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International Intercultural management

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International Intercultural management
International Intercultural Management

Tartalom

1. Introduction:

The inter-cultural dinner was organised in my flat. Our group contained four people and the four involved countries were Denmark, Austria, the USA and Hungary. We had Hungarian appetizer, American main course and Dutch and Austrian dessert.
The culture plays significant role in the business life because it is a success factor. Misunderstanding the cultural differences may lead to defeat. In cross-cultural situations it is advisable to be very careful, polite and make sure we are talking about the same thing. Goals can be achieved easier if we get a line on cultural habits. Because of the globalization different societies meet each other more often that is way knowing cultural habits is more and more important in private life, too. For instance Chinese get a guide how to behave if they travel to western countries. We are responsible for getting know foreign cultures and making meetings more successful.

2. My chosen country, culture:

Hungary:
Hungary is located in Central Europe and it is encompassed by the Carpathian Basin. Hungary is bordered by Slovakia to the north, Ukraine and Romania to the east, Serbia and Croatia to the south, Slovenia to the southwest and Austria to the west. The country has continental climate so summers are hot and winters are cold.
Hungary’s population was nearly 10 million in 2011. The capital is Budapest that is the most populous city in Hungary with circa 1.8 million inhabitants.
The Hungarian economy is structurally, politically and institutionally open. The economy of Hungary experienced a transition from socialist economy to market economy in the 1990s. Before the transition the main economic area was the agriculture. The transition had an unfavourable result; the breeding of pigs and cattle was reduced considerably. Hungary is a member of the OECD, the WTO and the European Union thus it belongs to the European Union’s



References: Moran, R. T. and Harris, P. R. And Moran, S.V. (2007). Managing Cultural Differences. Publisher: Taylor & Francis Ltd Schneider, S. and Barsoux, J-L. (2003). Managing across Culture. London: Prentice Hall Központi Statisztikai Hivatal. (2011). Census in 2011. Available at http://www.ksh.hu/docs/hun/xftp/idoszaki/nepsz2011/nepszelo2011.pdf, [Accessed 03 January 2014]. The Hofstede Center. Hungary. Available at http://geert-hofstede.com/hungary.html, [Accessed 03 January 2014]. The Hofstede Center. United States. Available at http://geert-hofstede.com/united-states.html, [Accessed 03 January 2014]. The Hofstede Center. China.Available at http://geert-hofstede.com/china.html, [Accessed 03 January 2014]. Froholdt, L. L. and Knudsen, F. (2007). The Human element in Maritime Accidents and disasters – a matter of communication. Available at http://www.imla.co/imec/FabienneKnudsen.pdf, [Accessed 03 January 2014]. Szilágyi, K. (2008). Multicultural traps and solution (Multikultúrális csapdák és megoldások). Available at http://www.hrportal.hu/hr/multikulturalis-csapdak-es-megoldasok-20080304.html, [Accessed 03 January 2014]. Kania, S. M. (2010). The Role of Cultural Differences in Forming a Business Strategy. Journal of Intercultural Management. Vol. 2, No. 2, pp. 16–25. Available at http://www.joim.pl/pdf/KANIAv2n2.pdf, [Accessed 03 January 2014].

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