SlideShare una empresa de Scribd logo
1 de 31
Descargar para leer sin conexión
Culture, Management
 Style, and Business
       Systems
Learning Objectives

• The necessity for adapting to cultural differences
• How and why management styles vary around the world
• The extent and implications of gender bias in other
  countries
• The importance of cultural differences in business ethics
• The differences between relationship-oriented and
  information-oriented cultures




                                                              5-2
Global Perspective
       Do Blondes Have More Fun in Japan?
• Culture, including all its elements, profoundly affects management
  style and overall business systems
   - Max Weber (1930)
• Americans
   - Individualists
• Japanese
   - Consensus oriented & committed to the group
• Central & Southern Europeans
   - Elitists and rank conscious
• Knowledge of the management style existing in a country and a
  willingness to accommodate the differences are important to
  success in an international market.
                                                                       5-3
Required Adaptation
• Adaptation is a key concept in international marketing.
• As a guide to adaptation, all who wish to deal with individuals, firms, or
  authorities in foreign countries should be able to meet 10 basic criteria:
    -   1) open tolerance
    -   2) flexibility
    -   3) humility
    -   4) justice/fairness
    -   5) ability to adjust to varying tempos
    -   6) curiosity/interest
    -   7) knowledge of the country
    -   8) liking for others
    -   9) ability to command respect
    -   10) ability to integrate oneself into the environment

                                                                               5-4
Degree of Adaptation

• Essential to effective adaptation is awareness of one’s
  own culture and the recognition that differences in others
  can cause anxiety, frustration, and misunderstanding of
  the host’s intentions.
• The self-reference criterion (SRC) is especially operative
  in business customs.
• The key to adaptation is to remain American but to
  develop an understanding of and willingness to
  accommodate the differences that exist.


                                                               5-5
Cultural Imperatives

• The business customs and expectations that must be met and
  conformed to or avoided if relationships are to be successful.
• Friendship motivates local agents to make more sales.
• The significance of establishing friendship cannot be
  overemphasized, especially in those countries where family
  relationships are close.
• In some cultures a person’s demeanor is more critical than in
  other cultures
• What may be an imperative to avoid in one culture is an
  imperative to do in another.


                                                                   5-6
Cultural Electives and Exclusives
• Cultural electives:
   - Relate to areas of behavior or to customs that cultural aliens may
     wish to conform to or participate in but that are not required.
   - A cultural elective in one county may be an imperative in another.
   - Cultural electives are the most visibly different customs and thus
     more obvious.
• Cultural exclusives:
   - Those customs or behavior patterns reserved exclusively for the
     locals and from which the foreigner is barred.




                                                                          5-7
The Impact of American Culture on
                 Management Style
•   “Master of destiny” viewpoint
•   Independent enterprise as the instrument of social action
•   Personnel selection and reward based on merit
•   Decisions based on objective analysis
•   Wide sharing in decision making
•   Never-ending quest for improvement
•   Competition producing efficiency




                                                                5-8
American Style Capitalism


 Gordon Gecko
“Greed is Good”
 “Wall Street”
   the movie




                                   5-9
Authority and Decision Making
• Influencers of the authority structure of business:
   - High PDI Countries
       • Mexico, Malaysia
   - Low PDI Countries
       • Denmark, Israel
• Three typical authority patterns:
   - Top-level management decisions
   - Decentralized decisions
   - Committee or group decisions




                                                        5 - 10
Management Objectives and Aspirations
• Security and mobility
   - Relate directly to basic human motivation and therefore have
     widespread economic and social implications.
• Personal life
   - Worldwide study of individual aspirations, (David McClelland).
• Affiliation and social acceptance
   - In some countries, acceptance by neighbors and fellow workers
     appears to be a predominant goal within business.
• Power and achievement
   - South American countries



                                                                      5 - 11
Annual Hours Worked Vs. Contextual
                  Background
• Insert Exhibit 5.1




                                            5 - 12
Average Hours Worked
• Insert Exhibit 5.3




                                      5 - 13
Communication Styles
• Face-to-face communication:
   - Managers often fail to develop even a basic understanding of just one other
     language.
   - Much business communication depends on implicit messages that are not
     verbalized.
• Internet communications:
   - Nothing about the Web will change the extent to which people identify
     with their own language and cultures.
   - Estimates are that 78% of today’s Web site content is written in English,
     but an English e-mail message cannot be understood by 35% of all Internet
     users.
   - Country-specific Web sites
   - Web site should be examined for any symbols, icons, and other nonverbal
     impressions that could convey and unwanted message.
• Formality and tempo

                                                                                 5 - 14
P-Time versus M-Time
• Monochronic time:
   - Tend to concentrate on one thing at a time
   - Divide time into small units and are concerned with promptness
   - Most low-context cultures operate on M-Time
• Polychronic time:
   - Dominant in high-context cultures
   - Characterized by the simultaneous occurrence of many things
   - Allows for relationships to build and context to be absorbed as parts of
     high-context cultures.
• Most cultures offer a mix of P-time and M-time behavior, but have
  a tendency to be either more P-time or M-time in regard to the role
  time plays.
• As global markets expand more businesspeople from P-time
  cultures are adapting to M-time.
                                                                                5 - 15
Speed is Relative




                    5 - 16
Negotiations Emphasis

• Business negotiations are perhaps the most fundamental
  business rituals.
• The basic elements of business negotiations are the same
  in any country.
   - They relate to the product, its price and terms, services associated
     with the product, and finally, friendship between vendors and
     customers.
• One standard rule in negotiating is “know thyself” first,
  and second, “know your counterpart.”



