CROSS-CULTURAL MANAGEMENT Managing

CROSS-CULTURAL MANAGEMENT
Managing a truly global multinational company would obviously be much simpler if it required only one set of objectives ,goals,policies,products and services.But local differences often make this impossible .The conflict between globalization and localization has led to the invention of the word “ glocalization ”.Companies that want to be successful in foreign markets have to be aware of the local cultural characteristics that affect the way business is done.
A fairy obvious cultural divide that has been much studied is the one between ,on the one hand ,the countries of North America and north-west Europe ,where management is largely based on analysis ,rationality ,logic and systems,on the other ,the Latin cultures of southern Europe and South America ,where personal relations,intuition,emotion and sensitivity are of much greater importance.
The largely Protestant cultures on both sides of the North Atlantic (Canada ,the USA ,Britain,the Neverlands,Germany,Scandinavia) are essentially individualist.In such cultures ,status has to be achieved.You don’t automatically respect people just because they’ve been in the company for 30 years ,A young ,dynamic ,aggressive manager with an MBA (a master in Bussiness Administration degree) can quickly rise in the hierarchy.In most Latin anf Asian cultures ,on the contrary ,status is automatically accorded to the boss ,who is more likely to be in his fifties or sixties than in his thirties.This is particularly true in Japan ,where companies traditionally have a policy of promotion by seniority .A 50-year-old Japanese manager ,or a Greek or Italian or Chilean one ,would quite simply be offended by having to negotiate with an aggressive ,well-educated,but inexperienced American or German 20 years his junior.He would also want to take time to get to know the person with whom he was negotiating ,and would not appreciate an assertive America who wanted to sign a deal immediately and take the next plane home
In northern cultures ,the principles of pay-for-performance often successfully motivates sales people.The more you sell,the more you get paid.But the principle might well be resisted in more collectivist cultures ,and in countries where rewards and promotion are accepted to came with age and experience.Trompenaars gives the example of a sales rep in an Italian subsidiary of a US multinational campany who was given a huge quarterly bonus under a new policy imposed by head office .His sales - which had been hign for years - declines dramatically during the following three months .It was later discovered that he was deliberately trying not to sell mor ethan any of his colleagues ,so as not to reveal their inadequacies.He was also desperate not to earn more than his boss,which he thought would be an unthinkable humiliation that would force the boss to resign immediately .
Trompenaars also reports that Singaporean and Indonesian managers objected that pay-for-performance caused salesman to pressure customers into buying products thay didn’t really need,which was not only bad for long term business relations,but quite simply unfair and ethically wrong
Another example of an American idea that doesn’t work well in Latin countries is matrix management .The task-oriented logic of matrix management conflicts with the principle of loyalty to the all important line superior ,the functional boss.You can’t have two bosses any more than you can have two fathers.Andrea’ Laurent ,a French researcher ,has said that in his experience ,French managers would rather see an organization die than tolerate a system in which a few subordinates have to two bosses.
In discussing people’s relationships with their boss and their colleagues and friends ,Trompenaars distinguishes between universalist and particularist .The formal believe that rules are extremely important ; the latter believe that personal relationships and friendships should take precedence.Consequently ,each group thinks that the other is corrupt.Universalists say that particularists cannot be trusted because thay will always help their friends ,while the second groups says of the first you cannot trust them ;they would not even help a friends,According to Trompenaars ‘ data ,there are many more particularists in Latin and Asian countries than Autralia ,the USA ,Canada ,or north -west Europe...

