...TITLE: Managing cultural differences By Name Course Professor University City/State Date Contents Introduction 3 Discussion of cultural frameworks 3 My cultural background and discussion of my cultural scores 6 Recommendation on cross cultural management 7 Conclusion 8 References list 9 Introduction Cultural practices in different regions of the world are different. In managing a firm in a particular region, a manager should thus understand the effective cultural practices in the region so as to conduct management in an effective manner (Joint, 2013). The cultural practices determine the expectations of the workforce from the manager and the conditions required by the workforce in a firm so as to yield an optimal output. The knowledge on cultural diversity is greatly applicable in the advertising and branding activities of the firm. It enables one to understand the consumer behavior and thus make informed decisions on the strategies to be undertaken (Verhoest et al., 2010). From the concept and impact of the difference in the cultural practices, then it is crucial for all managers to understand the cultural differences in the regions they conduct their management. In an aim to analyze the cultural frameworks, various cultural frameworks have been generated. The most preferred cultural framework for analysis is the Hofstede’s cultural framework (Dong et al., 2010). Discussion of cultural frameworks In this essay, one analyzes the nature and dimensions of the Hofstede’s...
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...MANAGING CULTURAL DIFFERENCES SIXTHEDITION MANAGING CULTURAL DIFFERENCES SERIES Managing Cultural Differences: Global Leadership Strategies for the 21 st Century, Sixth Edition Philip R. Harris, Ph.D., Robert T. Moran, Ph.D., Sarah V. Moran, M.A. Managing Cultural Diversity in Technical Professions Lionel Laroche, Ph.D Uniting North American Business—NAFTA Best Practices Jeffrey D. Abbot and Robert T. Moran, Ph.D. Eurodiversity: A Business Guide to Managing Differences George Simons, D.M. Global Strategic Planning: Cultural Perspectives for Profit and Non-Profit Organizations Marios I. Katsioulodes Ph.D. Competing Globally: Mastering Cross-Cultural Management and Negotiations Farid Elashmawi, Ph.D. Succeeding in Business in Eastern and Central Europe—A Guide to Cultures, Markets, and Practices Woodrow H. Sears, Ed.D. and Audrone Tamulionyte-Lentz, M.S. Intercultural Services: A Worldwide Buyer’s Guide and Sourcebook Gary M. Wederspahn, M.A. SIXTH EDITION MANAGING CULTURAL DIFFERENCES GLOBAL LEADERSHIP STRATEGIES ST FOR THE 21 CENTURY 25TH ANNIVERSARY EDITION PHILIP R. HARRIS, PH.D. ROBERT T. MORAN, PH.D. SARAH V. MORAN, M.A. JUDITH SOCCORSY Editorial Coordinator Elsevier Butterworth–Heinemann 200 Wheeler Road, Burlington, MA 01803, USA Linacre House, Jordan Hill, Oxford OX2 8DP, UK Copyright © 2004, Philip R. Harris, Robert T. Moran, Sarah V. Moran. All rights reserved. No part of this publication may be reproduced, stored in a...
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...multiple intelligences exercises. What similarities and differences exist within the team? A similarity Team b shares would definitely be that we are each use to using our critical thinking skills, managing time and have been exposed to a very diverse group just by serving in the military. Most of us scored about a three or four in each category of the discovery wheel. This makes sense considering the fact that it has been years since any of us have gone to school. Our note taking and reading and comprehension skills will be put to the test while we transition to college life. Our differences have to do with what the ultimate score in these areas were. Some were a little stronger and weaker in specific fields. By doing the discovery wheel I found that my two weakest areas are test taking and memory. My two strongest are health and diversity. Money was a very strong one also because the military is taking care of me while I go to school. Some of my other strong traits are communicating and diversity. 2. What are the advantages of having diversity on a team? What challenges might the team face because of diversity? 3. How might factors such as diversity, attitude, learning, and work styles affect team building? 4. Describe team members’ results on the Career Interest Profiler, and the Career Plan Building Activity-Competencies. What similarities and differences exist within the team? 5. How can you...
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...Great Leaders “A leader takes people where they want to go. A great leader takes people where they don’t necessarily want to go, but ought to be” (Carter, n.d.). Great leaders come in all shapes and sizes, some are popular or famous and some are unpopular or non-famous. One person that is a great leader is Stephen Garrett. In this paper we will discuss why he is a great leader and a manager, the functions he fulfills, the obstacles, and if he is and effective leader. Let us first talk about who Stephen Garrett is. Stephen Garrett was born on November 10, 1984 in Honolulu, Hawaii. His father was a Staff Sergeant in the United States Army and mother was a Homemaker. After Stephen’s birth his family was re-assigned to Germany, and then multiple duty stations thereafter. When his father retired from the military his family decided to move back to Honolulu when Stephen was 10 years old. At the age of eight he joined the Boy Scouts of America and Started Tae kwon Do, which he felt was the starting point of his training to becoming a great leader. Stephen is currently a husband and father of three girls, a Sergeant in the Hawaii Army National Guard, and the lead fire alarm technician at Tripler Army Medical Center. Ways he is a leader and a manager A leader is a person that inspires to do their best at everything they do, by doing just that they inspire there employees or fellow co-workers to achieve their best. Stephen Garrett does just that he inspires his fellow co-works and...
