...Objectives: • Define culture • To understand how culture affects all aspects of international management • To be able to distinguish the major dimensions which define cultural differences among societies or groups • To emphasize the need for international managers to have cultural intelligence in order to interact successfully in international environment • Know how to use culture to define attitudes and behaviours at work • Be aware of the interaction between culture and internet. 2 Culture “A set of shared values, understandings, assumptions, and goals that are learned from earlier generations, imposed by present members of a society, and passed on to succeeding generations.” Examples: – Evidence of culture is in peoples language, music, food, beliefs etc. • Related concept: – Culture shock • A state of confusion of not knowing how to behave in a foreign unfamiliar culture. Copyright ©2011 Pearson Education, Inc. publishing as Prentice Hall 3 1 20/03/2014 Culture and its importance Studies show multinationals face major management issues for poor intercultural skills of international managers. Research shows that cross cultural differences are cause of failed negotiations and interactions, resulting in losses to major multinationals of over billions of dollars! Furthermore, examples can be drawn from historical failures of Daimler-Chrysler as a result of cultural mismatch between the Germans and Americans, EBay in Japan, Google in Europe and many others...
Words: 1636 - Pages: 7
...INDEX Introduction The challenge of crossing cultural boundaries The meaning of culture: foundation concepts Why culture matters in international business National, professional, and corporate culture Interpretations of culture Key dimensions of culture Language as a key dimension of culture Culture and contemporary issues Managerial guidelines for cross-cultural success Page 1 to 1 Page 1 to 5 Page 5 to 6 Page 7 to 9 Page 9 to 9 Page 10 to 14 Page 14 to 17 Page 17 to 19 Page 19 to 21 Page 21 to 23 1 Introduction There are few things more representative of U.S. culture than American football. It is an extravaganza, complete with exciting halftime shows and peppy cheerleaders. The game exemplifies national pride. The national anthem is played, flags are unfurled, and uniformed players charge up and down the field like an army in the throes of often violent conflict. The teams’ huddles divide the game into small planning sessions for the next play. In the United States, the National Football League (NFL) oversees the sport and, like any successful business, wants to score in new markets. The NFL first tackled Europe in 1991, with plans to establish American football there. After years of failed attempts, NFL Europe emerged as six teams, five of which were based in Germany (such as the Berlin Thunder, the Cologne Centurions, and the Hamburg Sea Devils). Earlier teams established in Spain had failed. Why did American football triumph in Germany but fail in Spain? An...
Words: 10571 - Pages: 43
...CAVUMC05_124-157hr 10/10/07 1:41 PM Page 124 c h a p t e r 5 The Cultural Environment of International Business Learning Objectives In this chapter, you will learn about: 1. The challenge of crossing cultural boundaries 2. The meaning of culture: foundation concepts 3. Why culture matters in international business 4. National, professional, and corporate culture 5. Interpretations of culture 6. Key dimensions of culture 7. Language as a key dimension of culture 8. Culture and contemporary issues 9. Managerial guidelines for crosscultural success > American Football . . . in Europe? There are few things more representative of U.S. culture than American football. It is an extravaganza, complete with exciting halftime shows and peppy cheerleaders. The game exemplifies national pride. The national anthem is played, flags are unfurled, and uniformed players charge up and down the field like an army in the throes of often violent conflict. The teams’ huddles divide the game into small planning sessions for the next play. In the United States, the National Football League (NFL) oversees the sport and, like any successful business, wants to score in new markets. The NFL first tackled Europe in 1991, with plans to establish American football there. After years of failed attempts, NFL Europe emerged as six teams, five of which were based in Germany (such as the Berlin Thunder, the Cologne Centurions, and the Hamburg Sea Devils). Earlier teams established in Spain...
Words: 18507 - Pages: 75
...Globalization of Markets and Competition: Trade is increasingly global in scope today. There are several reasons for this. One significant reason is technological—because of improved transportation and communication opportunities today, trade is now more practical. Thus, consumers and businesses now have access to the very best products from many different countries. Increasingly rapid technology lifecycles also increases the competition among countries as to who can produce the newest in technology. In part to accommodate these realities, countries in the last several decades have taken increasing steps to promote global trade through agreements such as the General Treaty on Trade and Tariffs, and trade organizations such as the World Trade Organization (WTO), North American Free Trade Agreement (NAFTA), and the European Union (EU). Stages in the International Involvement of a Firm. We discussed several stages through which a firm may go as it becomes increasingly involved across borders. A purely domestic firm focuses only on its home market, has no current ambitions of expanding abroad, and does not perceive any significant competitive threat from abroad. Such a firm may eventually get some orders from abroad, which are seen either as an irritation (for small orders, there may be a great deal of effort and cost involved in obtaining relatively modest revenue) or as "icing on the cake." As the firm begins to export more, it enters the export stage, where little effort is made...