                                                                            5 - 17
Gender Bias in International Business
• Women represent only 18% of the employees who are chosen for
  international assignments.
• In many cultures women are not typically found in upper levels of
  management, and men and women are treated very differently.
   - Asia, Middle East, Latin America
• Prejudices toward women in foreign countries
• Cross-mentoring system
   - Lufthansa
• Executives who have had international experience are more likely
  to get promoted, have higher rewards, and have greater
  occupational tenure.


                                                                      5 - 18
The Impact of Gender Bias in the Boardroom




                              Female directors on
                              corporate boards as a
                              % of total
                              (March 2004)




                                                      5 - 19
Corruption Defined
• Types of Corruption:
   -   Profits (Marxism)
   -   Individualism (Japan)
   -   Rampant Consumerism (India)
   -   Missionaries (China)
• Criticisms of Mattel and Barbie:
   - Sales of Barbie declined worldwide after the global standardization
   - Parents and government did react
   - Mattel’s strategy boosted sales of its competition




                                                                           5 - 20
The Western Focus on Bribery

• 1970s, bribery became a national issue with public
  disclosure of political payoffs to foreign recipients by
  U.S. firms.
• The decision to pay a bribe creates a major conflict
  between what is ethical and proper and what is profitable
  and sometimes necessary for business.
• OECD Convention on combating the bribery of foreign
  public officials in international business transactions.
• Transparency International (TI)


                                                              5 - 21
Bribery: Variations on a Theme
• Bribery and Extortion:
   - Voluntary offered payment by someone seeking unlawful advantage
     is bribery.
   - If payments are extracted under duress by someone in authority from
     a person seeking only what he are she is lawfully entitled to that is
     extortion.
• Subornation and Lubrication:
   - Lubrication involves a relatively small sum of cash, a gift, or a
     service given to a low-ranking official in a country where such
     offerings are not prohibited by law.
   - Subornation involves giving large sums of money, frequently not
     properly accounted for, designed to entice an official to commit an
     illegal act on behalf of the one offering the bribe.
                                                                           5 - 22
Bribery: Variations on a Theme (continued)

• Agent’s Fees:
   - When a businessperson is uncertain of a country’s rules and
     regulations, an agent may be hired to represent the company in
     that country.
   - The Foreign Corrupt Practices Act
   - Change will come only from more ethically and socially
     responsible decisions by both buyers and sellers and by
     governments willing to take a stand.




                                                                  5 - 23
Transparency International




   Corruption Perception Index
                                 5 - 24
Transparency International




      Bribe Payers Index
                             5 - 25
Ethical and Socially Responsible Decisions
• In normal business operations, difficulties arise in making decisions,
  establishing policies, and engaging in business operations in five broad areas:
    - Employment practices and policies
    - Consumer protection
    - Environmental protection
    - Political payments and involvement in political affairs of the country
    - Basic human rights and fundamental freedoms
• Laws are the markers of past behavior that society has deemed unethical or
  socially irresponsible.
• Three ethical principles to help the marketer distinguish between right and
  wrong, determine what ought to be done, and properly justify his or her actions:
    - Utilitarian Ethics
    - Rights of the Parties
    - Justice or Fairness
                                                                                 5 - 26
Culture’s Influence on Strategic Thinking
• British-American
   - Individualistic
• Japan & Germany
   - Communitarian
• In the less individualistic cultures labor and management
  cooperate.
• A competitive, individualistic approach works well in the context
  of an economic boom.
• Fourth kind of capitalism – that common in Chinese cultures
   - Predicted by culture



                                                                      5 - 27
A Synthesis, Relationship-Oriented vs.
          Information-Oriented Cultures
• Studies are noting a strong relationship between Hall’s high/low
  context and Hofstede’s Individualism/Collective and Power
  Distance indexes.
• Not every culture fits every dimension of culture in a precise way.
• Information-Oriented Culture
   - United States
• Relationship Culture
   - Japan
• Synthesis of cultural differences allows us to make predictions
  about unfamiliar cultures.



                                                                        5 - 28
A Synthesis, Relationship-Oriented vs.
          Information-Oriented Cultures
Information Oriented (IO)   Relationship Oriented (RO)
Low context                 High context
Individualism               Collectivism
Low power distance          High power distance (including gender)
Bribary less common         Bribary more common
Low distance from English   High distance from English
Linguistic directness       Linguistic indirectness
Monochronic time            Polychronic time
Internet                    Face-to-face
Foreground                  Background
Competition                 Reduce transaction costs
                                                                 5 - 29
Summary
• Some cultures appear to emphasize the importance of information
  and competition while others focus more on relationships and
  transaction cost reductions.
• Businesspersons working in another country must be sensitive to
  the business environment and must be willing to adapt when
  necessary.
• Understanding the culture you are entering is the only sound basis
  for planning.
• Business behavior is derived in large part from the basic cultural
  environment in which the business operates and, as such, is subject
  to the extreme diversity encountered among various cultures and
  subcultures.

                                                                    5 - 30
Summary (continued)
• Environmental considerations significantly affect the attitudes,
  behavior, and outlook of foreign businesspeople.
• Varying motivational patterns inevitably affect methods of doing
  business in different countries.
• The international trader must be constantly alert and prepared to
  adapt when necessary.
• No matter how long in a country, the outsider is not a local; in
  many countries that person may always be treated as an outsider.
• One must avoid the critical mistake of assuming that knowledge of
  one culture will provide acceptability in another.