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...be conquered by an iron fist alone. The leader has another job in the group, the leader must befriend those working for him or her. The word befriend is used loosely to define obtaining personal information of other group members. This personal information is then to be used by the leader to put individual members where they are supposed to be, in an environment that nurtures their skills, plays to their strengths, and holds their interest. Without this knowledge or at the very least a set of keen eyes to observe. A misplaced group member could cause a collapse in the group dynamic but in a diverse group if every individual is placed where they fit in by the hawk-eye leader a perfect team can be created. Application In the workplace, managing workers in a lower position has more dynamics than what is first shown. Even as an informal leader, yelling or attempting to force someone into a position to accomplish a goal will result in a lack of product of quality. It is therefore more beneficial to get a better lens on the situation by stepping back and looking at all the resources available. The various workers can easily be placed in new positions or moved around in order to utilize their passion and skill. This style of management can benefit all of those involved as new ideas will begin...
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...University of Phoenix Material Team Building Worksheet Complete the Team Building Worksheet by answering the following questions in 200 to 300 words each. 1. Describe team members’ results on the Discovery Wheel and develop your multiple intelligences exercises. What similarities and differences exist within the team? A similarity Team Delta shares would definitely be that we are each use to using our critical thinking skills, managing time and have been exposed to a very diverse group just by serving in the military. Most of us scored about a three or four in each category of the discovery wheel. This makes sense considering the fact that it has been years since any of us have gone to school. Our note taking and reading and comprehension skills will be put to the test while we transition to college life. Our differences have to do with what the ultimate score in these areas were. Some were a little stronger and weaker in specific fields. By doing the discovery wheel I found that my two weakest areas are test taking and memory. My two strongest are health and diversity. Money was a very strong one also because the military is taking care of me while I go to school. Some of my other strong ...
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...Leadership: Managing Director of Hayasa In a small team of strangers, like the one thrown together for this module, the Managing Director should be the source of leadership and control over numerous responsibilities and functions of their team. • They should pursue the successful completion project goals. • They should keep the team motivated and happy, • They should ensure that the team is giving sufficient effort to the task. The Managing Director should be the most influential and important member of Hayasa car company. The behaviour of this person directly affects the behaviour of his or hers group members, therefore they must show certain key traits and attributes which will exert their leadership and control into the performance of the team, but also themselves. For Hayasa, the leadership was the key factor which influenced and built the group dynamics, the behaviour and motivation of the members during the practical, but also is what I believe the key problem to our lack of success in three years of trading. “The power and influence perspective focuses on the use of power by effective leaders. Two major themes have been identified: a) social power: how leaders influence followers (b) social exchange: discusses the give-and-take relationship between leaders and followers through which leaders are themselves influenced as they try to influence others” (Bensimon et al., 1989) My questions on the lack of social power our Managing Director would...
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...WEEK ONE DISCUSSION What are the dimensions of cultural diversity? Identify and briefly explain the dimensions by referencing both textbooks. My initial response to the question “What are the dimensions of cultural diversity?” were religion, race, ethnicity and gender. However, upon reading a chapter in the book Understanding and managing diversity : readings, cases and exercises by Harvey and Allard, the chapter A World View of Cultural Diversity by Thomas Sowell (2009), changed my perspective. After reading this chapter, I understood the question much differently and changed my view of what are cultures. According to Sowell, cultures are non static, they are fluid meaning they evolve over centuries. An important dimension of cultures is geography, which is “an important long-run influence on the shaping of cultures as well as in narrow economic terms (Harvey & Allard, 2009, p. 75). Furthermore, Sowell states that “cultures exist to serve the vital, practical requirements of human life—to structure a society so as to perpetuate the species, to pass on the hard-earned knowledge and experience of generations past and centuries past to the young and inexperienced in order to spare the next generation the costly and dangerous process of learning everything all over again from scratch through trial and error—including fatal errors” (Harvey & Allard, 2009, p77). Therefore, the two main dimensions of cultural diversity identified are historical and geographical as these dimensions...
