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TOWARDS AN INTERNATIONAL AND TRANSNATIONAL MANAGEMENT

TOWARDS AN INTERNATIONAL AND TRANSNATIONAL MANAGEMENT. MAIN ASSERTIONS: 1. ALL SOCIETIES HAVE TO RESOLVE THREE MAIN DILEMMAS: HOW DO WE RELATE TO OTHER PEOPLE HOW DO WE MANAGE TIME HOW DO WE RELATE TO ENVIRONMENT. ASSERTION 2.

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TOWARDS AN INTERNATIONAL AND TRANSNATIONAL MANAGEMENT

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  1. TOWARDS AN INTERNATIONAL AND TRANSNATIONAL MANAGEMENT

  2. MAIN ASSERTIONS: 1 • ALL SOCIETIES HAVE TO RESOLVE THREE MAIN DILEMMAS: • HOW DO WE RELATE TO OTHER PEOPLE • HOW DO WE MANAGE TIME • HOW DO WE RELATE TO ENVIRONMENT

  3. ASSERTION 2 • THE RESOLUTIONS TO THESE DILEMMAS DIFFER FROM ONE SOCIETY TO THE OTHER • THESE RESOLUTIONS REFLECT VALUE PRIORITIES • THESE NATIONAL PRIORITIES DO NOT EXCLUDE OTHER PRIORITIES 100 PERCENT • THUS, EACH CULTURE PRESENTS RECONCILIATIONS OF THE PRIORITIES

  4. ASSERTION 3 • SUCCESSFUL BUSINESSES MANAGE THESE RECONCILIATIONS BETTER THAN OTHERS • THEREFORE, THE KNOWLEDGE OF OTHER PRIORITIES AND OTHER METHODS OF RECONCILING THEM IS ESSENTIAL

  5. RELATING TO OTHERS • UNIVERSALISM/PARTICULARISM(RULES VS RELATIONSHIPS) • COMMUNITARIANISM/INDIVIDUALISM (GROUP VS INDIVIDUAL) • NEUTRAL/EMOTIONAL (THE RANGE IF FEELINGS) • DIFFUSE/SPECIFIC (THE RANGE OF INVOLVEMENT) • ACHIEVEMENT/ASCRIPTION (HOW STATUS IS ACCORDED)

  6. UNIVERSALISM • SIMPLISTIC NOTION: MORE ADVANCED THE SOCIETY, THE MORE THE DOMINANCE OF RULES • CONTRACT ARE WEIGHTY • TIMING OF THE BUSINESS CONTACT IS PRECISE • HQ WILL RUN THE BUSINESS FROM THE HEAD OFFICE W/ POLICIES AND PROCEDURES • HQ DECIDES HOW THE JOB EVALUATION WILL BE DONE IN ALL NATIONAL MARKETS • RESPONSE FROM PARTICULARISTIC NATIONS: LIP SERVICE AND CORPORATE RAIN DANCE

  7. TEST UNIVERSALISM • YOU ARE A JOURNALIST WRITING A RESTAURAN CRITIQUE OF A RESTAURANT OWNED BY A GOOD FRIEND OF YOURS. YOU ATE THERE AND IT STINKS. DOES SHE HAVE A RIGHT TO EXPECT YOU TO GO EASY ON YOUR REVIEW? • DEFINITELY • SOME RIGHT • NO RIGHT WOULD YOU GO EASY ON YOUR REVIEW? YES NO

  8. RESULTS • NO RIGHT, WOULD NOT WRITE A GOOD REVIEW • ONLY 24% SERBIA • RUSSIA 47% • FINDLAND 75% • USA 66% • MEXICO 59% • SWITZERLAND 74% • CANADA 69%

  9. RECONCILIATION OF UNIVERSALISM AND PARTICULARISM • APPLY THE RULES FOR CONSISTENCY AND EQUITY • NEED TO AVOID RIGIDITY AND BUREAUCRACY • ENCOURAGE ADAPATATION TO PARTICULAR SITUATIONS (LOCAL DISCRETION) • NEED TO AVOID CHAOS AND LOSE SENSE OF CENTRAL DIRECTION • RESORT TO MORE CENTRAL GUIDELINES

  10. INDIVIDUALISM • FOCUS IS WHAT I WANT, THEN NEGOTIATE THE DIFFERENCES. MORE FREQUENT I FORM • DECISIONS ARE MADE BY INDIVIDUALS AND THEIR REPS, ON THE SPOT • THE AIM IS TO MAKE A QUICK DEAL • PEOPLE ACHIEVE ALONE • PEOPLE ASSUME PERSONAL RESPONSIBILITY • VACATIONS IN PAIRS/ OR ALONE

