Cross-cultural management

Résumé du document

In times of Globalization the role of foreign countries is more and more increasing. To be more competitive in the global market it is necessary to research international markets i.e. in order to increase growth opportunities, to reduce costs for production and distribution or to find new sales market. Therefore, the considered environment has to be examined for several factors. The P.E.S.T. analysis is a common ‘tool' to do this. One significant factor is to examine this market for its culture what is an integral part of the operating environment. According to Daniels “culture refers to learned norms based on values, beliefs and attitudes of a group of people.” (Daniels, 2006, p.49) In order to be successful in a certain region or country a company must build an awareness of cultural differences. Cultural differences can be found in communication (spoken, written or silent language), information and task processing, risk-taking behaviour, relationship preference, work motivation, religion and social stratification. In the following chapters I will show how to discover cultural differences, how to deal with them and especially how to implicate this awareness in a company's business in a certain country. (Daniels, 2006)

Extraits

[...] o Provide very detailed job descriptions to avoid uncertainties which could affect business in a negative way. Communication o Even if in a big amount of informal emails are considered as irrelevant in the German culture it has a positive impact on subordinates in Brazil. They expect to be more informed than Germans in order to reduce insecurity to a minimum. o Managers should try to give precise answers to almost all of the subordinates' questions. This is also necessary to reduce their insecurity. [...]

[...] Leisure has a rather marginal role. This may affect Fensterbau Becker in a very positive way. With a right implementation of those attitudes in company's every day life it could be possible to increase productivity, working atmosphere and world wide reputation of the company in a long time view. (Hofstede, 2005) 5. Managerial implications To become a trans-cultural player in an international environment it is important to have an awareness of certain behaviours towards its subordinates, peers, customers and competitors. [...]

[...] Despite employees are expected to arrive on time, it is not usual to start negotiations or appointments right at the point. Socializing is an important part and is included in every chat, negotiation and appointment. Especially negotiations take their time because business is done with friends and to build a friendship needs time. The official business language is English because of a variety of different dialects which are a result of the enormous size and different nationalities living in the country. (www.brazilbrazil.com, www.maria-brazil.org, Harris, 2004) This was only a short overview about Brazil and its population. [...]

[...] They are also seeking for an unlimited work contract. Furthermore they like to live in area that is desirable for them and their family. According to Hofstede society is called masculine when emotional gender roles are clearly distinct: men are supposed to be assertive, tough, and focused on material success, whereas women are supposed to be more modest, tender, and concerned with the quality of life. A society is called feminine when emotional gender roles overlap: both men and women are supposed to be modest, tender, and concerned with the quality of life.” (Hofstede p.120) As clarified with this definition both, men and women can be allocated to a masculinity or femininity Uncertainty Avoidance Index (UAI) This dimension is an indicator for how a culture implements a feeling of uncomfortableness or comfortableness to its members in unstructured situations. [...]

[...] It will affect business in a very positive way because they are willing to learn how to do things and are very concerned in doing it in the best way. This will also motivate them because they recognise that you keep faith in them and they do not have to be scared of losing their jobs. Negotiations o Allow extra time for small talk in every conversation. In Brazil it is considered as a rude behaviour to start negotiating right on point. o Dispatch more time for negotiation. Brazils are doing business with friends. To build up friendships takes time. o Don't be terrified of physical contact. [...]