                                                                  5 - 31

Más contenido relacionado

La actualidad más candente

Chapter 6 PowerPoint
Chapter 6 PowerPoint Chapter 6 PowerPoint
Chapter 6 PowerPoint rogergomes14
 
Chapter1
Chapter1Chapter1
Chapter1obeden
 
Global marketing - products & services for consumers
Global marketing - products &  services for consumersGlobal marketing - products &  services for consumers
Global marketing - products & services for consumersRECONNECT
 
Chapter 5 PowerPoint
Chapter 5 PowerPoint Chapter 5 PowerPoint
Chapter 5 PowerPoint rogergomes14
 
Presentation on international business( differences in culture)
Presentation on international business( differences in culture)Presentation on international business( differences in culture)
Presentation on international business( differences in culture)Md. Sourav Hossain
 
Chapter 4 PowerPoint
Chapter 4 PowerPoint Chapter 4 PowerPoint
Chapter 4 PowerPoint rogergomes14
 
Chapter 2 strategic marketing
Chapter 2   strategic marketingChapter 2   strategic marketing
Chapter 2 strategic marketingEyya Ahmed
 
14 Direct Investment and Collaborative Strategies
14 Direct Investment and Collaborative Strategies14 Direct Investment and Collaborative Strategies
14 Direct Investment and Collaborative StrategiesBrent Weeks
 
International Marketing Chapter 1
International Marketing Chapter 1International Marketing Chapter 1
International Marketing Chapter 1Dr. John V. Padua
 
Chapter 3 History and Geography The Foundations of Culture
Chapter 3   History and Geography The Foundations of Culture  Chapter 3   History and Geography The Foundations of Culture
Chapter 3 History and Geography The Foundations of Culture Water Birds (Ali)
 
Chapter 1 overview_international_marketing_15th_edition
Chapter 1 overview_international_marketing_15th_editionChapter 1 overview_international_marketing_15th_edition
Chapter 1 overview_international_marketing_15th_editionnguyenansg
 
Chapter 18 pricing_international_marketing_15th
Chapter 18 pricing_international_marketing_15thChapter 18 pricing_international_marketing_15th
Chapter 18 pricing_international_marketing_15thnguyenansg
 
Chapter 2 PowerPoint
Chapter 2 PowerPoint Chapter 2 PowerPoint
Chapter 2 PowerPoint rogergomes14
 
Chapter 2 Developing Marketing Strategies and Plans
Chapter 2 Developing Marketing Strategies and PlansChapter 2 Developing Marketing Strategies and Plans
Chapter 2 Developing Marketing Strategies and PlansNishant Agrawal
 
International strategic management
International strategic managementInternational strategic management
International strategic managementElena Rozhanskaia
 
National differences in political economy
National differences in political economyNational differences in political economy
National differences in political economyJubayer Alam Shoikat
 
The strategy of international business
The strategy of international businessThe strategy of international business
The strategy of international businesssarah101
 

La actualidad más candente (20)

Chapter 6 PowerPoint
Chapter 6 PowerPoint Chapter 6 PowerPoint
Chapter 6 PowerPoint
 
Chapter1
Chapter1Chapter1
Chapter1
 
Global marketing - products & services for consumers
Global marketing - products &  services for consumersGlobal marketing - products &  services for consumers
Global marketing - products & services for consumers
 
Chapter 5 PowerPoint
Chapter 5 PowerPoint Chapter 5 PowerPoint
Chapter 5 PowerPoint
 
Presentation on international business( differences in culture)
Presentation on international business( differences in culture)Presentation on international business( differences in culture)
Presentation on international business( differences in culture)
 
Chapter 4 PowerPoint
Chapter 4 PowerPoint Chapter 4 PowerPoint
Chapter 4 PowerPoint
 
Chapter11
Chapter11Chapter11
Chapter11
 
Chapter 2 strategic marketing
Chapter 2   strategic marketingChapter 2   strategic marketing
Chapter 2 strategic marketing
 
14 Direct Investment and Collaborative Strategies
14 Direct Investment and Collaborative Strategies14 Direct Investment and Collaborative Strategies
14 Direct Investment and Collaborative Strategies
 
International Marketing Chapter 1
International Marketing Chapter 1International Marketing Chapter 1
International Marketing Chapter 1
 
Chapter 3 History and Geography The Foundations of Culture
Chapter 3   History and Geography The Foundations of Culture  Chapter 3   History and Geography The Foundations of Culture
Chapter 3 History and Geography The Foundations of Culture
 
The External Assessment
The External AssessmentThe External Assessment
The External Assessment
 
Chapter 1 overview_international_marketing_15th_edition
Chapter 1 overview_international_marketing_15th_editionChapter 1 overview_international_marketing_15th_edition
Chapter 1 overview_international_marketing_15th_edition
 
Strategic management-concepts Fred R. David (2007)
Strategic management-concepts Fred R. David (2007)Strategic management-concepts Fred R. David (2007)
Strategic management-concepts Fred R. David (2007)
 
Chapter 18 pricing_international_marketing_15th
Chapter 18 pricing_international_marketing_15thChapter 18 pricing_international_marketing_15th
Chapter 18 pricing_international_marketing_15th
 
Chapter 2 PowerPoint
Chapter 2 PowerPoint Chapter 2 PowerPoint
Chapter 2 PowerPoint
 
Chapter 2 Developing Marketing Strategies and Plans
Chapter 2 Developing Marketing Strategies and PlansChapter 2 Developing Marketing Strategies and Plans
Chapter 2 Developing Marketing Strategies and Plans
 
International strategic management
International strategic managementInternational strategic management
International strategic management
 
National differences in political economy
National differences in political economyNational differences in political economy
National differences in political economy
 
The strategy of international business
The strategy of international businessThe strategy of international business
The strategy of international business
 

Similar a Culture, Management Style, and Business Systems

culturebusinesssystems-120422012158-phpapp01.pdf
culturebusinesssystems-120422012158-phpapp01.pdfculturebusinesssystems-120422012158-phpapp01.pdf
culturebusinesssystems-120422012158-phpapp01.pdfRienarahRhyjinChaizu
 
