商業(yè)中的文化環(huán)境XXXX講義課件

商業(yè)中的文化環(huán)境XXXX講義課件1Culture,ManagementStyle,andBusinessSystemsChapter5McGraw-Hill/Irwin?2005TheMcGraw-HillCompanies,Inc.Allrightsreserved.Culture,ManagementStyle,and2IntroductionRecognizebusinessculture,managementvalues,andbusinessmethodsandbehaviorsasimportantforsuccessininternationalmarketThus,managementstylehastobeadaptedininternationalmarketingImportanceofdevelopingfriendship,humanrelations,andattainingaleveloftrustbeforebeginningbusinessnegotiationsKnowledgeofforeignbusinesspracticesandsuccessfulbusinessrelationsNeedtorecognizethatpatternsofthinking,localbusinesstempo,religiouspractices,politicalstructure,andfamilyloyalty,aredifferentandimpactbusinesstransactionsIntroductionRecognizebusiness3Culture,Managementstyle,andBusinesssystemsCulturaladaptation

1)Culturalimperatives2)Culturalelectives3)Culturalexclusives

Culture,Managementstyle,and4RequiredAdaptationAdaptationisakeyconceptininternationalmarketingTosuccessfullydealwithindividuals,firms,orauthoritiesinforeigncountries,managersshouldexhibit:opentolerance,flexibility,humility,justice/fairness,abilitytoadjusttovaryingtempos,curiosity/interest,knowledgeofthecountry,likingforothers,abilitytocommandrespect,andabilitytointegrateoneselfintotheenvironmentRequiredAdaptationAdaptation5CulturalImperatives,ElectivesandExclusivesCulturalimperativesarethebusinesscustomsandexpectationsthatmustbemet,conformed,recognizedandaccommodatedifrelationshipsaretobesuccessfulCulturalelectivesrelatetoareasofbehaviorortocustomsthatculturalaliensmaywishtoconformtoorparticipateinbutthatarenotrequiredCulturalexclusivesarethosecustomsorbehaviorpatternsreservedexclusivelyforthelocalsandfromwhichtheforeignerisbarredandmustnotparticipateCulturalImperatives,Elective6Culture,Managementstyle,andBusinesssystemsMethodsofdoingbusiness

Becauseofthediversestructures,managementattitudes,andbehaviorsencounteredninternationalbusiness,thereisconsiderablelatitudeinthewaysbusinessisconducted.Nomatterhowthoroughlypreparedamarketermaybewhenapproachingaforeignmarket,acertainamountofculturalshockoccurswhendifferencesinthecontactlevel,communicationemphasis,tempo,andformalityofforeignbusinessareencountered.SeeChap.5PPT9Culture,Managementstyle,and7Culture,Managementstyle,andBusinesssystemMoreexplanationformanagementstyleCulture,Managementstyle,and8DifferencesinManagementStylesAroundtheWorld1. DifferencesinAuthorityandDecisionMakingInhigh-PDIcountriessubordinatesarenotlikelytocontradictbosses,butinlow-PDIcountriestheyoftendo2. DifferencesinManagementObjectivesandAspirationstowards:Threetypicalpatternsexist:top-levelmanagementdecisions,decentralizeddecisions,andcommitteeorgroupdecisionsSecurityespeciallyoflifetimeemploymentAffiliationandSocialAcceptancebyneighborsandfellowworkersPowerandAchievementOrientationsoughtbymanagersImportanceofpersonal/familylifeoverworkandprofitDifferencesinManagementStyl9商業(yè)中的文化環(huán)境XXXX講義課件10DifferencesinManagementStylesAroundtheWorld3. DifferencesinCommunicationStylesAccordingtoEdwardT.Hall,thesymbolicmeaningsoftime,space,things,friendships,andagreements,varyacrosscultures“Insomecultures,messagesareexplicit;thewordscarrymostoftheinformation.Inothercultures...lessinformationiscontainedintheverbalpartofthemessagesincemoreisinthecontext”Communicationinahigh-contextculturedependsheavilyonthecontextual(whosaysit,whenitissaid,howitissaid)ornonverbalaspectsofcommunicationCommunicationinalow-contextculturedependsmoreonexplicit,verballyexpressedcommunicationsHallplaceselevenculturesalongahigh-context/low-contextcontinuumDifferencesinManagementStyl11商業(yè)中的文化環(huán)境XXXX講義課件12DifferencesinManagementStylesAroundtheWorld4. DifferencesinCommunicationStylesLevelofformalityinaddressingbusinessclientsbyfirstnameLevelofformalityinaddressingyourbossbyfirstnameTempoorspeedingetting“downtobusiness”Perceptionoftimevariesinmanycultures5. DifferencesinNegotiationsEmphasisDifferenceswithrespecttotheproduct,itspriceandterms,servicesassociatedwiththeproduct,andfinally,friendshipbetweenvendorsandcustomersDifferencesinManagementStyl13DifferencesinManagementStylesAroundtheWorld6. P-TimeversusM-TimeM-time,ormonochronictime,typifiesmostNorthAmericans,Swiss,Germans,andScandinaviansMostlow-contextculturesoperateonM-timeconcentratingononethingatatimeP-time,orpolychronictime,ismoredominantinhigh-contextculturesP-timeischaracterizedbymulti-taskingandby“agreatinvolvementwithpeople”DifferencesinManagementStyl14ComparisonofM-timeandP-time

