Cross cultural management

Cross - cultural management
"English for Business Studies"
Capitolul 2 pagina 30
Managing a truly global multinational company would obviously be much simpler if it required only one set of corporate objectives, goals, policies, practices, products and services. The conflict between globalization and localization has led to the invention of new word “glocalization”. Companies that want to be successful in foreign markets have to be aware of the local cultural characteristics that affect the way business is done.
A fairy obvious cultural divide that has been much studied is the one between, on the one hand, the countries of North America and north-west Europe, where management is largely based on analyses , rationality, logic and systems , and, on the other, the Latin cultures of southern Europe and South America, where personal relations, intuition, emotion and sensitivity are of much greater importance.
The largely Protestant cultures on both side of the North Atlantic (Canada, the USA, Britain, the Netherlands, Germany, Scandinavia) are essentially individualist. In such cultures, status has to be achieved. You don’t automatically respect people just because they’ve been in company for 30 years. A young, dynamic, aggressive manager with an MBA (a Master in Business Administration degree) can quickly rise in the hierarchy. In most Latin and Asian cultures, on the contrary, status is automatically accorded to the boss, who is more likely to be in his fifties or sixties than in this thirties. This is particularly true in Japan, where companies traditionally have a policy of promotion by seniority. A 50-year-old Japanese manager, or Greek or Italian or Chilean one, would quite simply be offended by having to negotiate with an aggressive, well-educated, but inexperienced American or German 20 years his junior. A Japanese would also want to take the time to get to know the person with whom he has negotiating, and would not appreciate an assertive American who wanted to sign a deal immediately and take the next plane home.
In northern cultures, the principle of pay-for-performance often successfully motivates sales people. There more you sell, the more you get paid. But the principle might well be resisted in more collectivist cultures , and in countries where rewards and promotion are expected to come with age and experience. Trompenaars gives the example of a sales rep in an Italian subsidiary of a US multinational company who was given a huge quarterly bonus under a new policy imposed by head office. His sales – which had been high for years – declined dramatically during the following three months. It was later discovered that he was deliberately trying not to sell more than any of his colleagues, so as not reveal their inadequacies. He was also desperate not to earn more than his boss, which he thought would be an unthinkable humiliation that would force the boss to resign immediately.
Trompenaars also reports that Singaporean and Indonesian managers objected that pay-for-performance caused salesmen to pressure customers into buying products they didn’t really need, which was not only bad for long term business relations, but quite simply unfair and ethically wrong.
Another example of an American idea that doesn’t work well in Latin countries is matrix management. The task-oriented logic of matrix management conflicts with the principle of loyalty to the all-important first line superior, the functional boss. You can’t have two bosses any more than you can have two fathers. Andre Laurent, a French researcher, has said that in this experience, French managemers would rather see an organization die than tolerate a system in which a few subordinates have to report to two bosses.
In discussing people’s relationships with their boss and their colleagues and friends, Trompenaars distinguishes between universalists and particularists . The former believe that rules are extremely important; the latter believe that personal relationships and friendships should take precedence. Consequently, each group thinks that the other is corrupt. Universalists say that particularists ‘cannot be trusted because they will always help their friends’ , while the second group says of the first ‘you cannot trust them; they would not even help a friend ‘. According to Trompenaars’ data, there are many more particularists in Latin and Asian countries than in Australia, the USA, Canada, or north-west Europe.








2c Comprehension


1 How would you explain the concept of ' glocalization'?
2 Why might a 50- years-old Japanese manager be offended if he had to negotiate with on report to a well-educated but inexperienced 30-years-old American?
3 Why was the American concept of pay-for-performance unpopular in Italy, and in Asia, in Trompenaars’ example?
4 Why do universalists disapprove of particularists, and vice versa ?







2d Vocabulary
Find words in the text which mean the following.