Cultural systems
Cultural systemsCultural systems
Cultural systemskunal kumar
 
CH 5 MANAGING ACROSS CULTURES
CH 5 MANAGING ACROSS CULTURES CH 5 MANAGING ACROSS CULTURES
CH 5 MANAGING ACROSS CULTURES Shadina Shah
 
Culture, Management Style, and Business SystemsChapter 5.docx
Culture, Management Style, and Business SystemsChapter 5.docxCulture, Management Style, and Business SystemsChapter 5.docx
Culture, Management Style, and Business SystemsChapter 5.docxfaithxdunce63732
 
INTERNATIONAL MANAGEMENT - Developing a Global Cadre
INTERNATIONAL MANAGEMENT - Developing a Global CadreINTERNATIONAL MANAGEMENT - Developing a Global Cadre
INTERNATIONAL MANAGEMENT - Developing a Global CadreElena Malkawi
 
Ch 04 managing in the global economy
Ch 04 managing in the global economyCh 04 managing in the global economy
Ch 04 managing in the global economyAbdullah Rabaya
 
About globalisation and ihrm
About globalisation and ihrmAbout globalisation and ihrm
About globalisation and ihrmAvi Kumar
 
Po b lecture 7 global business models v2 students
Po b lecture 7   global business models v2 studentsPo b lecture 7   global business models v2 students
Po b lecture 7 global business models v2 studentsDiana Shore
 
MGT 538 Education Organization / snaptutorial.com
MGT 538 Education Organization / snaptutorial.comMGT 538 Education Organization / snaptutorial.com
MGT 538 Education Organization / snaptutorial.comMcdonaldRyan59
 
Socio cultural factors affecting global marketing
Socio cultural factors affecting global marketingSocio cultural factors affecting global marketing
Socio cultural factors affecting global marketingMatthew Balie
 
MGT 538 Enhance teaching - snaptutorial.com
MGT 538 Enhance teaching - snaptutorial.com MGT 538 Enhance teaching - snaptutorial.com
MGT 538 Enhance teaching - snaptutorial.com donaldzs75
 
Mgt 538 Exceptional Education-snaptutorial.com
Mgt 538 Exceptional Education-snaptutorial.comMgt 538 Exceptional Education-snaptutorial.com
Mgt 538 Exceptional Education-snaptutorial.comrobertleses27
 
Mgt 538 Effective Communication-snaptutorial.com
Mgt 538  Effective Communication-snaptutorial.comMgt 538  Effective Communication-snaptutorial.com
Mgt 538 Effective Communication-snaptutorial.comjhonklinz29
 
9e daft chapter_5_managing_ethics_and_social_responsibility
9e daft chapter_5_managing_ethics_and_social_responsibility9e daft chapter_5_managing_ethics_and_social_responsibility
9e daft chapter_5_managing_ethics_and_social_responsibilityfatwaamrani
 
International business assignment 2
International business assignment 2International business assignment 2
International business assignment 2kellygale
 
Introduction To International HRM
Introduction To International HRMIntroduction To International HRM
Introduction To International HRMAmith Prakash
 
Fundamental of Management. Lecture 3
Fundamental of Management. Lecture 3Fundamental of Management. Lecture 3
Fundamental of Management. Lecture 3Zaha World
 

Similar a Culture, Management Style, and Business Systems (20)

culturebusinesssystems-120422012158-phpapp01.pdf
culturebusinesssystems-120422012158-phpapp01.pdfculturebusinesssystems-120422012158-phpapp01.pdf
culturebusinesssystems-120422012158-phpapp01.pdf
 
Cultural systems
Cultural systemsCultural systems
Cultural systems
 
CH 5 MANAGING ACROSS CULTURES
CH 5 MANAGING ACROSS CULTURES CH 5 MANAGING ACROSS CULTURES
CH 5 MANAGING ACROSS CULTURES
 
Presentation3
Presentation3Presentation3
Presentation3
 
Culture, Management Style, and Business SystemsChapter 5.docx
Culture, Management Style, and Business SystemsChapter 5.docxCulture, Management Style, and Business SystemsChapter 5.docx
Culture, Management Style, and Business SystemsChapter 5.docx
 
INTERNATIONAL MANAGEMENT - Developing a Global Cadre
INTERNATIONAL MANAGEMENT - Developing a Global CadreINTERNATIONAL MANAGEMENT - Developing a Global Cadre
INTERNATIONAL MANAGEMENT - Developing a Global Cadre
 
Ch 04 managing in the global economy
Ch 04 managing in the global economyCh 04 managing in the global economy
Ch 04 managing in the global economy
 
About globalisation and ihrm
About globalisation and ihrmAbout globalisation and ihrm
About globalisation and ihrm
 
9e daftchapter4
9e daftchapter49e daftchapter4
9e daftchapter4
 
Po b lecture 7 global business models v2 students
Po b lecture 7   global business models v2 studentsPo b lecture 7   global business models v2 students
Po b lecture 7 global business models v2 students
 
Mgt 538 final exam
Mgt 538 final examMgt 538 final exam
Mgt 538 final exam
 
MGT 538 Education Organization / snaptutorial.com
MGT 538 Education Organization / snaptutorial.comMGT 538 Education Organization / snaptutorial.com
MGT 538 Education Organization / snaptutorial.com
 
Socio cultural factors affecting global marketing
Socio cultural factors affecting global marketingSocio cultural factors affecting global marketing
Socio cultural factors affecting global marketing
 
MGT 538 Enhance teaching - snaptutorial.com
MGT 538 Enhance teaching - snaptutorial.com MGT 538 Enhance teaching - snaptutorial.com
MGT 538 Enhance teaching - snaptutorial.com
 