P-timeM-timeDoonethingatatimedomanythingatonceconcentrateonthejobareeasilydistractedandsubjecttointerruptiontaketimecommitmentsconsidertimecommitment(deadline,schedules)seriouslyasanobjectivetobeachieved,ifpossibleArelowcontextandneedinformationarehighcontextComparisonofM-timeandP-tim15ArecommittedtothejobarecommittedtothepeopleandhumanrelationsAdheretoplansChangeplansoftenandeasilyAreaccustomedtoshorttermedrelationshiphaveastrongtendencytobuiltlifetimerelationshipAreconcernedaboutnotdisturbingaremoreconcernedwithOtherswithpeopleclosetothemArecommittedtothejob16商業(yè)中的文化環(huán)境XXXX講義課件17GenderBiasinInternationalBusinessThegenderbiasagainstwomenmanagersexistsinsomecountriesGenderbiasposessignificantchallengesincross-culturalnegotiationsWomenarenotacceptedinupperlevelmanagementrolesinAsian,MiddleEastern,andLatinAmericanGenderBiasinInternationalB18InternationalBusiness:Strategy,Management,andtheNewRealities19Dealvs.RelationshipOrientationDeal-orientedcultures-managersfocusonthetaskathand,areimpersonal,typicallyusecontracts,andwanttojust“getdowntobusiness.”Examples-Australia,NorthernEurope,andNorthAmerica

Relationship-orientedcultures-managersvalueaffiliationswithpeople,rapport,andgettoknowtheotherpartyinbusinessinteractions;relationshipsaremoreimportantthanthedeal-trustishighlyvaluedinbusinessagreements.Examples-China,Japan,LatinAmericancountries-ittooknineyearsforVolkswagentonegotiateanautomobilefactoryinChina.

InternationalBusiness:Strate19BusinessEthicsBusinessethicsiscomplexintheinternationalmarketplacebecausevaluejudgmentsdifferwidelyamongculturallydiversegroupsTheForeignCorruptPracticesAct1997:ImprisonmentforbriberyExistenceofdifferentlevelsofcorruption,bribery,andfraudCorruptionvaryinglydefinedfromculturetocultureBriberycreatesamajorconflictbetweenethicsandprofitabilityBusinessEthicsBusinessethics20TransparencyInternationalTransparencyInternational21Culture,Managementstyle,andBusinesssystemBusinessethic

Ethicsreferstothemoralbehaviorofpeople,firms,orgovernments-issuesoftenarise,ormaybeexacerbated,bydeficienciesinlegalsystems.