Words: 13520 - Pages: 55
...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...
Words: 229816 - Pages: 920
...American Ways American Ways A Guide for Foreigners in the United States GARY ALTHEN with Amanda R. Doran and Susan J. Szmania First published by Intercultural Press. For information contact: Intercultural Press, Inc. Nicholas Brealey Publishing PO Box 700 3-5 Spafield Street Yarmouth, Maine 04096 USA London, EC1R 4QB, UK Tel: 207-846-5168 Tel: +44-207-239-0360 Fax: 207-846-5181 Fax: +44-207-239-0370 www.interculturalpress.com www.nbrealey-books.com © 1988, 2003 by Gary Althen Production and cover design by Patty J. Topel All rights reserved. No part of this publication may be reproduced in any manner whatsoever without written permission from the publisher, except in the case of brief quotations embodied in critical articles or reviews. Printed in the United States of America 06 05 04 03 02 1 2 3 4 5 Library of Congress Cataloging-in-Publication Data Althen, Gary. American ways: a guide for foreigners in the United States/ Gary Althen.—2nd ed. p. cm. Includes bibliographical references (p. ) ISBN: 1-877864-99-4 (alk. paper) 1. United States—Guidebooks. 2. United States—Handbooks, manuals, etc. 3. Visitors, Foreign—United States—Handbooks, manuals, etc. 4. Aliens—United States—Handbooks, manuals, etc. 5. Intercultural communication—United States—Handbooks, manuals, etc. 6. United States—Social life and customs—1971– I. Title. E158.A46 2002 973—dc21 2002032741 ✰ ✰ ✰ Table of Contents Preface to the Second Edition........................................
Words: 75796 - Pages: 304
...Ricardo Semler: Creating Organizational Change Through Employee Empowered Leadership Peter A. Maresco, Ph.D., Clinical Assistant Professor of Management, Sacred Heart University, Fairfield, CT Christopher C. York, J.D., Assistant Professor of Management, Sacred Heart University, Fairfield, CT 1 Through his unique leadership style, Ricardo Semler, President & CEO of Semco S.A., a Brazilian manufacturing company, has literally redefined the concept of employee empowered leadership. At 20, the youngest graduate of the Harvard Business School, Semler is known around the world for championing his employee-friendly management style. Researched from primary sources including his best selling books, Maverick: The Success Story Behind The World’s Most Unusual Workplace (1993 ) first published in 1988 as Turning the Tables, and THE SEVEN-DAY WEEKEND: Changing the Way Work Works (2004), as well as two articles he authored in the Harvard Business Review, Managing Without Managers, (1989) and Why My Employees Still Work For Me (1994), this paper provides readers with insights on how to get beyond those who say that organizations are too large and/or too bureaucratic to change. In addition, it provides concrete examples of how his company routinely ignores the rules while at the same time creating a new paradigm for creative leadership and organizational effectiveness. Overview Semco S.A., founded by Antonio Semler in 1912, was a traditionally managed industrial equipment company...
Words: 5052 - Pages: 21
...Specifically for Israel……………………………………..8 Can the Benefits of Cultural Diplomacy be Measured?.................................................................................17 Examples of the Positive Effects of Cultural Diplomacy Programs…………………………………………18 French-German Relations: A Case Study of Successful Cultural Diplomacy………………………………21 3. Appreciation for Cultural Diplomacy in the United States and Europe The United States of America…………………………………………..……..25 Europe……………………………………………………………………..…..28 4. Cultural Development in Israel Israeli Culture……………………………………………………………….…31 Organizations in Israel Promoting Culture……………………………....……34 Governmental Support of the Promotion of Culture………………………….35 5. The Israeli Government’s Attitude Toward Cultural Diplomacy Does the Israeli Government Value Cultural 1 Diplomacy?................................................................................36 Reasons for the Inferior Status of Cultural Diplomacy In Israel……………………………………………………..…42 A History of Cultural Diplomacy in Israel…………………………………….45 6. Cultural Diplomacy as a Means to Promote Israel’s Public Image Israel’s Public Image in the United States……………………………………..46 Israel’s Public Image in...
