Towards International and Transnational Management
TOWARDS INTERNATIONAL AND TRANSNATIONAL MANAGEMENT
While universal advice cannot be given , every country has to face dilemas: - in relation to time - in relationships with people - in relation to natural environment
The reserach in this book shows that there are different ways to approach these dilemmas in different countries because each country has its own culture .
The managers examined to make up the data base of this reaserch have two different ways of building the moral edifice: universalism ( to give priority to universal rule) or particularism ( to give priority to your affection for particular people).
It is important to give status to achieveres but it is also important to back people who are not achievers.
The culture is the manner in which these mentioned dilemmas are reconciled beacuse every country searchs its best way to find integrity.
PROBLEMS FOR THE CROSS- CULTURE MANAGER
In this paragrah different solutions are shown: • The matrix organitation: reconciliation through discipline and function and taking into account customer specifications. • Management by objectives: to get that individuals fulfil the key objectives • Pay- for- perrformance : To reward to employees in proportion to their achivements.
These solutions don´t work in the same way in different countries. There is a clear example of an American computer company in both in USA and Middle East. The solution of pay- for permormance worrked well in USA but didn´t in Middle East.
Centralization versus decentralization
The differenece between them is very subtle. It is not true that differenciated activities of the same Company take you away of your core business.
Decentralization is not easy for Japanese managers because of the culture but the research shows that centralization and decentralization are potentially reconciliable processes.
It is successful for some companies to have different activities in the countries
While universal advice cannot be given , every country has to face dilemas: - in relation to time - in relationships with people - in relation to natural environment
The reserach in this book shows that there are different ways to approach these dilemmas in different countries because each country has its own culture .
The managers examined to make up the data base of this reaserch have two different ways of building the moral edifice: universalism ( to give priority to universal rule) or particularism ( to give priority to your affection for particular people).
It is important to give status to achieveres but it is also important to back people who are not achievers.
The culture is the manner in which these mentioned dilemmas are reconciled beacuse every country searchs its best way to find integrity.
PROBLEMS FOR THE CROSS- CULTURE MANAGER
In this paragrah different solutions are shown: • The matrix organitation: reconciliation through discipline and function and taking into account customer specifications. • Management by objectives: to get that individuals fulfil the key objectives • Pay- for- perrformance : To reward to employees in proportion to their achivements.
These solutions don´t work in the same way in different countries. There is a clear example of an American computer company in both in USA and Middle East. The solution of pay- for permormance worrked well in USA but didn´t in Middle East.
Centralization versus decentralization
The differenece between them is very subtle. It is not true that differenciated activities of the same Company take you away of your core business.
Decentralization is not easy for Japanese managers because of the culture but the research shows that centralization and decentralization are potentially reconciliable processes.
It is successful for some companies to have different activities in the countries