Culture,Managementstyle,and22Bribery:VariationsonaThemeBribery:VoluntarilyofferedpaymentbysomeoneseekingunlawfuladvantageExtortion:PaymentsareextractedunderduressbysomeoneinauthorityfromapersonseekingonlywhattheyarelawfullyentitledBribery:VariationsonaTheme23Bribery:VariationsonaThemeLubrication:Involvesarelativelysmallsumofcash,agift,oraservicegiventoalow-rankingofficialinacountrywheresuchofferingsarenotprohibitedbylawSubornation:Involvesgivinglargesumsofmoney—-frequentlynotproperlyaccountedfor—designedtoenticeanofficialtocommitanillegalactonbehalfoftheoneofferingthebribe;involvesbreakingthelawBribery:VariationsonaTheme24EthicalandSociallyResponsibleDecisionsAreasofdecisionmakingwhereethicalissuesarise:employmentpracticesandpolicies,consumerprotection,environmentalprotection,politicalpaymentsandinvolvementinpoliticalaffairsofthecountry,andbasichumanrightsandfundamentalfreedomsEthicalandSociallyResponsib25AFrameworkforEthicalPreceptsThreeethicalprinciplesthatprovideaframeworkfordistinguishingbetweenrightandwrong:(1)Utilitarianethics(2)Rightsoftheparties(3)JusticeorfairnessDoestheactionoptimizethe“commongood”orbenefitsofallconstituencies?And,whoarethepertinentconstituencies?

Doestheactionrespecttherightsoftheindividualsinvolved?Doestheactionrespectthecanonsofjusticeorfairnesstoallpartiesinvolved?AFrameworkforEthicalPrece26商業(yè)中的文化環(huán)境XXXX講義課件27Casestudy經(jīng)營(yíng)計(jì)劃再好,要是文化上產(chǎn)生誤解,也會(huì)出紕漏.一個(gè)美國(guó)商人的經(jīng)歷很好的說(shuō)明了這一問(wèn)題.此人到東京去和一家日本公司簽約,行程安排中僅有一周時(shí)間供他“搞定合同”,然后回家.周一,也就是他到達(dá)東京后的第一天,日方請(qǐng)他打高爾夫球.結(jié)果,美國(guó)人勝了兩桿.第二天,他想該談判了吧,但日商卻還要打高爾夫球.他們于是又打了一回,美國(guó)人又贏了.當(dāng)日方提示第三天再打高爾夫球時(shí),他有些沮喪,沖口而出:“我們什么時(shí)候才能干正經(jīng)事呢?”主人吃了一驚,回答說(shuō):“我們一直在談?wù)卵健泵绹?guó)人不明就里,當(dāng)然也就沒(méi)能好好利用前兩天打高爾夫球的機(jī)會(huì),最起碼,他本應(yīng)當(dāng)在第二天輸幾桿(當(dāng)然,為了促使客人的面子,主人是不會(huì)輕易讓他輸?shù)?.于是,他們?cè)诘谌扉_始了會(huì)談,并于周六簽訂了合同.美國(guó)人由于急于達(dá)成協(xié)議,隨著他自定的期限的臨近,不得不在好幾個(gè)方面做出了讓步試討論:在本例中,由于文化背景不同而帶來(lái)的商業(yè)慣例上的沖突都體現(xiàn)在哪些地方?又可能會(huì)帶來(lái)什么后果?Casestudy經(jīng)營(yíng)計(jì)劃再好,要是文化上產(chǎn)生誤解,也會(huì)出28演講完畢，謝謝觀看！演講完畢，謝謝觀看！29商業(yè)中的文化環(huán)境XXXX講義課件30Culture,ManagementStyle,andBusinessSystemsChapter5McGraw-Hill/Irwin?2005TheMcGraw-HillCompanies,Inc.Allrightsreserved.Culture,ManagementStyle,and31IntroductionRecognizebusinessculture,managementvalues,andbusinessmethodsandbehaviorsasimportantforsuccessininternationalmarketThus,managementstylehastobeadaptedininternationalmarketingImportanceofdevelopingfriendship,humanrelations,andattainingaleveloftrustbeforebeginningbusinessnegotiationsKnowledgeofforeignbusinesspracticesandsuccessfulbusinessrelationsNeedtorecognizethatpatternsofthinking,localbusinesstempo,religiouspractices,politicalstructure,andfamilyloyalty,aredifferentandimpactbusinesstransactionsIntroductionRecognizebusiness32Culture,Managementstyle,andBusinesssystemsCulturaladaptation