  11. TEST OF INDIVIDUALISM • HOW DOES IMPROVE THE QUALITY OF LIFE? • HAVE MAXIMUM INDIVIDUAL FREEDOM AND OPPORTUNITY DEVELOP THEMSELVES. QUALITY OF THEIR LIFE WILL IMPROVE AS A RESULT • HAVE INDIVIDUALS CONTINUALLY TAKE CARE OF FELLOW HUMAN BEINGS QUALITY OF LIFE. EVERYONE’S QUALITY OF LIFE WILL INCREASE AS A RESULT

  12. RESULTS • OPTING FOR INDIVIDUAL FREEDOM • EGYPT 30% • ISRAEL 89% • USA 69% • MEXICO32% • RUSSIA 60%

  13. COMMUNITARIANSIM • FOCUS IS ON A SHARED CONCEPT OF PUBLIC OR COLLECTIVE GOOD • MORE FREQUENT WE FORM • DECISIONS ARE CLEARED W/ THE ORGANIZATION • ACHIEVEMENT/FAILURE IN GROUPS • JOINT RESPONSIBILITY • GROUP OR EXTENDED FAMILY VACATIONS • THE AIM TO BUILD A LASTING RELATIONSHIP

  14. RECONCILING “I” AND “WE” • ENCOURAGE INDIVIDUAL FREEDOM AND RESPONSIBILITY • BUT, NEED TO AVOID SELF CENTEREDNESS, FORCED COMPROMISE AND EXCESSIVE GREED • ENCOURAGE INDIVIDUALS TO BUILD CONSENSUS • NEED TO AVOID CONFORMISM, • ENCOURAGE MORE INDIVIDUAL DISCRETION

  15. AFFECTIVE VS/ NEUTRAL CULTURES • HIGH AFFECTIVITY: SHOW FEELINGS OPENLY, FREELY, PLAINLY. EMOTIONS ARE AMPLIFIED. • LOW AFFECTIVITY: FEELINGS ARE KEPT UNDER CONTROL, SUBDUED. ANGER AND DELIGHT IN THE WORKPLACE ARE UNPROFESSIONAL • DIFFERENCES ARE RESULTS OF CONVENTION.

  16. HIGH AFFECTIVE • REVEAL FEELINGS AND THOUGHTS VERBALLY AND NON-VERBALLY • TRANSPARENT AND EXPRESSIVE TO RELAESE TENSIONS • EMOTIONS FLOW EASILY, EFFUSIVELY AND VEHEMENTLY • ADMIRE HEATED, VITAL AND ANIMATED GESTURES • TOUCHING, GESTURING, STRONG FACIAL EXPRESSIONS • DRAMATIC AN FLUENT STATEMENTS

  17. TESTING AFFECTIVITY • AT WORK HOW WOULD YOU FEEL IF YOU FELT UPSET ABOUT SOMETHING? WOULD YOU EXPRESS YOUR FEELINGS OPENLY?

  18. RESULTS • % OF PEOPLE WHO WOULD NOT SHOW EMOTIONS OPENLY • KUWAIT, EGYPT 15%, 18% • JAPAN 74% • USA 43% • MEXICO 41% • RUSSIA 24%

  19. HIGH NEUTRALITY • DO NOT REVEAL THINKING AND FEELING • COOL AND SELF POSESSED CONDUCT IS ADMIRED • PHYISICAL CONTACT/ GESTURING/ FACIAL EXPRESSIONS ARE TABOO • STATEMENTS ARE IN MONOTONE • WELLED UP EMOTIONS MAY SELDOM EXPLODE

  20. RECOCILING AFFECTIVE AND NEUTRAL CULTURES • OVERLY AFFECTIVE AND OVERLY NEUTRAL HAVE PROBLEMS DEALING W/ EACH OTHER • PERCEIVE OTHERS “ICE-COLD, NO HEART” OR “OUT OF CONTROL, INCONSISTENT” • THESE TYPES ARE IN INCREASING CONTACT • THEY NEED TO RECOGNIZE THE DIFFERENCES AND LEGITIMIZE THE STYLES • THEY NEED TO REFRAIN FROM MAKING ANY JUDGEMENTS • SO THAT THEY CAN CONDUCT BUSINESS

  21. SPECIFIC/DIFFUSE CULTURES(LOW CONTEXT/HIGH CONTEXT) • DO WE INCLUDE OTHERS IN ONLY SPECIFIC AREAS OF OUR LIVES, AT SINGLE LEVEL. KEEP PUBLIC SPACE SMALL. KEEP PRIVATE AND DISTANT • OR • DO WE INCLUDE OTHERS IN MULTIPLE AREAS OF OUR LIVES, AT SEVERAL LEVELS, SIMULATANEOUSLY. PRIVATE SPACES ARE SMALL. ACCESSIBLE, FRIENDLY

  22. DIFFUSE CULTURE • INDIRECT, CIRCUITOUS FORMS OF RELATING • EVASIVE, TACTFUL, AMBIGIUOUS EVEN OPAQUE COMMUNICATION • CONTEXTUAL EVALUATIONS • SITUATIONAL MORALITY • MANY ROADS TO ROME