Mgt 538 Exceptional Education-snaptutorial.com
Mgt 538 Exceptional Education-snaptutorial.comMgt 538 Exceptional Education-snaptutorial.com
Mgt 538 Exceptional Education-snaptutorial.com
 
Mgt 538 Effective Communication-snaptutorial.com
Mgt 538  Effective Communication-snaptutorial.comMgt 538  Effective Communication-snaptutorial.com
Mgt 538 Effective Communication-snaptutorial.com
 
9e daft chapter_5_managing_ethics_and_social_responsibility
9e daft chapter_5_managing_ethics_and_social_responsibility9e daft chapter_5_managing_ethics_and_social_responsibility
9e daft chapter_5_managing_ethics_and_social_responsibility
 
International business assignment 2
International business assignment 2International business assignment 2
International business assignment 2
 
Introduction To International HRM
Introduction To International HRMIntroduction To International HRM
Introduction To International HRM
 
Fundamental of Management. Lecture 3
Fundamental of Management. Lecture 3Fundamental of Management. Lecture 3
Fundamental of Management. Lecture 3
 

Más de Savaş Şakar

Proje Yönetimi Ofisi Gerekli Mi? Savaş Şakar
Proje Yönetimi Ofisi Gerekli Mi? Savaş ŞakarProje Yönetimi Ofisi Gerekli Mi? Savaş Şakar
Proje Yönetimi Ofisi Gerekli Mi? Savaş ŞakarSavaş Şakar
 
effective_leader.pdf
effective_leader.pdfeffective_leader.pdf
effective_leader.pdfSavaş Şakar
 
communication_skills1.pdf
communication_skills1.pdfcommunication_skills1.pdf
communication_skills1.pdfSavaş Şakar
 
Projelerde Teklif Değerlendirme - Ağırlıklandırma Yöntemi
Projelerde Teklif  Değerlendirme - Ağırlıklandırma YöntemiProjelerde Teklif  Değerlendirme - Ağırlıklandırma Yöntemi
Projelerde Teklif Değerlendirme - Ağırlıklandırma YöntemiSavaş Şakar
 
Donald Duck- Hayata Dair Şeyler
Donald Duck- Hayata Dair ŞeylerDonald Duck- Hayata Dair Şeyler
Donald Duck- Hayata Dair ŞeylerSavaş Şakar
 
Proje başlangıç toplantısı
Proje başlangıç toplantısıProje başlangıç toplantısı
Proje başlangıç toplantısıSavaş Şakar
 
Çoğu zaman imkansız denememiş olduğunuz şeydir!
Çoğu zaman imkansız denememiş olduğunuz şeydir!Çoğu zaman imkansız denememiş olduğunuz şeydir!
Çoğu zaman imkansız denememiş olduğunuz şeydir!Savaş Şakar
 
Bunlardan her sirkette var!
Bunlardan her sirkette var!Bunlardan her sirkette var!
Bunlardan her sirkette var!Savaş Şakar
 
Barack Obama - Liderliğin Kazandıran Dersleri
Barack Obama - Liderliğin Kazandıran DersleriBarack Obama - Liderliğin Kazandıran Dersleri
Barack Obama - Liderliğin Kazandıran DersleriSavaş Şakar
 
Proje Yönetimi neden önemlidir?
Proje Yönetimi neden önemlidir?Proje Yönetimi neden önemlidir?
Proje Yönetimi neden önemlidir?Savaş Şakar
 
Takım çalışması - Yarışma
Takım çalışması - YarışmaTakım çalışması - Yarışma
Takım çalışması - YarışmaSavaş Şakar
 
İş Ortamında İnsan Tipleri
İş Ortamında İnsan Tipleriİş Ortamında İnsan Tipleri
İş Ortamında İnsan TipleriSavaş Şakar
 
The Future of Social Networks
The Future of Social NetworksThe Future of Social Networks
The Future of Social NetworksSavaş Şakar
 
Formulating Your E-commerce Marketing Strategy
Formulating Your E-commerce Marketing StrategyFormulating Your E-commerce Marketing Strategy
Formulating Your E-commerce Marketing StrategySavaş Şakar
 
Business Level Strategy Analysis
Business Level Strategy AnalysisBusiness Level Strategy Analysis
Business Level Strategy AnalysisSavaş Şakar
 
Bilişim Teknolojileri Proje Yönetiminde Başarısızlık Nedenleri
Bilişim Teknolojileri Proje Yönetiminde Başarısızlık NedenleriBilişim Teknolojileri Proje Yönetiminde Başarısızlık Nedenleri
Bilişim Teknolojileri Proje Yönetiminde Başarısızlık NedenleriSavaş Şakar
 

Más de Savaş Şakar (20)

Proje Yönetimi Ofisi Gerekli Mi? Savaş Şakar
Proje Yönetimi Ofisi Gerekli Mi? Savaş ŞakarProje Yönetimi Ofisi Gerekli Mi? Savaş Şakar
Proje Yönetimi Ofisi Gerekli Mi? Savaş Şakar
 
effective_leader.pdf
effective_leader.pdfeffective_leader.pdf
effective_leader.pdf
 
communication_skills1.pdf
communication_skills1.pdfcommunication_skills1.pdf
communication_skills1.pdf
 
Projelerde Teklif Değerlendirme - Ağırlıklandırma Yöntemi
Projelerde Teklif  Değerlendirme - Ağırlıklandırma YöntemiProjelerde Teklif  Değerlendirme - Ağırlıklandırma Yöntemi
Projelerde Teklif Değerlendirme - Ağırlıklandırma Yöntemi
 
%1-%10 Kuralı
%1-%10 Kuralı%1-%10 Kuralı
%1-%10 Kuralı
 
Donald Duck- Hayata Dair Şeyler
Donald Duck- Hayata Dair ŞeylerDonald Duck- Hayata Dair Şeyler
Donald Duck- Hayata Dair Şeyler
 
Liderlik
LiderlikLiderlik
Liderlik
 
Proje başlangıç toplantısı
Proje başlangıç toplantısıProje başlangıç toplantısı
Proje başlangıç toplantısı
 
Ipuçları
IpuçlarıIpuçları
Ipuçları
 
Çoğu zaman imkansız denememiş olduğunuz şeydir!
Çoğu zaman imkansız denememiş olduğunuz şeydir!Çoğu zaman imkansız denememiş olduğunuz şeydir!
Çoğu zaman imkansız denememiş olduğunuz şeydir!
 