Kết quả (Việt) 1:

QUẢN LÝ VĂN HÓA Quản lý một công ty đa quốc gia thật sự toàn cầu sẽ rõ ràng là đơn giản hơn nhiều nếu nó yêu cầu chỉ có một tập hợp các mục tiêu, mục tiêu, chính sách, sản phẩm và dịch vụ. Nhưng sự khác biệt địa phương thường xuyên thực hiện điều này không thể. Cuộc xung đột giữa toàn cầu hóa và bản địa hóa đã dẫn đến việc phát minh ra chữ "vai". Công ty muốn để thành công trong thị trường nước ngoài phải được nhận thức của các đặc điểm văn hóa địa phương ảnh hưởng đến cách kinh doanh được thực hiện. Một cổ tích rõ ràng văn hóa phân chia đã được nhiều nghiên cứu là một giữa, trên một mặt, các nước Bắc Mỹ và châu Âu về phía tây bắc, nơi quản lý phần lớn dựa trên phân tích, hợp lý, logic và hệ thống, mặt khác, các nền văn hóa tiếng Latin của miền nam châu Âu và Nam Mỹ, nơi quan hệ cá nhân, trực giác, cảm xúc và sự nhạy cảm có nhiều tầm quan trọng lớn hơn. Các nền văn hóa Kháng cách chủ yếu trên cả hai mặt của Bắc Đại Tây Dương (Canada, Mỹ, Anh, Neverlands, Đức, Scandinavia) là cơ bản nghĩa. Trong nền văn hóa như vậy, tình trạng có thể đạt được. Bạn không tự động tôn trọng những người chỉ vì họ đã trong công ty trong 30 năm qua, một người quản lý trẻ, năng động, tích cực với một MBA (Thạc sĩ quản trị kinh doanh học) có thể tăng lên nhanh chóng trong phân cấp. Trong hầu hết Latin anf văn hóa châu á, ngược lại, tình trạng tự động quyết định hành với ông chủ, những người có nhiều khả năng trong fifties của ông hoặc những năm sáu mươi hơn trong thirties của mình. Điều này đặc biệt đúng ở Nhật bản, nơi công ty truyền thống có một chính sách của chương trình khuyến mại của thâm niên. Một người quản lý 50 tuổi Nhật bản, hoặc một Hy Lạp hoặc ý hoặc Chile, khá đơn giản sẽ được hài lòng bởi cần phải thương lượng với một tích cực, giáo dục tốt, nhưng thiếu kinh nghiệm người Mỹ hoặc Đức 20 năm cơ sở của mình. Ông cũng sẽ muốn mất thời gian để nhận biết người với người mà ông đã đàm phán, và sẽ không đánh giá cao một Mỹ quyết đoán những người muốn đăng một thỏa thuận ngay lập tức và đưa máy bay tới nhà In northern cultures ,the principles of pay-for-performance often successfully motivates sales people.The more you sell,the more you get paid.But the principle might well be resisted in more collectivist cultures ,and in countries where rewards and promotion are accepted to came with age and experience.Trompenaars gives the example of a sales rep in an Italian subsidiary of a US multinational campany who was given a huge quarterly bonus under a new policy imposed by head office .His sales - which had been hign for years - declines dramatically during the following three months .It was later discovered that he was deliberately trying not to sell mor ethan any of his colleagues ,so as not to reveal their inadequacies.He was also desperate not to earn more than his boss,which he thought would be an unthinkable humiliation that would force the boss to resign immediately . Trompenaars also reports that Singaporean and Indonesian managers objected that pay-for-performance caused salesman to pressure customers into buying products thay didn’t really need,which was not only bad for long term business relations,but quite simply unfair and ethically wrong Another example of an American idea that doesn’t work well in Latin countries is matrix management .The task-oriented logic of matrix management conflicts with the principle of loyalty to the all important line superior ,the functional boss.You can’t have two bosses any more than you can have two fathers.Andrea’ Laurent ,a French researcher ,has said that in his experience ,French managers would rather see an organization die than tolerate a system in which a few subordinates have to two bosses. In discussing people’s relationships with their boss and their colleagues and friends ,Trompenaars distinguishes between universalist and particularist .The formal believe that rules are extremely important ; the latter believe that personal relationships and friendships should take precedence.Consequently ,each group thinks that the other is corrupt.Universalists say that particularists cannot be trusted because thay will always help their friends ,while the second groups says of the first you cannot trust them ;they would not even help a friends,According to Trompenaars ‘ data ,there are many more particularists in Latin and Asian countries than Autralia ,the USA ,Canada ,or north -west Europe...