Abordarea comparativ a sistemelor de management din cadrul rilor europene,SUA i JaponiaUniversitatea Cooperatist- Comercial din Moldova Verificat: Elaborat: Smolevscaia Mariana, Cazacu Maria, asistent universitar gr. 3BA- 21

Management is a form of work that involves coordinating an organizations resources - human and capital to accomplish organizational goals. What is Management?

1. Top management

2. Middle management

3. Supervisory management Levels of Management

Planning Organizing Staffing Leading Controlling Functions of Management

Interpersonal - leader, figurehead, liaisonInformational - monitor, disseminate, representDecisional - allocate resources, negotiate, problem solving Roles of a Manager

Conceptual skills - decision making, planning, organizingHuman relations skills - understand people, motivating, collaboratingTechnical skills - able to get a particular job done

Management Skills

Process of developing strategies, designing and operating systems, and working with people around the world to ensure sustained competitive advantage What is International Management?

Profit related activities conducted around national boundaries, ever changing. What is International Business?

National variables - economic system,legal system, political systemSocio-cultural variables - religion, education, languageCultural variables - values, norms, beliefsAttitudes - work, time, individualism, materialismResponse - motivation, productivity, ethics, commitment

What are the variables affecting the management function?

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Culture & International BusinessChapter 2

Set of commonly held valuesA way of life of a group of peopleIncludes knowledge, belief, art, morals, law, customs and habitsEverything that people have, think and do as members of their societyAn integrated system of learnedbehavior patterns that are characteristicof the members of any given society

What is Culture?

Myth One: We really are all the same

Myth Two: I just need to be myself andeverything will be okay

Myth Three: I have to adopt the practicesOf the other culture to succeed(Adapt rather than adopt)Cross Cultural Myths

Beliefs - control vs. destinyChange - action vs. acceptAttitude - practical vs. dreams aspirationsApproach/work ethic - hard work vs. luckPromises - keep vs. perhapsTime - depends on prioritiesObligation -company or familyEmployment - short term vs. lifelongMeritocracy - best person vs. Other considerationsUS Values & Possible Alternatives

Inconsiderate of other peoples culturesRacially prejudicesIgnorant of other countriesShallow, immature, naveViolent, aggressiveGenerous, forgivingAlways in a hurryOutgoing, friendlyInformalLoud, rude, boastfulHard workingArrogant, proud, insensitiveInnovativeExtravagant, wasteful,Confident they have all the answersStereotypical American(as seen by people of other countries)

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 SocializationCulture is Learned

Common problems and common features

Economic systems Marriage and family systems Educational systems Social control systems

Culture Universals

All cultures experience continued change

Cultural change is a selective process Cultural change through borrowing Cultural change through innovations Cultural diffusion

Cultural Change

Ethnocentrism Tendency for people to judge behavior by their own standards

The belief that own culture is superior All people in all societies are ethnocentric to some degree Ethnocentrism can contribute to prejudiceEthnocentrism

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Communicating across CulturesLanguagesChapter 3

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

What is Communication?

Semantics - different words have different meaning to different people: fix, fag, shag Jargon - technical terms Acronyms and Abbreviations - culture, military Perception - interpreting information, distortion Emotions - breakdown in communication

Barriers to Effective Communications

There is a close relationship between language and culture2.Language is a precondition to success in international businessLanguages helps in understanding culture4.Second language is first step to learningthird and fourth language5.Learning other languages helps us appreciate our own language (and culture)

The Need to Understand 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

What is Language?

The vocabulary of a language depicts what is considered important in that culture Industrialized societies have moreTechnological terms Example: 7 words for bamboo in South India but none for snow The Influence of Culture on Language

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

The Influence of Language on Culture

The US is the only country where business people dont think its necessary to learn a foreign languageIs it easier to speak or understand a foreign language?Comprehension is a function of speedIs it easier to speak or write a foreign language?Is there an international language of business?

