MKT B391F International Business Management I Week 4 National Differences in Cultural and Competitive Environments McGraw-Hill/Irwin Copyright © 2011 by the McGraw-Hill Companies‚ Inc. All rights reserved. Learning Outcomes Explain what is meant by the culture of a society. Identify the sources that lead to differences in social culture. Identify the business and economic implications of differences in culture. Describe how differences in social culture influence values in the work
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Contents 1.0 Introduction 2 1.1 Benefits to the Hogshead 2 2.0 Typologies 3 2.1 Hofstede 3 2.1.0. Power Distance 3 2.1.1 Individualism Vs Collectivism 4 2.1.2 Masculinity vs. Femininity 4 2.1.3 Uncertainty avoidance 5 2.2 Trompenaars 6 2.2.0 Universalism vs. Particularism 6 2.2.1 Neutral Vs. Emotional 7 2.2.2 Specific Vs. Diffuse 7 2.2.3 Achievement Vs. Ascription 7 3.0 Motivation 8 4.0 Gender Roles 9 5.0 Time and Culture 10 6.0 Human Resource Management 10 7.0 Organisational
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Polynesians and Te Āo Māori in the mid 1200’s (Irwin & Walrond‚ 2012). The diverse cultures in society tend to either bat for the individualistic team – where self expression and independence is nurtured and promoted (Gonzalez-Mena‚ 2005)‚ or for the collectivism team‚ where a vision is upheld
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additional research‚ he identified five dimensions along which dominant patterns can be categorized; individualism versus collectivism‚ uncertainty avoidance‚ power distance‚ masculinity versus femininity‚ and long-term versus short-term orientation to time. Below is a brief description of each dimension followed by Mexico’s cultural values within the criteria. Individualism versus collectivism refers to the degree to which a culture values the individual or the group. People must live and interact with
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Lesson 8 How to improve communication in negotiation Listening is one part of the most important communication that the leader should be trained to make a good negotiation skill. Listening include three major forms of negotiation in listening 1. Passive listening: Receiving the message while providing no feedback to the sender 2. Acknowledgment: Receivers nod their heads‚ maintain eye contact‚ or responses 3. Active listening: Receivers restate or paraphrase the sender’s message
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Meg is a girl with mouse brown hair‚ glasses‚ braces‚ and was born in a family with two older twin brothers and a younger brother as well. Her younger brother‚ Charles‚ was said to have blonde-hair and nothing much was said of her twin brothers. Meg’s Mother‚ a fiery red-headed scientist‚ who married Mr. Murry‚ also a scientist with brown hair and glasses. Meg meets and falls in love with Calvan O’Keefe‚ a tall red-headed boy full freckled-face‚ who joins them on her travels. Three “tramps”‚ named
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(Dineh – meaning Navajo people) had to learn other ways to survive in a constant changing world.(Hoxie 2008‚ Lomay & Hinkebein (2006)‚ Paniagua (1994). Preserving their traditions is a priority for the Navajo Indians. They are known for their collectivism‚ as it incorporates family in every aspect of their lives.(Sampson‚1988‚ Triandis‚ 1995). On the contrary‚ they also need to focus on how they would adapt to the Western culture‚ which is more individualistic and focuses on self‚ rather than a
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construction of virtual selfhood in the indigenous people’s movement. Comparative Studies in Society and History‚ 47(3)‚ 532-551. Rubert‚ R. (1983). Native broadcasting in Canada. Anthropologica‚ 25(1)‚ 53-61. Triandis‚ H. C. (1995). Individualism and collectivism. Bolder‚ CO: Westview Press.
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Hofstede Cultural dimensions: India is a vast country known for its diversified culture and traditions. The unique characteristic of India is its “unity in diversity”. In India Relationships and feeling plays a larger role in decisions. Indians tend to take larger risks with a person whose intentions they trust. Thus‚ one’s credibility and trustworthiness are critical in negotiating a deal. Indians are ‘polychronic’ people‚ ie they tend to deal with more than one task at the same time. Indians
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Improving Cultural Indices 1 IMPROVING CULTURAL INDICES AND RANKINGS BASED ON A METAANALYSIS OF HOFSTEDE’S DIMENSIONS VAS TARAS University of Calgary Haskayne School of Business SH441‚ Human Resources and Organizational Development 2500 University Drive NW Calgary‚ Alberta‚ Canada T2N 1N4 Tel: (403) 220-6074 Fax: (403) 282-0095 e-mail:taras@ucalgary.ca PIERS STEEL University of Calgary Haskayne School of Business Human Resources and Organizational Development SH444 - 2500 University Drive
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