1)Culturalimperatives2)Culturalelectives3)Culturalexclusives

Culture,Managementstyle,and33RequiredAdaptationAdaptationisakeyconceptininternationalmarketingTosuccessfullydealwithindividuals,firms,orauthoritiesinforeigncountries,managersshouldexhibit:opentolerance,flexibility,humility,justice/fairness,abilitytoadjusttovaryingtempos,curiosity/interest,knowledgeofthecountry,likingforothers,abilitytocommandrespect,andabilitytointegrateoneselfintotheenvironmentRequiredAdaptationAdaptation34CulturalImperatives,ElectivesandExclusivesCulturalimperativesarethebusinesscustomsandexpectationsthatmustbemet,conformed,recognizedandaccommodatedifrelationshipsaretobesuccessfulCulturalelectivesrelatetoareasofbehaviorortocustomsthatculturalaliensmaywishtoconformtoorparticipateinbutthatarenotrequiredCulturalexclusivesarethosecustomsorbehaviorpatternsreservedexclusivelyforthelocalsandfromwhichtheforeignerisbarredandmustnotparticipateCulturalImperatives,Elective35Culture,Managementstyle,andBusinesssystemsMethodsofdoingbusiness

Becauseofthediversestructures,managementattitudes,andbehaviorsencounteredninternationalbusiness,thereisconsiderablelatitudeinthewaysbusinessisconducted.Nomatterhowthoroughlypreparedamarketermaybewhenapproachingaforeignmarket,acertainamountofculturalshockoccurswhendifferencesinthecontactlevel,communicationemphasis,tempo,andformalityofforeignbusinessareencountered.SeeChap.5PPT9Culture,Managementstyle,and36Culture,Managementstyle,andBusinesssystemMoreexplanationformanagementstyleCulture,Managementstyle,and37DifferencesinManagementStylesAroundtheWorld1. DifferencesinAuthorityandDecisionMakingInhigh-PDIcountriessubordinatesarenotlikelytocontradictbosses,butinlow-PDIcountriestheyoftendo2. DifferencesinManagementObjectivesandAspirationstowards:Threetypicalpatternsexist:top-levelmanagementdecisions,decentralizeddecisions,andcommitteeorgroupdecisionsSecurityespeciallyoflifetimeemploymentAffiliationandSocialAcceptancebyneighborsandfellowworkersPowerandAchievementOrientationsoughtbymanagersImportanceofpersonal/familylifeoverworkandprofitDifferencesinManagementStyl38商業(yè)中的文化環(huán)境XXXX講義課件39DifferencesinManagementStylesAroundtheWorld3. DifferencesinCommunicationStylesAccordingtoEdwardT.Hall,thesymbolicmeaningsoftime,space,things,friendships,andagreements,varyacrosscultures“Insomecultures,messagesareexplicit;thewordscarrymostoftheinformation.Inothercultures...lessinformationiscontainedintheverbalpartofthemessagesincemoreisinthecontext”Communicationinahigh-contextculturedependsheavilyonthecontextual(whosaysit,whenitissaid,howitissaid)ornonverbalaspectsofcommunicationCommunicationinalow-contextculturedependsmoreonexplicit,verballyexpressedcommunicationsHallplaceselevenculturesalongahigh-context/low-contextcontinuumDifferencesinManagementStyl40商業(yè)中的文化環(huán)境XXXX講義課件41DifferencesinManagementStylesAroundtheWorld4. DifferencesinCommunicationStylesLevelofformalityinaddressingbusinessclientsbyfirstnameLevelofformalityinaddressingyourbossbyfirstnameTempoorspeedingetting“downtobusiness”Perceptionoftimevariesinmanycultures5. DifferencesinNegotiationsEmphasisDifferenceswithrespecttotheproduct,itspriceandterms,servicesassociatedwiththeproduct,andfinally,friendshipbetweenvendorsandcustomersDifferencesinManagementStyl42DifferencesinManagementStylesAroundtheWorld6. P-TimeversusM-TimeM-time,ormonochronictime,typifiesmostNorthAmericans,Swiss,Germans,andScandinaviansMostlow-contextculturesoperateonM-timeconcentratingononethingatatimeP-time,orpolychronictime,ismoredominantinhigh-contextculturesP-timeischaracterizedbymulti-taskingandby“agreatinvolvementwithpeople”DifferencesinManagementStyl43ComparisonofM-timeandP-time