Words: 20159 - Pages: 81
...Ricardo Semler: Creating Organizational Change Through Employee Empowered Leadership Peter A. Maresco, Ph.D., Clinical Assistant Professor of Management, Sacred Heart University, Fairfield, CT Christopher C. York, J.D., Assistant Professor of Management, Sacred Heart University, Fairfield, CT 1 Through his unique leadership style, Ricardo Semler, President & CEO of Semco S.A., a Brazilian manufacturing company, has literally redefined the concept of employee empowered leadership. At 20, the youngest graduate of the Harvard Business School, Semler is known around the world for championing his employee-friendly management style. Researched from primary sources including his best selling books, Maverick: The Success Story Behind The World’s Most Unusual Workplace (1993 ) first published in 1988 as Turning the Tables, and THE SEVEN-DAY WEEKEND: Changing the Way Work Works (2004), as well as two articles he authored in the Harvard Business Review, Managing Without Managers, (1989) and Why My Employees Still Work For Me (1994), this paper provides readers with insights on how to get beyond those who say that organizations are too large and/or too bureaucratic to change. In addition, it provides concrete examples of how his company routinely ignores the rules while at the same time creating a new paradigm for creative leadership and organizational effectiveness. Overview Semco S.A., founded by Antonio Semler in 1912, was a traditionally managed industrial equipment company...
Words: 5052 - Pages: 21
...wBCOM Communication Foundations and Analysis Part 1 Chapter 2 Focusing on Interpersonal Communication I nterpersonal communication is the foundation of all successful communication with others in face-to-face situations and some mediated forms of communication, such as with telephones. Interpersonal communication begins with our own self-concept and our attitudes toward others. These, in turn, affect our style of communication with others and our ability to objective influence them, which is an imExplain how the portant role of interpersonal foundational element communication in the workof intrapersonal place. Because the majority of communication is the message in many interperan understanding of sonal communication situations ourselves. is communicated via nonverbal signals, it is also important to develop an awareness of our nonverbal communication behaviors and align them with our verbal message to reduce confusion. Finally, effective listening practices also affect our ability to communicate interpersonally and are another important area of skill development. Remember, you will spend most of your time in the workplace listening to others. 1 objectives Foundations the foundational 1 Explain howintrapersonal element of communication is an understanding of ourselves. erent 2 Describe the diffstyles. communication ne the 3 Defiuence indifferent types of infl interpersonal communication. role of nonverbal 4 Describe thecommunication...
Words: 8717 - Pages: 35
...The Crossing By Todd Schwartz Donna Beegle ’90 is from a country that should not exist — a country she now battles every day. She needs your help. T here are 37 million people in the country where Donna Beegle was born and raised. Thirteen million of those are children. There are eight million families. The topography of her nation ranges from bucolic rural areas to teeming cities. The borders shift endlessly. The ground itself can suddenly fall away from beneath people, families, homes. In the unusual instances when someone leaves this country for good, they often claim it never existed. There is much love and strength there, but happiness is harder to come by. Seen on a map, her nation is shaped much like the United States, although it is made up of pockets and backwaters and segments — as though an image of the U.S. had been cut from steel and allowed to slowly rust away. An ocean, narrow but deep, separates the land of Beegle’s birth from the country where she now lives. The citizens of her land are not on good terms with those in our America, nor have they been for some time. As far back as the 19th century, British prime minister Benjamin Disraeli described the countries as “two nations, between whom there is no intercourse and no sympathy, who are as ignorant of each other’s habits, thoughts and feelings, as if they were ... inhabitants of different planets.” Born in 1961, Beegle traveled across her homeland for 25 years before she braved the difficult and perilous crossing...
Words: 4933 - Pages: 20
...ALSO BY MALCOLM GLADWELL The Tipping Point To my parents, Joyce and Graham Gladwell Introduction The Statue That Didn’t Look Right In September of 1983, an art dealer by the name of Gianfranco Becchina approached the J. Paul Getty Museum in California. He had in his possession, he said, a marble statue dating from the sixth century BC. It was what is known as a kouros—a sculpture of a nude male youth standing with his left leg forward and his arms at his sides. There are only about two hundred kouroi in existence, and most have been recovered badly damaged or in fragments from grave sites or archeological digs. But this one was almost perfectly preserved. It stood close to seven feet tall. It had a kind of light-colored glow that set it apart from other ancient works. It was an extraordinary find. Becchina’s asking price was just under $10 million. The Getty moved cautiously. It took the kouros on loan and began a thorough investigation. Was the statue consistent with other known kouroi? The answer appeared to be yes. The style of the sculpture seemed reminiscent of the Anavyssos kouros in the National Archaeological Museum of Athens, meaning that it seemed to fit with a particular time and place. Where and when had the statue been found? No one knew precisely, but Becchina gave the Getty’s legal department a sheaf of documents relating to its more recent history. The kouros, the records stated, had been in the private collection of a Swiss physician named Lauffenberger...
