MASS MERGER THE CASE OF AON SINGAPORE Our case study deals with Mass Merger. Since the 90s‚ together with the globalization of business‚ Mergers and Acquisitions have developed at an incredible pace. Thus‚ companies from all over the world can be lead to work together as one single corporation. Moreover‚ the world has become interdependent not only economically‚ but also culturally‚ that is to say one culture may influence another one or different cultures can be mixed. It is then obvious that
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Chiba International‚ Inc. Question 1. Philosophy: Chiba’s philosophy reflects aspect of Japanese National Culture. With an Individualism score of 46‚ Japan shows a leniency towards Collectivism‚ that is‚ they believe in putting harmony over the expression of individual opinions. However‚ unlike many of their neighbouring Asian countries‚ they are not only loyal to family‚ or those people who have been in their inner group sine birth‚ but also to situational groups. This means that unity is
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Purpose of the report The vacation industry in British Virgin Island (BVI) is developed into a profitable‚ but highly competitive market. One of the major players is the West Indies Yacht Club Resort (WIYCR)‚ operates successfully since its inception in late 1980s. However‚ recently some problems became alarming‚ seriously affect the operating performance of the resort. Investigation is needed. I‚ Patrick Dowd‚ am honor to be the investigator. The purpose of this report is to discuss the problems
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mentors. Organizational structures are designed to be pragmatic and systematic and to allow people to perform their tasks effectively and with as little disruption as possible. The hierarchy in a company is very flat. Hofstede’s dimensions Hofstede established a culture framework which is widely used to develop the field of cross-cultural management. The culture model basically includes five dimensions: Power distance; Individualism versus collectivism; Masculinity versus Femininity; Uncertainty
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one can be higher in certain cultures than others. The country I chose to do is the culture of Venezuela. Venezuela is very similar to the rest of the Latin American countries but has exceptional characteristics when it comes to the dimensions that Hofstede describes. The dimensions of culture that will be discussed fall into the four common ones: collectivism‚ power distance‚ masculinity and low uncertainty avoidance. Venezuela is a unique country with many different ideas that relate to their culture
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associated with power/ status within an organization. Therefore‚ vertical conflicts can be caused by a lack of acceptance of status and power in a hierarchal model. This last point can be attributed to ‘power distance’‚ one of the culture dimensions of Hofstede. Our moderator model starts with the independent variable “status” that leads to the dependent variable “conflict”‚ and the relationship between these two is influenced by the moderator “power distance”. Our research question is as follows: Does
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Eduardo Napoles Jr. 3/19/13 BUS 141 (P) Saltz TEST #1 1. Globalization refers to in which activities of large number of business enterprises is carried out in many different locations across national boundaries. It is much more than just importing or exporting from one country to another. True globalization involves one firm procuring form‚ manufacturing in‚ and selling in many different countries. There has been an increasing trend in the world towards globalization is characterized
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Fachhochschule Köln Cologne University of Applied Sciences Faculty of Economics and Business Administration Research paper of the discipline “Cross Cultural Competence SS 2012” Made by: Brovchenko Ekaterina Dzyuba Stanislav Shushunina Tatiana 2012 Content Summary 1.Targets
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University of Agder Master of Science in Business Administration: International Management and Strategy Term Paper- ORG 409 International Management The influence of Culture on Reward and Compensation Management practices across subsidiaries of a Multinational Company By Kwame Ohene Djan (Student Nr: 166289) 6th November‚ 2012 Contents ABSTRACT 3 1.0 INTRODUCTION 4 2.0 REVIEW OF RELEVANT PRIOR LITERATURE 5 Table 1 Summary of Research Findings 11 3.0 A CONCEPTUAL
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CASE STUDY #2 (read for Feb 26th) THE CROSS-CULTURAL ORGANIZATION: THE MULTICULTURAL MODEL Main problem = lack of transferability of American techniques to the rest of the world (Hofstede‚ 1980b)‚ mainly to European countries in this case Differences in power distance Different levels of achievement-based incentives Differences in work-related attitudes Objective focus on the management of differentiation across cultures in an international operation and to consider the issue of transferability
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