1. The use of reasoning rather than emotions of beliefs
2. understanding or knowing without consciously using reason
3. respect, prestige or importance given to someone
4. having a higher rank because one is older
5. to have hurt feeling because someone is being disrespectful
6. money or something else given in recognition of good work
7. additional money given for better work or increased productivity
8. a feeling of shame and loss of dignity or self-esteem
9. to give a job or position
10. according to accept moral standards





2e Discussion

1. Would you like to work for a company that had a pay-for-performance policy? Does this only work for salespeople, or could it be extended to all jobs?
2. Would you say that you , personally, were individualist or collectivist? Parsticularist or universalist ? (Remember you answer to the question in 1a above)
3. What about the majority of people in your country?
4. Would you like (or do not like) to work in a team? Do you like the idea of matrix management, or would you rather report to only one powerful boss?
5. Do you believe that it is possible to sum up national characteristics in a few words? Is there usually some (or a lot of) truth in such stereotypes? Or, on the contrary, do you find such stereotyping dangerous?


Translation
Administrarea unei companii cu adevarat multinatitionala si globala ar fi in mod evident, mult mai simpla daca aceasta ar solicita doar un set de obiective corporative, scopuri, politici, practici, produse si servicii. Dar diferentele locale deseori fac acest lucru imposibil. Conflictul dintre globalizare si localizare a condus la inventarea termenului “glocalizarea” . Companiile care doresc sa obtina succes pe piata straina, trebuie sa cunoasca de caracteristicile locale ale culturii care afecteaza modul de manifestare a businessului.
O diviziune culturala destul de evidenta care a fost mult studiata ,pe de o parte se plaseaza in tarile din America de Nord si din Nord-Vestul Europei, unde managementul este pe larg bazat pe analize, ratiune, logica si sisteme, si pe de alta parte ,in culturile latine , Europei si a Americii de Sud, unde relatiile, intuitia , emotiile si sensitivitatea personala au o importanta cu mult mai mare.
Natiunile(culturile)protestante pe larg raspindite, de pe ambele parti a Atlanticului de Nord (Canada, SUA,Marea Britanie, Olanda, Germania, Scandinavia)sunt in fond sint individualiste. In asemenea culturi ,este necesara obtinerea unui statut.
Oamenii nu se respecta in mod automat, doar pentru faptul ca ei sunt angajati ale unei companie, timp de 30 de ani.Un manager tinar, dinamic si agresiv(ambitios) cu un masterat in administrarea businessului, poate usor sa avanseze intr-o ierarhie. In majoritatea culturilor tarilor latine si asiatice , dimpotriva, statutul este sa acorda automat patronului, care de obicei are virtsa cuprinsa intre 50 si 60 si nu 30 de ani. Aceasta este indeosebi adevarat in Japonia, unde companiile in mod traditional, au o politica de provomare a seniorilor. Un manager la virsta 50 de ani, de origine japoneza,greaca, italiana,sau chiliana, pot fi cu usurinta ofensati,fiind nevoiti sa negocieze cu un tinar(junior) american sau german ambitios, bine educat, insa fara experienta. Un japonez, de asemenea si-ar dori mai pe indelete sa cunoasca persoana cu care negociaza, si nu ar aprecia un american increzut ,care ar semna o afacere si ar zbura cu prima cursa de avion acasa.
In culturile nordice, principiul ”remunerare pentru performante” deseori motiveaza cu success oamenii vinzatori. Mai mult vinzi mai multa solda primesti. Dar principiile trebuie sa opuna rezistenta in multe culturi colectiviste, si in tarile unde aprecierea si promovarea se socoate ca ar trebui sa vina cu virsta si experienta. Trompenarii redau exemplul de un reprezentant de vinzari intr-un subsidiu Italian a unei companii americane transnationale care ofera un bonus imens pe simestru prin politica noua implimentata de catre oficiu de conducere/administratie. Vinzarile sale cu cap vor fi ridicate pe parcursul anului si vor decade dramatic pe parcursul a urmatoarelor trei luni.Mai tirziu va fi descoperit ca el in mod deliberat a incercat nu sa vinda mai mult decat colegii sai, deci nu au evidentiat inadecvanta sa. El de asemenea era disperat nu sa castige mai mult decat “bossul” lui care se gandeste ca ar fi umilit ce ar forta “bossul” sa dimisioneze imediat. Trompenarii de asemenea raporteaza ca managerii singaporieni si indochini au obiectat ca plata pentru performante cauzeaza agentii de vinzare sa influenteze consumatorul in procurarea produselor de care ei intr-adevar nu au nevoie, ce este nu numai rau pentru business-relatii de termen lung dar necesita neloialitatea si greseala etica.
Un alt exemplu de idee Americana care nu prea bine lucreaza in tarile latine este managementul matrix.Logica de sarcina orientata spre magementul matrix conflicteaza cu principiul loialitatii pentru toate liniile superioare, functionarii principali. Tu nu poti sa ai doi patroni la fel cum nu ai putea sa ai doi tati. Andre Laurent cercetator francez, a spus ca in experienta sa, managerii francezi mai degraba vor vedea o organizatie murind decat tolerarea unui system in care un numar mic de subordonati vor raporta la doi patroni.
Relatiile de discutie intre angajati si patronii sai si prietenii si colegii lor. Trompenaarii diferentiaza intre universalisti si particulari. Primii credeau ca normele/regulele sunt extreme de importante ;ultimii credeau ca relatiile de prietenie a personalului ar trebui sa precedeze. Consecvent fiecare grup crede ca altii sunt corupti. Universalistii spun ca particularii nu pot fi crezuti/nu se poate de increzut in particulari deoarece ei intotdeauna vor ajuta prietenii sai, in timp ce al doilea grup spune despre primii ca “tu nu te poti increde in ei: ei nu vor ajuta un prieten”. In comformitate cu datele Trompenarilor sunt mai multi particulari in tarile latine si asiatice decat in Australia, SUA, Canada sau Nord-Vestul Europei.