  23. TESTING DIFFUSENESS • THE BOSS OF YOUR FRIEND ASKS HIM TO PAINT HIS HOUSE. HE DOES NOT FEEL LIKE DOING IT. WHAT ADVICE WOULD YOU GIVE HIM? • YOU DON’T HAVE TO DO IT IF YOU DON’T FEEL LIKE IT. HE IS YOUR BOSS AT WORK. THAT IS WHERE HIS AUTHORITY ENDS. • PAINT THE HOUSE EVEN IF YOU DO NOT WANT IT. HE IS YOUR BOSS AND YOU CAN NOT IGNORE IT OUTSIDE OF THE WORK EITHER

  24. RESULTS • DO NOT PAINT THE HOUSE • CHINA 32% • SWEDEN, NETHERLANDS 91% • USA 82 % • MEXICO 70 % • RUSSIA 86% • KUWAIT 47% DISAGREE THAT THE COMPANY SHOULD PROVIDE HOUSING? -SERBIA 11%, HUNGARY 17%, CHINA 18%, RUSSIA 22% -SWEDEN 89%, USA 85%, NETHERLANDS 83% -JAPAN 45%, INDIA 46%

  25. SPECIFIC CULTURES • DIRECT, PURPOSEFUL, TO THE POINT IN RELATING • PRECISE, BLUNT,DEFINITIVE AND TRANSPARANT COMMUNICATION • PRINCIPLES ARE PARAMOUNT • EFFICIENCY IS THE KING • CONSISTENCY IN MORAL STANDS ADMIRED

  26. RECONCILING SPECIFIC/DIFFUSE CULTURES • EMPHASIZE THE QUALITY OF THE PRODUCT (SPECIFIC CULTURE) (DON’T TALK SHOP!) • BUT THIS NEEDS INVESTMENT IN SOCIAL CAPITAL • HIGH IN THE QUALITY OF RELATIONSHIPS (DIFFUSE CULTURE) (MIX BUSINESS W/ PLEASURE) • WHICH ULTIMATELY GUARANTEES HIGH QUALITY STANDARDS

  27. ACHIEVEMENT VS ASCRIPTION(HOW WE ACCORD STATUS • DO WE BASE STATUS DIFFERENCES ON ACHIEVEMENT, SUCCESS, PROVEN TRACK RECORD (DOING) • OR • DO WE BASE STATUS DIFFERENCES ON THINGS LIKE AGE, SKIN COLOR, GENDER, EDUCATION (BEING)

  28. TESTING ACHIEVEMENT ORIENTATION • YOU HAVE TO THINK AND ACT THE WAY THAT SUITS WHO YOU ARE, EVEN IF YOU DO NOT GET THINGS DONE • YOU HAVE TO THINK AND ACT IN THE MOST EFFECTIVE WAY TO GET THINGS DONE, EVEN IF THAT DOES NOT SUIT YOU

  29. RESULTS • % DISAGREE W/ ACTING AS SUITS YOU EVEN IF NOTHING IS ACHIVED • EGYPT 4% • NORWAY 77%, USA 75% • MEXICO 31% • RUSSIA 30% • JAPAN 26%

  30. ACHIEVEMENT ORIENTATION • DO NOT EMPHASIZE TITLES • FOCUS ON SKA’s • RESPECT FOR SUPERIORS BASED ON COMPETENCE AND SUCCESS • SENIOR MANAGERS ARE MIXED BAGS OF AGES, GENDERS, NATIONAL ORIGINS • UPWARD MOBILITY BASED ON ACHIEVEMENT

  31. ASCRIPTION ORIENTATION • EXTENSIVE USE OF TITLES, DESIGNATIONS • EMPHASIZE BACKGROUND AND SOCIAL CLASS • RESPECT FOR SUPERIORS FOR BEING BOSSES • HIERARCHICAL DEFERRAL SIGNALS LOYALTY AND COMMITMENT • MOST BOSSES ARE MIDDLE AGED(OR OLDER) MALES QUALIFIED BY THEIR BACKGROUND.

  32. RECONCILING ASCRIPTION/ACHIEVEMENT • NEED TO REWARD PEOPLE FOR ACHIEVEMENT AND SKILL • BUT NEED TO AVOID DESTABILIZING EMPHASIS ON RECENT PERFORMANCE • HAVE TO SHOW RESPECT FOR PEOPLE FOR THEIR EXPERIENCE • NEED TO CHALLENGE THE STATUS QUO, OTHERWISE PROGRESS IS HINDERED • MORE NEED TO REWARD PEOPLE FOR ACHIEVEMENT

  33. DIFFUSE CULTURE • INDIRECT, CIRCUITOUS FORMS OF RELATING • EVASIVE, TACTFUL, AMBIGIUOUS EVEN OPAQUE COMMUNICATION • CONTEXTUAAL EVALUATIONS • SITUATIONAL MORALITY • MANY ROADS TO ROME

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