Bunlardan her sirkette var!
Bunlardan her sirkette var!Bunlardan her sirkette var!
Bunlardan her sirkette var!
 
Barack Obama - Liderliğin Kazandıran Dersleri
Barack Obama - Liderliğin Kazandıran DersleriBarack Obama - Liderliğin Kazandıran Dersleri
Barack Obama - Liderliğin Kazandıran Dersleri
 
Proje Yönetimi neden önemlidir?
Proje Yönetimi neden önemlidir?Proje Yönetimi neden önemlidir?
Proje Yönetimi neden önemlidir?
 
Takım çalışması - Yarışma
Takım çalışması - YarışmaTakım çalışması - Yarışma
Takım çalışması - Yarışma
 
İş Ortamında İnsan Tipleri
İş Ortamında İnsan Tipleriİş Ortamında İnsan Tipleri
İş Ortamında İnsan Tipleri
 
The Future of Social Networks
The Future of Social NetworksThe Future of Social Networks
The Future of Social Networks
 
Formulating Your E-commerce Marketing Strategy
Formulating Your E-commerce Marketing StrategyFormulating Your E-commerce Marketing Strategy
Formulating Your E-commerce Marketing Strategy
 
Business Level Strategy Analysis
Business Level Strategy AnalysisBusiness Level Strategy Analysis
Business Level Strategy Analysis
 
Bilişim Teknolojileri Proje Yönetiminde Başarısızlık Nedenleri
Bilişim Teknolojileri Proje Yönetiminde Başarısızlık NedenleriBilişim Teknolojileri Proje Yönetiminde Başarısızlık Nedenleri
Bilişim Teknolojileri Proje Yönetiminde Başarısızlık Nedenleri
 
Işe başlama
Işe başlamaIşe başlama
Işe başlama
 

Último

Graham and Doddsville - Issue 1 - Winter 2006 (1).pdf
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdfGraham and Doddsville - Issue 1 - Winter 2006 (1).pdf
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdfAnhNguyen97152
 
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptxHELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptxHelene Heckrotte
 
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for BusinessQ2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for BusinessAPCO
 
Data skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story pointsData skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story pointsyasinnathani
 
Live-Streaming in the Music Industry Webinar
Live-Streaming in the Music Industry WebinarLive-Streaming in the Music Industry Webinar
Live-Streaming in the Music Industry WebinarNathanielSchmuck
 
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...Brian Solis
 
Intellectual Property Licensing Examples
Intellectual Property Licensing ExamplesIntellectual Property Licensing Examples
Intellectual Property Licensing Examplesamberjiles31
 
Fabric RFID Wristbands in Ireland for Events and Festivals
Fabric RFID Wristbands in Ireland for Events and FestivalsFabric RFID Wristbands in Ireland for Events and Festivals
Fabric RFID Wristbands in Ireland for Events and FestivalsWristbands Ireland
 
Upgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking ApplicationsUpgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking ApplicationsIntellect Design Arena Ltd
 
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...TalentView
 
Plano de marketing- inglês em formato ppt
Plano de marketing- inglês  em formato pptPlano de marketing- inglês  em formato ppt
Plano de marketing- inglês em formato pptElizangelaSoaresdaCo
 
A flour, rice and Suji company in Jhang.
A flour, rice and Suji company in Jhang.A flour, rice and Suji company in Jhang.
A flour, rice and Suji company in Jhang.mcshagufta46
 
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)tazeenaila12
 
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdf
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdfAMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdf
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdfJohnCarloValencia4
 
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdfTalent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdfCharles Cotter, PhD
 
Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)Lviv Startup Club
 
Entrepreneurship & organisations: influences and organizations
Entrepreneurship & organisations: influences and organizationsEntrepreneurship & organisations: influences and organizations
Entrepreneurship & organisations: influences and organizationsP&CO
 
Developing Coaching Skills: Mine, Yours, Ours
Developing Coaching Skills: Mine, Yours, OursDeveloping Coaching Skills: Mine, Yours, Ours
Developing Coaching Skills: Mine, Yours, OursKaiNexus
 
Team B Mind Map for Organizational Chg..
Team B Mind Map for Organizational Chg..Team B Mind Map for Organizational Chg..
Team B Mind Map for Organizational Chg..dlewis191
 

Último (20)

WAM Corporate Presentation Mar 25 2024.pdf
WAM Corporate Presentation Mar 25 2024.pdfWAM Corporate Presentation Mar 25 2024.pdf
WAM Corporate Presentation Mar 25 2024.pdf
 
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdf
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdfGraham and Doddsville - Issue 1 - Winter 2006 (1).pdf
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdf
 
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptxHELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
 
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for BusinessQ2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
 
Data skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story pointsData skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story points
 
Live-Streaming in the Music Industry Webinar
Live-Streaming in the Music Industry WebinarLive-Streaming in the Music Industry Webinar
Live-Streaming in the Music Industry Webinar
 
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
 
Intellectual Property Licensing Examples
Intellectual Property Licensing ExamplesIntellectual Property Licensing Examples
Intellectual Property Licensing Examples
 
Fabric RFID Wristbands in Ireland for Events and Festivals
Fabric RFID Wristbands in Ireland for Events and FestivalsFabric RFID Wristbands in Ireland for Events and Festivals
Fabric RFID Wristbands in Ireland for Events and Festivals
 
Upgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking ApplicationsUpgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking Applications
 
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
 
Plano de marketing- inglês em formato ppt
Plano de marketing- inglês  em formato pptPlano de marketing- inglês  em formato ppt
Plano de marketing- inglês em formato ppt
 
A flour, rice and Suji company in Jhang.
A flour, rice and Suji company in Jhang.A flour, rice and Suji company in Jhang.
A flour, rice and Suji company in Jhang.
 