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...Negative impacts of generational differences in the workplace of China The past decades have witnessed a dramatic transformation in China. With the development of modern society, the generational differences are becoming growingly deep and complex. Although it is normal that people have diverse personalities and lifestyles, the disparity between generations is quite evident. Working age Chinese fell into two main generations, “a generation being defined as an identifiable group that shares birth years, age, location, and significant life events at critical developmental stages”(Kupperschmidt, 2000, p.65), divided by the year when the reform and opening up was implemented. As an increasing number of young people have graduated from schools and start their careers, concern about the generational difference in the workplace is raised. Since different generation internally share different value and culture, communication problems and interpersonal conflict are almost inevitable, which may result in negative impact in workplace, like inefficiency and low productivity. In this essay, the causes and effects of these problems will be examined before continuing suggesting solutions. The essay will then be concluded by presenting personal opinion on this topic. The first and perhaps most common problem emerges from generational differences in the workplace is communication difficulty. The young generation and old generation both have their unique languages due to different culture background...
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...domestic and international sportswear markets. There are several differences between the American and Chinese views of the company. Let’s discuss some of the ways the two countries differ in regards to the GLOBE project value dimensions. Differences between American and Chinese perspectives The first difference deals with the humane orientation dimension. The Chinese are concerned with job creation, because their unemployment hovers around 20 percent. With this joint venture they would be able to employ around 3,000 people, which is a real contribution to the local economy. The Americans think we should cut workers in order to make a higher profit. The Americans are more concerned with bottom dollar and not the people. The second difference deals with the performance orientation dimension. Chiu Wai, Chinese deputy general manager’s, point of view on the return on investment (ROI) is that they generate an appropriate level of profits “not too little and not too much”, he is satisfied with the 5 percent ROI. Ray Betzell is the American general manager, and his boss and President of Rocky River Industries, is Paul Danvers. Danvers thinks the 5 percent ROI is pathetic and that he expected around 20 percent ROI at this point. He wants to see better economic performance or he is thinking of pulling the plug (Daft, 2010). When organizations cultures differ in their management of an organization, these differences can cause conflicting behaviors, leading to misunderstandings...
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...Miniket rice being ‘produced’ from coarse ones A section of dishonest mill owners of the northern region are making profits from miniket rice which is being produced from different coarse rice with automatic machines. A total of 300 mills are engaged in changing varieties of plump rice like BR-28, BR-29, Swarna, Pariza and Indian Zira-Minizira to glossy and bright one through cutting and processing with ultra-modern machines. The mill owners are using different harmful chemical substances, including detergent, soda and phitciry, in making plump rice white and attractive for the consumers. After that the mill owners sell the rice in different markets across the country in the name of miniket rice at a high rate. It is to be mentioned that there has been no production of Miniket paddy either in Bangladesh or in its neighboring country of India. These profit monger mill owners have been carrying on brisk business and earning crores of taka by swindling the eyes of consumers. The authorities concerned are indifferent to the matter. Rather, some officials of department concerned are reportedly blind to the matter by getting honorarium from the unscrupulous mill owners every month. According to sources in Bangladesh Paddy Research Institute(BPRI), there has been no production of any variety of paddy named Miniket in Bangladesh and even in its neighboring country of India. But a section of unscrupulous millers are swindling consumers using the name of Miniket rice. In fact, the mill...
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...1 ANNUAL REPORT 2014 Table of contents ABOUT THE COMPANY Letter of Transmittal Corporate Information Milestones Board of Directors and Management Brand Values Products 3 4 5 6 -8 9 10 OPERATING RESULTS Summary of Key Operating & Financial Data 11-12 AGM & COMPANY PERFORMANCE Notice of 35th Annual General Meeting Chairman’s Message to Shareholders Report of the Board of Directors 13 14 ANNUAL REPORT 2014 15 - 19 1 Table of contents COMPLIANCE REPORT Corporate Governance Compliance Report 20 - 38 FINANCIAL RESULTS Auditors’ Report to the Shareholders Statement of Financial Position Statement of Comprehensive Income Statement of Changes in Shareholders’ Equity Statement of Cash Flows Notes to the Financial Statements Unit-wise Working Result Schedule of Non- Current Assets Certificate on Review of financial statements PROXY FORM 39 - 40 41 - 42 43 - 44 45 46 - 47 48 - 80 81 - 82 83 - 84 85 ANNUAL REPORT 2014 2 Letter of Transmittal December 6, 2014 Esteemed Shareholders Bangladesh Securities and Exchange Commission Dhaka Stock Exchange Limited Chittagong Stock Exchange Limited Registrar of Joint Stock Companies and Firms Dear Sir or Madam, Subject: Annual Report for the year ended June 30, 2014 It is our pleasure to inform you that the 35th Annual General Meeting of Olympic Industries Limited will be held on Wednesday, December 24, 2014 at 10:00 AM at our 2nd biscuit factory premises at Lolati, P.S. Sonargaon, District...