Language Key Points for Business

Recognizing the symptoms: blank stares,unnatural stopping points in conversation,feeling of not connecting

What to do: explain the message in severaldifferent ways, use visual aids, slow down,avoid slang and idiomatic expressions, listento the other persons entire messagedontassume anything, keep good notes, follow up

Avoiding Misunderstandings Across Language Barriers

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

High Context vs. Low Context Cultures

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Communicating across CulturesThe Nonverbal DimensionChapter 4

Helps convey feelings and emotional statesElaborates on verbal messagesGoverns the timing and turn taking between communicators

Concerns:1, Same nonverbal cue carries different meanings in different culturesDifferent nonverbal cues carry the samemeaning in different culturesFunction of Nonverbal Communication

Facial expressions (smiles, frowns)Hand gesturesPostureTouchingScents or smells (perfume)Color symbolismClothing, hairstyles, cosmeticsArtifacts (jewelry, fly whisks) Graphic symbolsSilenceNonverbal Cues

Touching U.S. vs. Latin AmericaSpace U.S. vs. JapanQueues: U.S. vs. China vs. Britain vs. JapanDress U.S. vs. Europe vs. JapanSilence U.S.: a gap that must be filled - Japan preferable to conversationNon- verbal Language

Eye Contact: intermittent in U.S., Intense,Unbroken in Arab countries, Very little inJapanPara Language: um, er, ah, haiSmiling,Head movements: Bulgaria, IndiaArm Movements: Italy vs. JapanPosture: U.S. vs. ChinaHandshakesNonverbal Language

Stereotyping - assuming that all have same attributes Language - literal or poor understanding Kinesic behavior - posture, gesture, facial expression, eye contact Oculesics - behavior of the eye during communication Proxemics - effect of proximity and space Paralanguage - how something is said Time mono-chronic or poly-chronic Context - in which the communication takes place

Cultural Variables

Distance preferred by middle class US:

Intimate distance - body contact to 18Personal distance -18 to 4 feetSocial distance - 4 feet to 12 feetPublic distance- 12 to 20 feetProxemics

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

How to Manage Communication Effectively

When you shake hands, look them straightIn the eye and give em a good firm gripAsia Mid East: gentle handshakeMexico/Latin America: palm slip/grasp thumbNever shake hands with a woman in theMiddle East and parts of IndiaStaring at someone is intimidating anddisrespectful in many areas of the world,especially JapanSlight bows are appreciated in AsiaPresenting business cards?

Greetings

Touch: Middle East, Latin America, Italy,Greece, Spain/Portugal, Russia

Dont Touch: Japan, U.S., England,Scandinavia, Northern Europe, Australia

Middle Ground: France, China, India

Touching

Where to place hands when eating?US: Beneath tableEurope: On top of tableEyes: Closed in Japan indicates concentrationEyelid pull in France and EnglandArms: Folded arms universal defensivepostureHands on hip aggressiveness in Asia,along with finger pointingFeet: Remove shoes in Japan, India, AsiaDo not show the soles of shoes in theMiddle East

Hands/Eyes/Arms/Feet

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Contrasting Cultural ValuesChapter 5

Power distance - extent to which subordinates accept authorityUncertainty avoidance - threatened by ambiguous situations, prefer formal structure, feel safe and secureIndividualism vs collectivismMasculinity - assertiveness, materialismFemininity - concern for society, othersHofstedes Value Dimensions(IBM data collected on 100,000 individuals in 40 countries)

Obligation - universalism, pluralism

Emotional in relationship - neutral, affective

Involvement in relationship - specific, diffuse

Legitimization of power and status based on achievement and competency or based on position, age or education

Trompenaars Findings

Human nature orientation: innately good or bad?2. Man-nature orientations: mastery orharmony?3.Time orientation: past, present or future>4.Activity orientation: individuals accomplishment or personal traits?5. Relational orientation: individualism orcollectivism?Five Universal Problems

Individual-Collective dimension: the self first or the community?2.Equality-Hierarchy dimension: differencesin power or status or equality?Tough-Tender dimension: what is success-material comforts or relationships?Uncertainty-Avoidance dimension: theneed for un-ambiguity and predictability of the future?5.Time dimension: tight or loose?

