Secondly, one of key chinese cultural concepts is “Guanxi”, which literally translates to relationship. It may draw us to an assumption that having partner may be really important in China, but McKinsey consultants...
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...Corporate governance Two definitions: 1. ASX CGC: rules, relationship, systems and processes help a company to monitor and assess risk, optimize performance, create value and provide accountability. a) A narrow definition which consistent with agency theory focuses on relationship between company and shareholders. 2. OECD: a system a company can be directed and controlled, specify rights, responsibilities and rules; set and achieve objectives and monitor performance. b) A board definition consider relationship between company and stakeholders 3. Agency theory c) A contract under which one or more person engage another person or persons to perform some service on their behalf d) Agency problem rise because of the conflict of interest between principle and agent e) Three specific problems: i. Managers try to maximize their wealth at the expense of shareholders ii. Tendency for management to focus on short-term performance iii. Different attitude of managers and shareholders towards risk f) Corporate governance structures, policies and relationships can help to overcome these three related agency problems iv. Independent board of directors v. Independent board chair vi. Independent board subcommittees such as audit, remuneration and nomination 4. Stakeholder theory g) Reject the only important relationship is shareholders and managers, but consider...
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...BUSINESS SCHOOL Cultural Differences between China And Italy SUBMITTED BY KUSHAGRA MEHROTRA GROUP –B A0102314029 MBA HR ABSTRACT International management studies have been based primarily on the comparison of managerial behavior in countries around the world. Often, these studies have implied that businesspeople behave similarly with their domestic colleagues as with their foreign counterparts which indeed sums up to conflicting results. Context of the negotiations at the international level are faced with the differences between various cultures: a longterm attitude towards communication, the power placement, the uncertainties avoiding, emotional differences between the negotiating parties and others. These and other differences in cross-cultural dimensions can influence the process of negotiations between the representatives of different cultures in the negotiations. There may happen in a variety of misunderstandings in negotiations and between the two parties of the same culture, while the process of preparing for the talks with different cultures requires empirical studies in Intercultural Communication. The article discusses cultural dimensions of two contrasting cultures and their effect on negotiations. The Article includes cross cultural studies between an Asian and a European nation’s cultural strengths and weaknesses to anticipate an opposing nation’s possible behaviors in the negotiation process, and to understand the cultural factors that may...
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...P&G Market Research in China and US The market research in US and China would be different due to the cultural differences held by both countries. Children in China are brought up in a different culture as compared to the US. For instance, children in China are taught to relieve their selves nearby potted plants (Bruno, 2012). Absurd as it sounds, the children in China will in no time learn to use the ancient diaper free method of toilet training. The Kaidangku form of toiletry is taught as early as six months. The small baby is taught to do all his ‘business’ by just calling for his mother’s name that will direct him or her where to relieve. In the USA, the use of diapers is the best-known method. Procter and Gamble would have to be conscious of the two cultural differences in the marketing research to be used. The same case applies to the economy. People in Chinese have a tradition of saving more than their counterparts back in the US (GARON, 2016). The saving tradition in the Chinese started in the ancient time which is not the case in the US (China Daily, 2016). More incomes would be disposable in purchasing domestic goods and services in the US than China, therefore, the need to reduce prices in China than in the US. Procter and Gamble would, therefore, have to use products that would cover the interests of the two countries complying with their cultural values and economic standards. Market Research The market research done by P&G in the first example was not...
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...itself from an upstart company focused on its domestic market, Lenovo joined an exclusive club of Chinese companies, such as Huawei and TCL, which compete head-to-head with leading multinational corporations. Without the involvement of western private equity firms – Texas Pacific Group (TPG), Newbridge Capital,1 and General Atlantic Partners (GA) – this transaction may never have been consummated. Each firm brought crucial expertise and credibility that helped mitigate the significant financial, operational and cultural risks inherent in a large scale, cross-border transaction. Many believe that these efforts opened a new chapter in the growth of China’s economy and its integration with the West. As Bill Grabe, GA’s representative on Lenovo’s board, stated: “Lenovo’s acquisition of IBM mark the start of something bigger. In the future, we will see more Chinese global giants emerging through cross-border M&A.”2 This paper examines the underlying motivations and assumptions of each party in the transaction. While this transaction had many risks, we conclude that the strategic rationale was sound, the ultimate valuation was fair, and that all players are positioned to benefit: IBM shed a resource consuming, non-core asset; Lenovo leapfrogged to global leadership; and, the private equity players...
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...Managers of multinational organizations and joint ventures have to negotiate, operate, and develop strategic plans that adapt to the cultural differences in each environment. Cultural differences among the United States and China often shape the design and implementation of a strategic plan. To increase the probability of success for joint ventures, an understanding of each country’s sociocultural, economic, and legal-political differences is not only important but necessary. Introduction Shui Fabrics is a joint venture between Rocky River Industries based in Ohio and Shanghai Fabrics in China. Ray Betzell has been the General Manager of the China location for the past five years. The central issue in this case is that the president of Rocky River, Paul Danvers, is not satisfied with the profit that is being generated from Shui Fabrics. He would like to see an increase the company’s annual return of investment form 5 percent to 20 percent. Danvers’ suggestion is to reduce labor costs by laying off Chinese workers; however, he charges Betzell with coming up with options to increase efficiency. Identification of Stakeholder’s Problems, Goals, and Concerns Paul Danvers is the President of Rocky River Industries based in the United States. With respect to the GLOBE Project value dimensions, Danvers’ management style places a high value on assertiveness which directly affects how he communicates. His style is also characterized by a medium power distance, individualism...
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