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...at 3:00 p.m. N I S S A N E L G R A N D I N F I N I T I F X 3 7 R E N A U L T M E G A N E R S CONTENTS 02 03 05 09 10 14 17 25 27 28 31 Corporate Information Business Divisions Report of the Board of Directors 8 Years Financial Highlights Profile of Directors Corporate Social Responsibility Report Corporate Governance Statement Internal Control Statement Other Statements and Disclosures Audit Committee Report Daily Share Price & Volume Traded on Bursa Malaysia Securities Berhad 33 Financial Statements 133 Ten Largest Properties of the Group 134 Shareholders’ Statistics 137 Notice of Annual General Meeting Form of Proxy CORPORATE INFORMATION Directors Dato’ Tan Heng Chew Executive Deputy Chairman and Group Managing Director Dato’ Ng Mann Cheong Senior Independent Non-Executive Director Dato’ Haji Kamaruddin @ Abas bin Nordin Independent Non-Executive Director Seow Thiam Fatt Independent Non-Executive Director Siew Kah Toong Independent Non-Executive Director Dato’ Khor Swee Wah @ Koh Bee Leng Executive Director Ling Ou Long @ Ling Wuu Long Executive Director Ho Wai Ming Executive Director Audit Committee Company Secretaries Yap Bee Lee Chang Pie Hoon Registered Address 62-68 Jalan Ipoh 51200 Kuala Lumpur Telephone : (03) 4047 8888 Facsimile : (03) 4047 8636 Website : www.tanchong.com.my E-mail : tcmh@tanchong.com.my Registrars Tricor Investor Services Sdn Bhd Level 17, The Gardens North Tower Mid Valley City Lingkaran Syed Putra 59200 Kuala Lumpur...
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...Lec 6: Ch 10 (the role of company directors and other officers and the means by which they are appointed and removed); main focus is on the directors * ‘officer’ and ‘director’ definition- s9, p200 (Morley v ASIC). * ‘director’- a) appointed director regardless of the name given to their position; b) not validly appointed director but acts in position or; c) not validly appointed but the directors of the company are accustomed to act in accordance with the person’s instructions and wishes; person in a) OR b) is de facto director, within c) is a shadow director * Statutory duties, including the duty to act with reasonable care and diligence and the duty to act in the best interests of the company * Statutory requirement for all companies to have at least one director; PTY company must have at least one, with one ordinarily residing in Australia (s201A(1)); public companies must have at least 3, with at least 2 in Aus (s201A(2)) * Directors’ role: manage or supervise the management; for companies that rely on the replaceable rules as their internal governance rules, s198A provides that “the business of a company is to be managed by or under the direction of the directors’” * Company secretary: public companies must have at least one company secretary (s204A(2)) be 18yo and have at least one residing in Aus; PTY company may have one but is not required to appoint one (s204A(1)); secretary is appointed by directors; responsibilities include record-keeping...
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...RETAIL FOOD GROUP is a leading Australian retail food brand manager, franchisor and wholesale coffee roaster. It designs, develops and manages franchise systems and is the intellectual property owner and manager of the following retail and coffee brands: Donut King, Michel’s Patisserie, Brumby’s Bakery, Esquires Coffee Houses, bb’s cafe, Evil Child, Roasted Addiqtion and Barista’s Choice. For the 6th consecutive year since Listing (in June 2006), Retail Food Group continued to deliver enhanced performance and record outcomes for stakeholders. NPAT and EPS 6 year cumulative annual growth rates (cagr) of 35.8% and 24.2% respectively, reinforces Retail Food Group as an enterprise with franchise systems, business model and revenue streams capable of significant growth. NPAT Core NPAT EPS (Basic) 30 30 25 25 20 20 15 15 10 DPS 10 5 0 5 FY07 FY08 FY09 FY10 FY11 ($m) Revenue 140 FY10 FY11 0 ($m) FY07 FY08 FY09 FY10 FY11 FY08 FY09 FY10 FY11 (cents) Net Operating Cashflows Adj. Revenue 120 25 80 20 60 15 40 Net Debt Reduction 30 100 (cents) 10 20 0 5 FY07 FY08 FY09 FY10 FY11 ($m) FY10 FY11 0 ($m) FY07 FY08 FY09 FY10 FY11 ($m) Outlets Network Sales 700 600 1200 500 1000 400 800 300 600 200 400 100 200 0 FY07 FY08 FY09 FY10 FY11 ($m) 0 FY07 FY08 FY09 FY10 FY11 FY10 FY11 ($m) ...
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