CASE: ‘Insallah: An Expatriate Challenge’ [Saudi Arabia] Sells Bladeco & steel products “Wasta” = connections “Insallah” = a feeling or cultural norm – God willing Masculinity – Mustafa refused to conduct business with a woman High Power Distance – Helped get US representative out of jail for drinking water during Ramadan Relationship-Focused & Highly Collectivist CASE: ‘Co-operating & Communicating Across Cultures’ [Germany] German led project (Jim from US to Germany) Then; American led
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Cultural Analysis – Czech Republic Missouri University of Science and Technology ` table of contents table of contents ii 1.0 Czech vs u.s. Culture – hofstede’s model 3 2.0 Czech business culture – trompenaaris classificaion 7 3.0 U.S. Business culture change needed 7 4.0 bibliography 9 1.0 Czech vs u.s. Culture – hofstede’s model The Czech Republic has its roots as a former communist state known as Czechoslovakia. The fall of communism and the transformation to a democratic
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Vol Hall‚ E.T. (1989)‚ Beyond Culture‚ Anchor Books‚ New York‚ NY. Hall‚ E.T. and Hall‚ M.R. (1990)‚ Understanding Cultural Differences‚ Intercultural Press‚ Yarmouth‚ ME. Hampden-Turner‚ C. and Trompenaars‚ F. (1993)‚ The Seven Cultures of Capitalism‚ Piatkus‚ London. Hampden-Turner‚ C. and Trompenaars‚ F. (2006)‚ “Cultural intelligence: is such a capacity credible?”‚ Group & Organization Management‚ Vol Hart‚ P. (1998)‚ “Preventing groupthink revisited: evaluating and reforming groups in government”
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The purpose of this essay to demonstrate the cultural differences between the UK manager going to work as an expatriate manager in Colombia. By taking into consideration Hofstede‚ Bond‚ Trompenaars and other cross cultural management researchers to advise the UK manager about the Colombian culture‚ taking into consideration the differences between leadership styles‚ decision making‚ recruitment and selection‚ motivation‚ planning and team versus individual working.The reason for selecting Colombia
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Culture • Culture – a community’s set of shared assumptions about how the world works and what ideals are worth striving for. • Culture can greatly affect a country’s laws. • Culture influences what people value‚ so it affects people’s economic systems and efforts to invest in education. • Culture often determines the effectiveness of various HRM practices. Culture • Cultural characteristics influence the ways members of an organization behave toward one another as well as their attitudes
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competitive position. (13.3 marks) (Total 33.3 marks) Question 2 “The key Trans-cultural Competence required in International organisations to-day is the propensity to reconcile seemingly opposing values”. (Fons Trompenaars) Critically assess the utility of Trompenaars 7 Dimension Model for assessing International Cultures. (33.3 marks) Question 3 The correct choice of Market Entry Strategy is vital to the success of an organisations International Marketing efforts. Many companies
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Boston: Houghton Mifflin The Encyclopaedic Dictionary of Sociology (1991)‚ 4th edition‚ Guilford‚ Connecticut: The Dushkin Publishing Group‚ Inc. Trompenaars‚ F. & Hampden-Turner‚ C. (1997)‚ Riding the Waves of Culture‚ London: Nicholas Brealey (2nd Ed) Trompenaars‚ F. & Hampden-Turner‚ C. (1993)‚ The Seven Cultures of Capitalism‚ London: Piatkus Trompenaars‚ F. & Woolliams‚ P. (2003)‚ Journal of Change Management Vol.3‚ 4‚ p. 361375: Henry Stewart Publication Watson‚ T. J. (2001)‚ In Search of Management
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Portfolio Question: How will you apply Hofstede’s or Trompenaars’ theory within your ICN group project. When applying Hofstede’s or Trompenaars’ theories of cultural dimensions‚ it will be important to concentrate on those dimensions which reflect the greatest difference in culture. In our case‚ our group will be examining the 1999 merger between auto manufacturers Nissan and Renault. The merger between Nissan and Renault is significant culturally speaking because Nissan is a Japanese company
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(3) Aims of cross-cultural analysis………………………………………………………..2 (4) Hofstede and his 5 dimensions………………………………………………………...3 (4.1) Limitations of Hofstede’s model…………………………………………………………..4 (5) Trompenaars and Hampden-Turner model…………………………………………..4 (5.1) Limitations of Trompenaars and Turner model…………………………………………4 (6) European Cultural Diversity……………………………………………………………5 (7) Conclusion……………………………………………………………………………….6 (8) Bibliography……………………………………………………………………..7
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Content Page INTRODUCTION 3 HOFSTEDE’S DIMENSIONS 4 Power distance Uncertainty avoidance Individualism/ Collectivism Feminine/ Masculine Low context cultures/ high context culture TROMPENAARS DIMENSIONS 4 Universalism/ particularism Individualism/ collectivism Achievement/ ascription Neutral/ affective Specific/ diffuse Internal/
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