Перевод
Управление по-настоящему глобальной и интернациональной компаний, очевидно, будет гораздо проще, если для этого потребуется только один набор корпоративных целей, задач, политик, практик, продуктов и услуг. Но местные различия часто делают это невозможным. Конфликт между глобализацией и локализацией привело к появлению такого термина как "глокализации". Компании, желающие получить успех на внешнем рынке, должны знать местные особенности культуры, что влияет на выражение бизнеса.
Многие исследования ,по совершенно очевидному образу, определили культурное различие, с одной стороны страны Северной Америки и Северо-Западной Европы, где руководство в значительной степени основано на анализе, разуме, логике и системе, а с другой стороны, Латинская культура, Европа и Южная Америка, где отношения, интуиция, эмоции и личные чувства имеют гораздо большее значение.
Протестантские культуры широко распространение по обе стороны Северной Атлантики (Канада, США, Великобритания, Нидерланды, Германия, Скандинавия) находятся в индивидуалистическом фонде. В таких культурах, это необходимо для получения статуса.
Людей не уважают автоматически только потому, что они являются 30 лет сотрудниками компании. Молодой, динамичный, агрессивный и амбициозный, с хорошими знаниями в области делового администрирования, может легко продвинуться в иерархии . В большинстве стран Латинской и Азиатской культуры, напротив, статус автоматически выдаётся работодателем, которому обычно от 50 до 60 лет, а не 30. Это особенно верно в Японии, где компании традиционно ведут политику продвижения пожилых людей. Менеджер в возрасте 50 лет, японец, грек, итальянец или чилиец, может быть легко обижен, вынуждению вести переговоры с молодым амбициозным немцем или американцем, хорошо образованным, но неопытным. Японец бы также хотел бы знать более подробно человека с кем ведет переговоры, и не хотел бы иметь дело с дерзким американцем, который бы с разу подписав контракт поторопился бы купить билет на самолет и улететь первым рейсом домой.
В северной культуре, "вознаграждения по результатам работы" часто мотивирует людей быть успешным поставщиком. Чем больше продаж – тем больше получишь. Но принципы должны сопротивляться многим корпоративным культурам, в странах, где считается, что оценки и поощрения должны прийти с возрастом и опытом. Тромпенары дают пример Итальянского торгового представительства одной американской транснациональной компаний, которая предлагает огромный бонус семестра руководясь новой политикой учрежденной офисом управления и администрации. Продажи будут чрезмерно расти в течение года и драматично падать в течение следующих трех месяцев. Позднее обнаружилось, что он намеренно старался не продавать больше, чем его коллеги, но так чтоб это не выявили. Он также отчаялся, что не должен заработать больше чем его начальник, который оценит это как унижения, и заставит его уволиться немедленно. Тромпенары также выступают против оплаты за производительность, они также сообщают что Сингапурские и Индокитайские руководители влияют на потребителя убеждая купить товар, который им в действительности не нужен, что это не только плохо для долгосрочных деловых отношений, но порождает нелояльность и этические ошибки.
Еще одним примером американской идеей, которая не очень хорошо работает в Латинских странах ,является управление задач матричного ориентирования. Логическая цели направленная к матричному управлению враждует с принципом лояльности для всех высших линий , основных руководящих. Вы не можете иметь двух начальников, как и вы не могли бы иметь двух отцов. Французский ученый Андре Лоран, сказал, что по его опыту, французские менеджеры предпочли бы увидеть умерившую организацию , чем терпели бы систему, в которой небольшое количество подчиненных будет отчитываться двум начальникам.
В обсуждение человеческих отношений с их ними начальниками ,друзьями и коллегами, тромпенары различаются на универсалистов и индивидуалистов. Первые полагают, что правила чрезвычайно важны; последние полагают, что личные отношения и дружба должны иметь приоритет. Следовательно, каждая группа думает, что другой коррумпированный. Универсалисты говорят, что индивидуалистам ‘нельзя доверять, потому что они будут всегда помогать своим друзьям’, в то время как вторая группа говорит относительно первого, 'Вы не можете доверять им; они даже не помогут другу‘. Согласно данным тромпенаров, гораздо больше индивидуалистов в латинских и азиатских странах чем в Австралии, США, Канаде, или северо-западной Европе.