P-timeM-timeDoonethingatatimedomanythingatonceconcentrateonthejobareeasilydistractedandsubjecttointerruptiontaketimecommitmentsconsidertimecommitment(deadline,schedules)seriouslyasanobjectivetobeachieved,ifpossibleArelowcontextandneedinformationarehighcontextComparisonofM-timeandP-tim44ArecommittedtothejobarecommittedtothepeopleandhumanrelationsAdheretoplansChangeplansoftenandeasilyAreaccustomedtoshorttermedrelationshiphaveastrongtendencytobuiltlifetimerelationshipAreconcernedaboutnotdisturbingaremoreconcernedwithOtherswithpeopleclosetothemArecommittedtothejob45商業(yè)中的文化環(huán)境XXXX講義課件46GenderBiasinInternationalBusinessThegenderbiasagainstwomenmanagersexistsinsomecountriesGenderbiasposessignificantchallengesincross-culturalnegotiationsWomenarenotacceptedinupperlevelmanagementrolesinAsian,MiddleEastern,andLatinAmericanGenderBiasinInternationalB47InternationalBusiness:Strategy,Management,andtheNewRealities48Dealvs.RelationshipOrientationDeal-orientedcultures-managersfocusonthetaskathand,areimpersonal,typicallyusecontracts,andwanttojust“getdowntobusiness.”Examples-Australia,NorthernEurope,andNorthAmerica

Relationship-orientedcultures-managersvalueaffiliationswithpeople,rapport,andgettoknowtheotherpartyinbusinessinteractions;relationshipsaremoreimportantthanthedeal-trustishighlyvaluedinbusinessagreements.Examples-China,Japan,LatinAmericancountries-ittooknineyearsforVolkswagentonegotiateanautomobilefactoryinChina.

InternationalBusiness:Strate48BusinessEthicsBusinessethicsiscomplexintheinternationalmarketplacebecausevaluejudgmentsdifferwidelyamongculturallydiversegroupsTheForeignCorruptPracticesAct1997:ImprisonmentforbriberyExistenceofdifferentlevelsofcorruption,bribery,andfraudCorruptionvaryinglydefinedfromculturetocultureBriberycreatesamajorconflictbetweenethicsandprofitabilityBusinessEthicsBusinessethics49TransparencyInternationalTransparencyInternational50Culture,Managementstyle,andBusinesssystemBusinessethic

Ethicsreferstothemoralbehaviorofpeople,firms,orgovernments-issuesoftenarise,ormaybeexacerbated,bydeficienciesinlegalsystems.

Culture,Managements