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)
 
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdf
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdfAMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdf
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdf
 
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdfTalent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
 
Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)
 
Entrepreneurship & organisations: influences and organizations
Entrepreneurship & organisations: influences and organizationsEntrepreneurship & organisations: influences and organizations
Entrepreneurship & organisations: influences and organizations
 
Developing Coaching Skills: Mine, Yours, Ours
Developing Coaching Skills: Mine, Yours, OursDeveloping Coaching Skills: Mine, Yours, Ours
Developing Coaching Skills: Mine, Yours, Ours
 
Team B Mind Map for Organizational Chg..
Team B Mind Map for Organizational Chg..Team B Mind Map for Organizational Chg..
Team B Mind Map for Organizational Chg..
 

Culture, Management Style, and Business Systems

  • 1. Culture, Management Style, and Business Systems
  • 2. Learning Objectives • The necessity for adapting to cultural differences • How and why management styles vary around the world • The extent and implications of gender bias in other countries • The importance of cultural differences in business ethics • The differences between relationship-oriented and information-oriented cultures 5-2
  • 3. Global Perspective Do Blondes Have More Fun in Japan? • Culture, including all its elements, profoundly affects management style and overall business systems - Max Weber (1930) • Americans - Individualists • Japanese - Consensus oriented & committed to the group • Central & Southern Europeans - Elitists and rank conscious • Knowledge of the management style existing in a country and a willingness to accommodate the differences are important to success in an international market. 5-3
  • 4. Required Adaptation • Adaptation is a key concept in international marketing. • As a guide to adaptation, all who wish to deal with individuals, firms, or authorities in foreign countries should be able to meet 10 basic criteria: - 1) open tolerance - 2) flexibility - 3) humility - 4) justice/fairness - 5) ability to adjust to varying tempos - 6) curiosity/interest - 7) knowledge of the country - 8) liking for others - 9) ability to command respect - 10) ability to integrate oneself into the environment 5-4
  • 5. Degree of Adaptation • Essential to effective adaptation is awareness of one’s own culture and the recognition that differences in others can cause anxiety, frustration, and misunderstanding of the host’s intentions. • The self-reference criterion (SRC) is especially operative in business customs. • The key to adaptation is to remain American but to develop an understanding of and willingness to accommodate the differences that exist. 5-5
  • 6. Cultural Imperatives • The business customs and expectations that must be met and conformed to or avoided if relationships are to be successful. • Friendship motivates local agents to make more sales. • The significance of establishing friendship cannot be overemphasized, especially in those countries where family relationships are close. • In some cultures a person’s demeanor is more critical than in other cultures • What may be an imperative to avoid in one culture is an imperative to do in another. 5-6
  • 7. Cultural Electives and Exclusives • Cultural electives: - Relate to areas of behavior or to customs that cultural aliens may wish to conform to or participate in but that are not required. - A cultural elective in one county may be an imperative in another. - Cultural electives are the most visibly different customs and thus more obvious. • Cultural exclusives: - Those customs or behavior patterns reserved exclusively for the locals and from which the foreigner is barred. 5-7
  • 8. The Impact of American Culture on Management Style • “Master of destiny” viewpoint • Independent enterprise as the instrument of social action • Personnel selection and reward based on merit • Decisions based on objective analysis • Wide sharing in decision making • Never-ending quest for improvement • Competition producing efficiency 5-8
  • 9. American Style Capitalism Gordon Gecko “Greed is Good” “Wall Street” the movie 5-9
  • 10. Authority and Decision Making • Influencers of the authority structure of business: - High PDI Countries • Mexico, Malaysia - Low PDI Countries • Denmark, Israel • Three typical authority patterns: - Top-level management decisions - Decentralized decisions - Committee or group decisions 5 - 10
  • 11. Management Objectives and Aspirations • Security and mobility - Relate directly to basic human motivation and therefore have widespread economic and social implications. • Personal life - Worldwide study of individual aspirations, (David McClelland). • Affiliation and social acceptance - In some countries, acceptance by neighbors and fellow workers appears to be a predominant goal within business. • Power and achievement - South American countries 5 - 11
  • 12. Annual Hours Worked Vs. Contextual Background • Insert Exhibit 5.1 5 - 12
  • 13. Average Hours Worked • Insert Exhibit 5.3 5 - 13
  • 14. Communication Styles • Face-to-face communication: - Managers often fail to develop even a basic understanding of just one other language. - Much business communication depends on implicit messages that are not verbalized. • Internet communications: - Nothing about the Web will change the extent to which people identify with their own language and cultures. - Estimates are that 78% of today’s Web site content is written in English, but an English e-mail message cannot be understood by 35% of all Internet users. - Country-specific Web sites - Web site should be examined for any symbols, icons, and other nonverbal impressions that could convey and unwanted message. • Formality and tempo 5 - 14
  • 15. P-Time versus M-Time • Monochronic time: - Tend to concentrate on one thing at a time - Divide time into small units and are concerned with promptness - Most low-context cultures operate on M-Time • Polychronic time: - Dominant in high-context cultures - Characterized by the simultaneous occurrence of many things - Allows for relationships to build and context to be absorbed as parts of high-context cultures. • Most cultures offer a mix of P-time and M-time behavior, but have a tendency to be either more P-time or M-time in regard to the role time plays. • As global markets expand more businesspeople from P-time cultures are adapting to M-time. 5 - 15
