1. Chapter 6
MANAGING ACROSS CULTURES

2. Strategies for Managing Across Cultures
Globalization - the production and distribution of products and services of a homogeneous type and quality on a worldwide basis
National responsiveness- the need to understand the different consumer tastes in segmented regional markets

3. Globalization Vs. National Responsiveness Matrix
High Low
High globalization Mixed
Low Mixed National
Responsiveness
Globalization

4. Parochialism and Simplification
Parochialism- the tendency to view the world through one’s eyes and perspectives
Simplification- the process of exhibiting the same orientation toward different cultural
groups

5. High Vs. Low Context Cultures
High Context
long lasting relationships
implicit communication
loyalty to people of authority
spoken agreements
outsiders do not gain entry easily
JAPAN
Low Context
relationships are short in duration
explicit communication
authority is diffused
written agreements
ousiders are encouraged to join inner circle
U.S.

6. General Similarities Across Cultures
Managerial behaviors in Russia
communication
HRM
traditional management
networking
Application of O.B. Mod. in Russia
Organizational commitment in Korea

7. General Differences Across Cultures
HRM activities
labor laws
wages
vacation time
maternity leave
compensation
group Vs. individual incentives

8. Doing Business in China
Emphasis on trust and mutual connections
Meetings start with small talk
Host indicates when meetings begin and end
Slow in forming a an action plan, but stick with decisions once made
Reciprocity is important
Negotiations are often carried out through intermediaries to reduce the risk of losing face

9. Doing Business in India
Punctuality is important
No personal questions
Titles are important
No public displays of affection
Beckoning done with the palm turned down
When eating or accepting things, use the right hand- the left is considered unclean
The namaste gesture can be used to greet people
Bargaining for goods and services is common

10. Doing Business in Russia
Build personal relationships with partners
Use local consultants
Consider business ethics
Be patient
Stress exclusivity
Face to face communication is expected
Keep financial information personal
Research the company
Stress mutual gain
Clarify terminology

11. Doing Business in France
Use a quick hand shake with some pressure in the grip
Punctuality is extremely important
During a meal, small talk is acceptable, but personal questions and the subject of money are never brought up
Great importance is placed on neatness and taste

12. Doing Business in Arab Countries
Never display feelings of superiority
Do not take credit for joint efforts
Efforts to sidestep red tape can be regarded as disrespect for legal and government institutions
Connections are extremely important
Patience is critical to business transactions