Culture and Global Business Dr. Aaron C. van Klyton Global Business 1357 The Business School; Greenwich University Lecture 3 1 Learning Objectives 1. Explore the meaning of culture: its definitions‚ classifications‚ and dimensions 2. Analyze different models of cultural communications 3. Examine why culture matters in international business 4. Understand the role of cultural intelligence 2 Culture Affects All Business Functions Marketing Human Resources Production
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The matrix shows that Market Development is defined as taking existing products into new markets. Wal-Mart’s expansion into Guatemala and other Central American countries is an example of this strategy. Diversification strategy is used by LG to enter the American appliance market or Japan’s Kirin holdings which bought Australia’s leading milk producer. Diversification id developing new products for new markets. South Korea’s LG Electronics has created new products for other American home appliance
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Contents 1. Introduction to Managing Across Cultures………………..……………………… 1.1 Mission Statement – The Linwood Group…………………………...… 1.2 Overview of The Linwood Group……………………………………..…. 1.3 The Johari Window………………………………………………………….. 1.4 Stereotyping……………………………………………………………….. 2. Exploring Culture…………………………..…………………….………………. 2.1 Culture and Organisations………………………………………………. 2.2 Geert Hofstede…………………………………………………………… 2.3 Fons Trompenaars……………………………………………………………. 3. Spheres of Culture………………………
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either local employees‚ international staff or a mix of both. According to (Heenan & Perlmutter‚ 1979) organisations may be ethnocentric if the staffs of the subsidiary are parent country nationals. This means that the key positions in the subsidiary are held by foreign nationals or expatriates in the subsidiary. The other typology applicable in this context is the geocentric approach which states that there has to be a good mix of both employees i.e. parent company and the subsidiary‚ and the most
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THE 21ST CENTURY OFFERS MANY ALTERNATIVES TO THE TRADITIONAL CONCEPT OF ENGAGING IN THE EXPENSIVE AND FRAUGHT RIDDEN ACTIONS ASSOCIATED WITH EXPATRIATE STAFF. CRITICALLY EVALUATE THIS ISSUE GIVING YOUR RECOMMENDATIONS TO AN ORGANISATION CONSIDERING ABANDONING ITS EXPATRIATE PROGRAMME‚ CITING APPROPRIATE MODELS AND EXAMPLES TO SUPPORT YOUR KEY ARGUMENTS. INTRODUCTION The world economy is moving away from the traditional economic system where national markets were considered as distinct entities
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! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! Admiral Group plc Portfolio Assignment ! ! ! ! ! ! ! Contents Page Number Introduction 3 Company History 4-5 Organisational Structure 6-8 Globalisation 9-11 -Technology 11-12 Organisational Culture 13-15 Conclusion 16 ! ! ! ! References ! Portfolio ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! 17-18 19-30 !2 ! ! ! ! Introduction Admiral Group
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To what extent should an organisation export its domestic HRM policies and practices to its international operations? Your answer should consider SIHRM in multi-domestic‚ multinational and global organisations in the context of cultural‚ political and economic influences "To what extent should an organisation export its domestic HRM policies and practices to its international operations?" The development of global strategies has been a topic of interest for some 40 years. Organizations can choose
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NOVA BUSINESS SCHOOL OF BUSINESS AND ECONOMICS INTERNATIONAL MANAGEMENT Fall Semester 2013 - 2014 Final Report The Internationalization process of McKinsey & Company Work performed by: Pina Bonde 1584 Filipa Pereira - 10548 Marko Štemberger - 1458 Betina Jukic - 1597 Lisbon‚ 16th November 2013 Nova School of Business and Economics Table of Contents Executive Summary.........................................................................................................
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CHAPTER 1 – GLOBALIZATION AND INTERNATIONAL LINKAGES A. INTRODUCTION 1. International Management Defined as: the process of applying management concepts and techniques in a multinational environment and adapting management to different economic‚ political and cultural environments 2. Multinational Corporation (MNC) i. Has operations in more than one country ii. Has int’l sales iii. Has managers and owners of various nationalities B. GLOBALIZATION AND INTERNATIONALIZATION
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Table of content ABSTRACT 3 INTRODUCTION 3 OBJECTIVE 3 LITERATURE REVIEW 4 1. CONCEPTUAL INTRODUCTION 4 2. CHALLENGES IN MULTINATIONALS 5 2.1 Career blockage 6 2.2 Culture shock 6 2.3 Lack of cross cultural training 6 2.4 Family problems 6 3. MANAGING MULTICULTURAL TEAM 7 4. NEW ALTERNATIVE IN THE EXPATRIATE ASSIGNMENTS 8 5. RETAINING SUBSIDIARY STAFF’S RETENTION 9 METHODOLOGY 10 1. RESEARCH METHODS 10 2. RESEARCH PROCEDURE 11 3. DATA COLLECTION AND ANALYZING 12 4. RESEARCH SCHEDULE
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