1) Watch at the video and give the answers at the questions:
1 With what countries Brazil is at the same level?
2 How will Brazil will develop in the future?
3 What is the principle of “doing business” in Brazil?
4 What peculiarities of culture identify Brazil as a specific South American country?
5 How many theories summarizes the motivational factors?
6 What is the first motivational factor of motivation?
7 What does the level “Love or Belonging” in Maslowe’s pyramid of needs contain?
8 What levels of Maslowe’s pyramid of needs are the most important in Brazil?
9 What is the second factor of motivation?
10 What kind of Management style is there incorporated in Brazil’s enterprises ?




2) Watch the video and explain what they were used for?

1 Motivational factors are….
2 Super power….
3 Motivational needs are….
4 Esteem is ……
5 “Love” is …..
6 “Safety” represent ….
7 Paternalistic management style is…..
8 “ Work hard and the company………”
9 “Grupo Semco” is………..
10 3000 …


3) True-False questions
1 The economy of Brazil is like the economy of China, Korea, Russia.
2 In the nearest future Brazil will be undeveloped country.
3 Brazil doesn’t recognize unique culture .
4 The approach of recognizing the Brazil’s unique culture differ from Canada.
5 There are three theories that summarize the motivational factors.
6 The second factor of motivation in Brazil is the paternalistic style’ of management.
7 Esteem means respect from others .
8 Safety means security of body, resources, morality, family and health.
9 Maslewe’s Hierarchy of needs includes: Self-actualization, Esteem, Love, Safety, Psychological factor.
10 “Work hard and the company will take care of you” .




