Transnational business and culture

Résumé du document

Nowadays industrial democracy is increasingly used by companies because real benefits have been noted following its implementation. This technique is common in the Anglo-Saxon countries but also in Francophone countries but with another name. Industrial democracy is an extremely important issue to consider, because improper monitoring efforts from the start, can lead to loss of the company. This is why; it is advisable for any company wishing to introduce this technique to call consultant firms because these are professionals who can make a detailed analysis of the factors to be taken into account and measures to set up.

In the industrial process, the element to be considered especially for companies that have subsidiaries is the notion of culture. Take into account the cultural factor will facilitate the integration of this new management and this, whether it is for the direction that for employees.

Extraits

[...] However, the Japanese are a diffuse individual that is to say that putting a boundary between their professional and personal lives is not common to their lifestyle. Their social status is assigned, that is to say, this is the age and origin which provides a place within society. They are also rather synchronous, that is to say they prefer govern to the circumstances rather than following a schedule, they can do several things at once. As the British, the Japanese want to control their environment. (Manageris, 1995). Australie Like its counterparts Japanese and British, the Australian people are universalistic, individualistic, and neutral. [...]

[...] However, to better understand these cultures, it is important to develop strategies and effective work methods. Another important point is the importance of the manager in industrial democracy; it is related to the proper functioning of this method. Thus for the manager, training will be required. For employees, this approach can be beneficial because they are more satisfied and this will cause a certain value their work. It is important to note that a method for managing a culture is not necessarily appropriate for another. [...]

[...] However, strong similarities emerge in the culture of these countries. Establish industrial democracy will be difficult for Japan because among the three, it is the country the most different. However, be cultural differences does not necessarily mean that the country will have less difficulty adapting to industrial democracy and vice versa. Issues to resolve (problems) It was interesting to study the cultures, thereafter, it will allow managers of your company to better understand the problems that may occur, to better anticipate the solutions to implement and especially to adapt their policy to each culture. [...]

[...] This technique is common in the Anglo-Saxon countries but also in Francophone countries but with another name. Industrial democracy is an extremely important issue to consider, because improper monitoring efforts from the start, can lead to loss of the company. This is why; it is advisable for any company wishing to introduce this technique to call consultant firms because these are professionals who can make a detailed analysis of the factors to be taken into account and measures to set up. [...]

[...] In that context, it is completely opposite, a real teamwork and also work closely with your managers will be required. To facilitate this integration, it would be interesting to offer to each employee a mentor to guide him and if there is one problem, your employee will be able to confide in him (Maureen Guirdham p 315). As well, we can say that any change of management within a company leads to culture shock and therefore it is necessary that everyone is preparing to change the culture shock in real asset. [...]