Words: 74585 - Pages: 299
...CHAPTER 3 Group Member Diversity CHAPTER OUTLINE Heterogeneous Groups Personality Dimensions Personality Theory Implications of Personality Dimensions Cultural Dimensions Individualism–Collectivism Power Distance Uncertainty Avoidance Masculine–Feminine High Context–Low Context Monochronic Time–Polychronic Time Barriers to Cultural Understanding Gender Dimensions Generational Dimensions Balanced Diversity GroupWork: Personality Preferences GroupAssessment: Identifying Cultural Dialectics ISBN: 0-536-56665-8 63 Working in Groups: Communication Principles and Strategies, Fourth Edition, by Isa N. Engleberg and Dianna R. Wynn. Published by Allyn & Bacon. Copyright © 2007 by Pearson Education, Inc. 64 Part I Basic Group Concepts HETEROGENEOUS GROUPS When you read or hear the word diversity, you may think about race or about people from other countries. The concept of diversity, however, involves much more than country of origin, skin color, or ethnic heritage. When discussing group communication, we use the term diversity in its most general sense—the quality of being different. The American Heritage Dictionary of the English Language defines diverse as “made up of distinct characteristics, qualities, or elements.”1 The homogeneous–heterogeneous dialectic is particularly applicable to the study of group membership. As we note in Chapter 1, the prefix homo comes from the Greek language and means “same” or “similar”; hetero means “different.” Thus, a homogeneous...
Words: 13544 - Pages: 55
...American English File- Book 4 Answer key 7 stole / has stolen 8 the swimming pool opens (opened; will open) 9 are you meeting / will you meet 10 she lives / she lived 1A Q and A 1 GRAMMAR a 3 How long 4 Which 5 How often 6 How 7 What 8 Do 9 What kind (sort / type) 10 Whose 11 Have 12 Who 2 PRONUNCIATION a 1b 2a 3a 4b 5b 6a 7b 8a 3 SPEAKING b Answers will vary depending on the country and culture you are teaching in. In the US, questions 1, 2, 6, 7, 8 11, and 12 would be considered inappropriate questions to ask someone you don’t know well. a 1 What’s the most important lesson life has taught you? 2 What’s your earliest memory? 3 Where would you like to live? 4 What single thing would improve the quality of your life? d 1L 2N 3N 4L 5N 6L 7L 8N 5 If you could go back in time, where would you go? 6 What’s your most treasured possession? e 1 8 or 10 2 9 3 11 4 8 5 11 or 12 4 READING & VOCABULARY a f a 1 Do you ever send text messages? 2 When was the last time you went to a party? 3 Could you tell me if there is a bank near here? 4 Who usually cooks the dinner? 5 Who do you like going shopping with? 6 What don’t you like doing on weekends? 7 What kind of car would you like to buy? 8 Do you know what time the concert ends? b 1 do you 2 wrote 3 this book costs / this book cost 4 happens / happened 5 Did you enjoy 6 does Tim usually listen to 1 Copyright(c) Oxford University Press. All rights reserved. Single men and women meet for an evening. The women sit at tables...
Words: 20773 - Pages: 84
...Module 5: Customs Etiquette and Protocol In an era of globalization, understanding the basics of etiquette and protocol — that is, the type of behavior that others expect of you in both informal and formal settings — is an important skill. It can instill an individual with confidence to handle almost any situation in any culture and allow a businessperson to concentrate on the deal at hand rather than worrying about such peripheral distractions as which fork to use or which hand to use for passing food. Without an understanding of the basics of etiquette and protocol, you risk coming off as a boorish Neanderthal. You may even put your company's image at risk or risk potential failure in the formation of key business relationships that are vital to global success. Finally, a well-honed sense and appreciation of local customs, etiquette and protocol can make you stand out as a world-savvy individual in a competitive global market. The world may indeed be an oyster today for many businesses. The problem is that too many businesspeople are still, like Oscar Wilde, using the wrong fork. The Ancient Art of Protocol Etiquette — the codes and practices prescribed by social convention that govern correct behavior — and protocol — the form of etiquette and ceremony observed by diplomats and businesspeople during formal interaction — are really ancient arts. Ptahhotep, mayor of ancient Egypt's capital and vizier to Egyptian King Isesi around 2380–2340 B.C. (the vizier was ancient Egypt's...
Words: 9243 - Pages: 37