4) Correct the following sentences :

1. If a pretty poster and a cute saying are all it all takes to motite you, you probably have a very easy job. The kind robots will be doing soon.
2. Sef-actualization level of Maslowe’s pyramid of needs includes: morality creativity, spontaneity, problem solving, lack of prejudice, acceptance of facts.
3. Esteem level of Maslowe’s pyramid of needs includes : self-esteem, confidence, achievement, respect of others, respect by others.
4. Love or Belging level of Maslowe’s pyramid of needs includes : friendship, family, sexual intimacy.
5. Safety level of Maslowe’s pyramid of needs incudes: security of body, of employment, of resurces, of morality, of the family, of health, of property.
6. Physical level of Maslowe’s pyramid of needs includes: Breathing, food, water, sleep, homeostasis.
7. Brasil incorporates a Paternalistic Management stile.
8. In Brazil, as manager, you must take in consideron needs of you employees for achieving the best results.
9. You must be clar to avoid miscommunication , and duble check for comprehension.




answers:

1) Watch at the video and give the answers at the questions:
1 With what countries Brazil is at the same level? (China India Russia)
2 How will Brazil will develop in the future? (in the future it will be super-power)
3 What is the principle of “doing business” in Brazil? (recognizing unique culture there)
4 What peculiarities of culture identify Brazil as a specific South American country? (motivation)
5 How many theories summarizes the motivational factors? (three factors)
6 What is the first motivational factor of motivation? (hierarchy pyramid of Maslew)
7 What does the level “Love or Belonging” in Maslowe’s pyramid of needs contain? (friendship, family)
8 What levels of Maslowe’s pyramid of needs are the most important in Brazil? (2,3,4)
9 What is the second factor of motivation? (paternalistic style of management)
10 What kind of Management style is there incorporated in Brazil’s enterprises ? (paternalistic)



2) Watch the video and explain what they were used for?

1 Motivational factors are….paternalistic style of management and Maslowes pyramid of needs
2 Super power…. Brazil will develop in the future and will become a super-power
3 Motivational needs are….self-actualization, esteem, love, safety, physiological
4 Esteem is …… Esteem is respect from others
5 “Love” is …..the third level of M. pyramid of needs
6 “Safety” represent …. Safety level of Maslowe’s pyramid of needs includes: security of body, of employment, of resources, of morality, of the family, of health, of property
7 Paternalistic management style is….. Paternalistic Management style is the style that is incorporated in Brazil’s economy.
8 “ Work hard and the company………” Work hard and the company will take care of you
9 “Grupo Semco” is………..the specific company with paternalistic style of management
10 3000 …employees employed in “Grupo Semco”

3

3) True-False questions
1 The economy of Brazil is like the economy of China, Korea, Russia. F
2 In the nearest future Brazil will be undeveloped country. F
3 Brazil doesn’t recognize unique culture . F
4 The approach of recognizing the Brazil’s unique culture differ from Canada. T
5 There are three theories that summarize the motivational factors. T
6 The second factor of motivation in Brazil is the paternalistic style’ of management. T
7 Esteem means respect from others . T
8 Safety means security of body, resources, morality, family and health. F
9 Maslewe’s Hierarchy of needs includes: Self-actualization, Esteem, Love, Safety, Psychological factor. T
10 “Work hard and the company will take care of you” . T




4) Correct the following sentences :

1. If a pretty poster and a cute saying are all it all takes to motivate you, you probably have a very easy job. The kind robots will be doing soon.
2. Self-actualization level of Maslowe’s pyramid of needs includes: morality creativity, spontaneity, problem solving, lack of prejudice, acceptance of facts.
3. Esteem level of Maslowe’s pyramid of needs includes : self-esteem, confidence, achievement, respect of others, respect by others.
4. Love or Belonging level of Maslowe’s pyramid of needs includes : friendship, family, sexual intimacy.
5. Safety level of Maslowe’s pyramid of needs includes: security of body, of employment, of resources, of morality, of the family, of health, of property.
6. Physiological level of Maslowe’s pyramid of needs includes: Breathing, food, water, sleep, homeostasis.
7. Brazil incorporates a Paternalistic Management style.
8. In Brazil, as manager, you must take in consideration needs of you employees for achieving the best results.
9. You must be clear to avoid miscommunication , and double check for comprehension.