Cultural Dimensions

Single Focus (American Western Europe,Industrialized Asia): one task at a time; meetdeadlines, Lets get to work, Time ismoney

Multi Focus (Southern Europe, Latin America,Middle East): Simultaneous tasks, completion \of task based on strength of relationship,delays are expected, commitments are notWritten in stoneTime Dimension

Control Cultures (Western Societies): Go forit, Life is what you make it, The future canbe planned for

Harmony Cultures (Asian Cultures): Dontrock the boat, Go with the flow

Constraint Culture (Latin America, MiddleEast): Its a matter of fate, You take whatlife gives youEnvironment Dimension

Doing Cultures (American):God helps those who help themselvesIf at first you dont succeed, try againWho are you? Answer with job title

Being Cultures (Latin America, Africa, Middle East, Southern Europe):Who are you? Answer with familydescription or philosophical outlookAction Dimension

Competitive Cultures (U.S., Western Europe,Hong Kong, Mexico, Argentina, Japan):Winner takes allPredominantly materialisticWe live to work

Cooperative Cultures (Scandinavian Countries, Some Latin Countries, Some European Countries, Parts of Asia):Were in this togetherWe work to liveCompetitive Dimension

Individualist: USA, UK, Italy, Scandinavia, France, Germany

Intermediate: Israel, Spain, Japan, Argentina

Collectivist: Brazil, Turkey, Mexico,South America, Much of Asia.Individualistic and Collectivist Cultures

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Negotiating Across CulturesChapter 6

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.Negotiations

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?

Variables in the Negotiation Process

Concentrate on long term relationshipsFocus on interest behind the positionsAvoid reliance on cultural generalizationsBe sensitive to timingRemain flexiblePrepare carefullyLearn to listenBe patient!Effective Strategies for InternationalNegotiators

Do pre-work with the other side if possible,possibly using cultural go-betweensDevelop a strategy to deal with the languagebarrierUse visual aids extensively, but check withcultural expertBe prepared for long negotiationsDecide on strategy for obtaining a writtenagreement, where acceptableKnow your walk away pointAvoid ethnocentrism

Eight Recommendations for SuccessIn Global Negotiations

Expect less confrontation in high context,collectivist cultural settingsBut, face is more important within the culture than outside itDisrespectful out-of-group behaviordoes not carry as many social issuesas the same behavior within thecultural groupAgents or third parties can be helpful whenconfrontation may be expected Confrontation

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Coping with Culture ShockChapter 7

It is the unpleasant consequences of experiencing a foreign culture

Results in: confusion, surprise, disgust, panic, rejection, loss of self-esteem, and inability to function effectively

What is Culture Shock?

HomesicknessBoredomWithdrawalIrritabilityMarital stressStereotyping HostilityInefficiencyPhysical un-wellnessDepressionManifestations of Culture Shock

Honeymoon stage: unrealistically positivefeelings and approachIrritation and hostility: problems arise and become insurmountableGradual adjustment: Passing of crisisand gradual recoveryBiculturalism: Full recovery and abilityto function effectively in both culturesProcess of Adjustment: 4 Stages

Choose to stay at home and not enter IBSelect the IB arena where adjustmentcan be made more easilyHave a realistic understanding of issuesand likely problemsLearn cross cultural coping skills language, religion, history, social environment5.Approach issues as opportunities tolearn and grow

Minimizing Culture Shock

Do one thing at a timeConcentrate on the jobTake time commitments seriouslyAre low context and need informationShow great respect for private property,seldom borrow or lendAre accustomed to short term relationshipsMonochronic People

Do many things at onceAre highly distractible and subject tointerruptionsConsider time commitments an objectiveto be achieved, if possibleAre high-context and already have infoBorrow and lend things often and easilyHave tendency to build lifetime relationshipsPolychronic People

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Developing Global ManagersChapter 8

Maximize long term retention of international managers so that company can develop a top management team with global experienceUnderstand, value and promote role of women and minorities in order to maximize underutilized resources, and3.Work effectively within local labor lawsGlobal Management Goals

Difficult to control geographicallydispersed operations2.Need for local decision making independent of home office3.Suitability of managers from alternative sources

The Need to Develop Global Managers

Ethnocentric staffing - fill staff positionfrom HQ2.Polycentric staffing - local managers, host country nationals3.Global staffing - recruiting the best within and outside the country (transpatriates)4.Regio-centric staffing - from the region

Staffing Alternatives

Area studies - history, geography, politics, economy2.Language training3.Sensitivity training4.Field experiences )host family, immersion)5.In-country trainingTraining Global Managers

Communications skillsPersonality traitsMotivationFamily circumstancesCross cultural trainingDeveloping Skills for Global Managers

PreparationAdaptationRepatriation - reverse cultural shock4.Transition - mentor program

Managing Process for Global Managers

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

Developing Global Management Teams