商业中的文化环境XXXX讲义

Culture,ManagementStyle,andBusinessSystemsChapter5McGraw-Hill/Irwin©2005TheMcGraw-HillCompanies,Inc.Allrightsreserved.IntroductionRecognizebusinessculture,managementvalues,andbusinessmethodsandbehaviorsasimportantforsuccessininternationalmarketThus,managementstylehastobeadaptedininternationalmarketingImportanceofdevelopingfriendship,humanrelations,andattainingaleveloftrustbeforebeginningbusinessnegotiationsKnowledgeofforeignbusinesspracticesandsuccessfulbusinessrelationsNeedtorecognizethatpatternsofthinking,localbusinesstempo,religiouspractices,politicalstructure,andfamilyloyalty,aredifferentandimpactbusinesstransactionsCulture,Managementstyle,andBusinesssystemsCulturaladaptation1)Culturalimperatives2)Culturalelectives3)CulturalexclusivesRequiredAdaptation•Adaptationisakeyconceptininternationalmarketing•Tosuccessfullydealwithindividuals,firms,orauthoritiesinforeigncountries,managersshouldexhibit:1.opentolerance,2.flexibility,3.humility,4.justice/fairness,5.abilitytoadjusttovaryingtempos,6.curiosity/interest,7.knowledgeofthecountry,8.likingforothers,9.abilitytocommandrespect,and10.abilitytointegrateoneselfintotheenvironmentCulturalImperatives,ElectivesandExclusives•Culturalimperativesarethebusinesscustomsandexpectationsthatmustbemet,conformed,recognizedandaccommodatedifrelationshipsaretobesuccessful•Culturalelectivesrelatetoareasofbehaviorortocustomsthatculturalaliensmaywishtoconformtoorparticipateinbutthatarenotrequired•CulturalexclusivesarethosecustomsorbehaviorpatternsreservedexclusivelyforthelocalsandfromwhichtheforeignerisbarredandmustnotparticipateCulture,Managementstyle,andBusinesssystemsMethodsofdoingbusinessBecauseofthediversestructures,managementattitudes,andbehaviorsencounteredninternationalbusiness,thereisconsiderablelatitudeinthewaysbusinessisconducted.Nomatterhowthoroughlypreparedamarketermaybewhenapproachingaforeignmarket,acertainamountofculturalshockoccurswhendifferencesinthecontactlevel,communicationemphasis,tempo,andformalityofforeignbusinessareencountered.SeeChap.5PPT9Culture,Managementstyle,andBusinesssystemMoreexplanationformanagementstyleDifferencesinManagementStylesAroundtheWorld1.DifferencesinAuthorityandDecisionMaking•Inhigh-PDIcountriessubordinatesarenotlikelytocontradictbosses,butinlow-PDIcountriestheyoftendo2.DifferencesinManagementObjectivesandAspirationstowards:Threetypicalpatternsexist:top-levelmanagementdecisions,decentralizeddecisions,andcommitteeorgroupdecisions•Securityespeciallyoflifetimeemployment•AffiliationandSocialAcceptancebyneighborsandfellowworkers•PowerandAchievementOrientationsoughtbymanagers•Importanceofpersonal/familylifeoverworkandprofitDifferencesinManagementStylesAroundtheWorld3.DifferencesinCommunicationStylesAccordingtoEdwardT.Hall,thesymbolicmeaningsoftime,space,things,friendships,andagreements,varyacrosscultures“Insomecultures,messagesareexplicit;thewordscarrymostoftheinformation.Inothercultures...lessinformationiscontainedintheverbalpartofthemessagesincemoreisinthecontext”Communicationinahigh-contextculturedependsheavilyonthecontextual(whosaysit,whenitissaid,howitissaid)ornonverbalaspectsofcommunicationCommunicationinalow-contextculturedependsmoreonexplicit,verballyexpressedcommunicationsHallplaceselevenculturesalongahigh-context/low-contextcontinuumDifferencesinManagementStylesAroundtheWorld4.DifferencesinCommunicationStylesLevelofformalityinaddressingbusinessclientsbyfirstnameLevelofformalityinaddressingyourbossbyfirstnameTempoorspeedingetting“downtobusiness”Perceptionoftimevariesinmanycultures5.DifferencesinNegotiationsEmphasis•Differenceswithrespecttotheproduct,itspriceandterms,servicesassociatedwiththeproduct,andfinally,friendshipbetweenvendorsandcustomersDifferencesinManagementStylesAroundtheWorld6.P-TimeversusM-Time•M-time,ormonochronictime,typifiesmostNorthAmericans,Swiss,Germans,andScandinavians•Mostlow-contextculturesoperateonM-timeconcentratingononethingatatime•P-time,orpolychronictime,ismoredominantinhigh-contextcultures•P-timeischaracterizedbymulti-taskingandby“agreatinvolvementwithpeople”ComparisonofM-timeandP-timeP-timeM-timeDoonethingatatimedomanythingatonceconcentrateonthejobareeasilydistractedandsubjecttointerruptiontaketimecommitmentsconsidertimecommitment(deadline,schedules)seriouslyasanobjectivetobeachieved,ifpossibleArelowcontextandneedinformationarehighcontextArecommittedtothejobarecommittedtothepeopleandhumanrelationsAdheretoplansChangeplansoftenandeasilyAreaccustomedtoshorttermedrelationshiphaveastrongtendencytobuiltlifetimerelationshipAreconcernedaboutnotdisturbingaremoreconcernedwithOtherswithpeopleclosetothemGenderBiasinInternationalBusiness•Thegenderbiasagainstwomenmanagersexistsinsomecountries•Genderbiasposessignificantchallengesincross-culturalnegotiations•WomenarenotacceptedinupperlevelmanagementrolesinAsian,MiddleEastern,andLatinAmericanInternationalBusiness:Strategy,Management,andtheNewRealities19Dealvs.RelationshipOrientationDeal-orientedcultures-managersfocusonthetaskathand,areimpersonal,typicallyusecon