ultural differences in each region in the globe
One of the main reasons why they become very successful with the expansion was that the channel adopted a decentralized structure and gave commercial and creative autonomy to their local employees.
hey are aware of the cultural differences in each region in the globe, they intelligently used their local staff to break the cultural boundary and present MTV to the people
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A leader with a global mindset is open-minded, a team player in a global matrix, and an effective cross-cultural communicator and collaborator. The global leader’s role comprises the interaction of two sets of variables—the content and the context of leadership. The content of leadership comprises the attributes of the leader and the decisions to be made; the context of leadership comprises all those variables related to the particular situation. The increased number of variables (political, economic, and cultural) in the context of the managerial job abroad requires astute leadership
An employee’s needs are determined largely by the cultural context of values and attitudes—along with the national variables—in which he or she lives and works. Those needs then determine the meaning of work for that employee. The manager’s understanding of what work means in that employee’s life can then lead to the design of a culturally appropriate job context and reward system to guide individual and group employee job behavior to meet mutual goals. Cross-cultural research provides managers with general information about attitudes, goals, expectations, behaviors, values, and norms in different societies, which serve as a basis for establishing appropriate reward systems
The four personal development strategies through which companies and managers can meet the requirements of effective global leadership are: travel, teamwork, training, and transfers. Travel exposes managers to various cultures, economies, political systems, and markets. Working on global teams teaches managers to operate on an
hey are aware of the cultural differences in each region in the globe, they intelligently used their local staff to break the cultural boundary and present MTV to the people
.
A leader with a global mindset is open-minded, a team player in a global matrix, and an effective cross-cultural communicator and collaborator. The global leader’s role comprises the interaction of two sets of variables—the content and the context of leadership. The content of leadership comprises the attributes of the leader and the decisions to be made; the context of leadership comprises all those variables related to the particular situation. The increased number of variables (political, economic, and cultural) in the context of the managerial job abroad requires astute leadership
An employee’s needs are determined largely by the cultural context of values and attitudes—along with the national variables—in which he or she lives and works. Those needs then determine the meaning of work for that employee. The manager’s understanding of what work means in that employee’s life can then lead to the design of a culturally appropriate job context and reward system to guide individual and group employee job behavior to meet mutual goals. Cross-cultural research provides managers with general information about attitudes, goals, expectations, behaviors, values, and norms in different societies, which serve as a basis for establishing appropriate reward systems
The four personal development strategies through which companies and managers can meet the requirements of effective global leadership are: travel, teamwork, training, and transfers. Travel exposes managers to various cultures, economies, political systems, and markets. Working on global teams teaches managers to operate on an