  • 17. Negotiations Emphasis • Business negotiations are perhaps the most fundamental business rituals. • The basic elements of business negotiations are the same in any country. - They relate to the product, its price and terms, services associated with the product, and finally, friendship between vendors and customers. • One standard rule in negotiating is “know thyself” first, and second, “know your counterpart.” 5 - 17
  • 18. Gender Bias in International Business • Women represent only 18% of the employees who are chosen for international assignments. • In many cultures women are not typically found in upper levels of management, and men and women are treated very differently. - Asia, Middle East, Latin America • Prejudices toward women in foreign countries • Cross-mentoring system - Lufthansa • Executives who have had international experience are more likely to get promoted, have higher rewards, and have greater occupational tenure. 5 - 18
  • 19. The Impact of Gender Bias in the Boardroom Female directors on corporate boards as a % of total (March 2004) 5 - 19
  • 20. Corruption Defined • Types of Corruption: - Profits (Marxism) - Individualism (Japan) - Rampant Consumerism (India) - Missionaries (China) • Criticisms of Mattel and Barbie: - Sales of Barbie declined worldwide after the global standardization - Parents and government did react - Mattel’s strategy boosted sales of its competition 5 - 20
  • 21. The Western Focus on Bribery • 1970s, bribery became a national issue with public disclosure of political payoffs to foreign recipients by U.S. firms. • The decision to pay a bribe creates a major conflict between what is ethical and proper and what is profitable and sometimes necessary for business. • OECD Convention on combating the bribery of foreign public officials in international business transactions. • Transparency International (TI) 5 - 21
  • 22. Bribery: Variations on a Theme • Bribery and Extortion: - Voluntary offered payment by someone seeking unlawful advantage is bribery. - If payments are extracted under duress by someone in authority from a person seeking only what he are she is lawfully entitled to that is extortion. • Subornation and Lubrication: - Lubrication involves a relatively small sum of cash, a gift, or a service given to a low-ranking official in a country where such offerings are not prohibited by law. - Subornation involves giving large sums of money, frequently not properly accounted for, designed to entice an official to commit an illegal act on behalf of the one offering the bribe. 5 - 22
  • 23. Bribery: Variations on a Theme (continued) • Agent’s Fees: - When a businessperson is uncertain of a country’s rules and regulations, an agent may be hired to represent the company in that country. - The Foreign Corrupt Practices Act - Change will come only from more ethically and socially responsible decisions by both buyers and sellers and by governments willing to take a stand. 5 - 23
  • 24. Transparency International Corruption Perception Index 5 - 24
  • 25. Transparency International Bribe Payers Index 5 - 25
  • 26. Ethical and Socially Responsible Decisions • In normal business operations, difficulties arise in making decisions, establishing policies, and engaging in business operations in five broad areas: - Employment practices and policies - Consumer protection - Environmental protection - Political payments and involvement in political affairs of the country - Basic human rights and fundamental freedoms • Laws are the markers of past behavior that society has deemed unethical or socially irresponsible. • Three ethical principles to help the marketer distinguish between right and wrong, determine what ought to be done, and properly justify his or her actions: - Utilitarian Ethics - Rights of the Parties - Justice or Fairness 5 - 26
  • 27. Culture’s Influence on Strategic Thinking • British-American - Individualistic • Japan & Germany - Communitarian • In the less individualistic cultures labor and management cooperate. • A competitive, individualistic approach works well in the context of an economic boom. • Fourth kind of capitalism – that common in Chinese cultures - Predicted by culture 5 - 27
  • 28. A Synthesis, Relationship-Oriented vs. Information-Oriented Cultures • Studies are noting a strong relationship between Hall’s high/low context and Hofstede’s Individualism/Collective and Power Distance indexes. • Not every culture fits every dimension of culture in a precise way. • Information-Oriented Culture - United States • Relationship Culture - Japan • Synthesis of cultural differences allows us to make predictions about unfamiliar cultures. 5 - 28
  • 29. A Synthesis, Relationship-Oriented vs. Information-Oriented Cultures Information Oriented (IO) Relationship Oriented (RO) Low context High context Individualism Collectivism Low power distance High power distance (including gender) Bribary less common Bribary more common Low distance from English High distance from English Linguistic directness Linguistic indirectness Monochronic time Polychronic time Internet Face-to-face Foreground Background Competition Reduce transaction costs 5 - 29
  • 30. Summary • Some cultures appear to emphasize the importance of information and competition while others focus more on relationships and transaction cost reductions. • Businesspersons working in another country must be sensitive to the business environment and must be willing to adapt when necessary. • Understanding the culture you are entering is the only sound basis for planning. • Business behavior is derived in large part from the basic cultural environment in which the business operates and, as such, is subject to the extreme diversity encountered among various cultures and subcultures. 5 - 30
  • 31. Summary (continued) • Environmental considerations significantly affect the attitudes, behavior, and outlook of foreign businesspeople. • Varying motivational patterns inevitably affect methods of doing business in different countries. • The international trader must be constantly alert and prepared to adapt when necessary. • No matter how long in a country, the outsider is not a local; in many countries that person may always be treated as an outsider. • One must avoid the critical mistake of assuming that knowledge of one culture will provide acceptability in another. 5 - 31