商业中的文化环境XXXX讲义

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1、Culture,Management Style,and Business SystemsChapter 5McGraw-Hill/Irwin 2005 The McGraw-Hill Companies,Inc.All rights reserved.IntroductionRecognize business culture,management values,and business methods and behaviors as important for success in international market Thus,management style has to be

2、adapted in international marketingImportance of developing friendship,human relations,and attaining a level of trust before beginning business negotiations Knowledge of foreign business practices and successful business relationsNeed to recognize that patterns of thinking,local business tempo,religi

3、ous practices,political structure,and family loyalty,are different and impact business transactions Culture,Management style,and Business systemsnCultural adaptation 1)Cultural imperatives 2)Cultural electives 3)Cultural exclusives Required AdaptationAdaptation is a key concept in international mark

4、eting To successfully deal with individuals,firms,or authorities in foreign countries,managers should exhibit:1.open tolerance,2.flexibility,3.humility,4.justice/fairness,5.ability to adjust to varying tempos,6.curiosity/interest,7.knowledge of the country,8.liking for others,9.ability to command re

5、spect,and 10.ability to integrate oneself into the environmentCultural Imperatives,Electives and ExclusivesCultural imperatives are the business customs and expectations that must be met,conformed,recognized and accommodated if relationships are to be successfulCultural electives relate to areas of

6、behavior or to customs that cultural aliens may wish to conform to or participate in but that are not required Cultural exclusives are those customs or behavior patterns reserved exclusively for the locals and from which the foreigner is barred and must not participate Culture,Management style,and B

7、usiness systemsnMethods of doing business Because of the diverse structures,management attitudes,and behaviors encountered n international business,there is considerable latitude in the ways business is conducted.No matter how thoroughly prepared a marketer may be when approaching a foreign market,a

8、 certain amount of cultural shock occurs when differences in the contact level,communication emphasis,tempo,and formality of foreign business are encountered.See Chap.5 PPT 9Culture,Management style,and Business systemnMore explanation for management styleDifferences in Management Styles Around the

9、World1.Differences in Authority and Decision MakingIn high-PDI countries subordinates are not likely to contradict bosses,but in low-PDI countries they often do 2.Differences in Management Objectives and Aspirations towards:Three typical patterns exist:ntop-level management decisions,ndecentralized

10、decisions,and ncommittee or group decisionsSecurity especially of lifetime employment Affiliation and Social Acceptance by neighbors and fellow workersPower and Achievement Orientation sought by managersImportance of personal/family life over work and profitDifferences in Management Styles Around th

11、e World3.Differences in Communication StylesnAccording to Edward T.Hall,the symbolic meanings of time,space,things,friendships,and agreements,vary across cultures n“In some cultures,messages are explicit;the words carry most of the information.In other cultures.less information is contained in the v

12、erbal part of the message since more is in the context”nCommunication in a high-context culture depends heavily on the contextual(who says it,when it is said,how it is said)or nonverbal aspects of communicationnCommunication in a low-context culture depends more on explicit,verbally expressed commun

13、icationsnHall places eleven cultures along a high-context/low-context continuum Differences in Management Styles Around the World4.Differences in Communication StylesnLevel of formality in addressing business clients by first name nLevel of formality in addressing your boss by first name nTempo or s

14、peed in getting“down to business”nPerception of time varies in many cultures 5.Differences in Negotiations EmphasisDifferences with respect to the product,its price and terms,services associated with the product,and finally,friendship between vendors and customersDifferences in Management Styles Aro

15、und the World6.P-Time versus M-TimeM-time,or monochronic time,typifies most North Americans,Swiss,Germans,and Scandinavians Most low-context cultures operate on M-time concentrating on one thing at a time P-time,or polychronic time,is more dominant in high-context culturesP-time is characterized by

16、multi-tasking and by“a great involvement with people”Comparison of M-time and P-time P-time M-time Do one thing at a time do many thing at once concentrate on the job are easily distracted and subject to interruption take time commitments consider time commitment(deadline,schedules)seriously as an o

17、bjective to be achieved,if possibleAre low context and need information are high contextAre committed to the job are committed to the people and human relationsAdhere to plans Change plans often and easily Are accustomed to short termed relationship have a strong tendency to built life time relation

18、shipAre concerned about not disturbing are more concerned withOthers with people close to them Gender Bias in International BusinessThe gender bias against women managers exists in some countries Gender bias poses significant challenges in cross-cultural negotiations Women are not accepted in upper

19、level management roles in Asian,Middle Eastern,and Latin American International Business:Strategy,Management,and the New Realities19Deal vs.Relationship OrientationnDeal-oriented cultures-managers focus on the task at hand,are impersonal,typically use contracts,and want to just“get down to business.

20、”Examples-Australia,Northern Europe,and North America nRelationship-oriented cultures-managers value affiliations with people,rapport,and get to know the other party in business interactions;relationships are more important than the deal-trust is highly valued in business agreements.Examples-China,J

21、apan,Latin American countries-it took nine years for Volkswagen to negotiate an automobile factory in China.Business EthicsBusiness ethics is complex in the international marketplace because value judgments differ widely among culturally diverse groups The Foreign Corrupt Practices Act 1997:Imprison

22、ment for bribery Existence of different levels of corruption,bribery,and fraudCorruption varyingly defined from culture to culture Bribery creates a major conflict between ethics and profitability Transparency InternationalCulture,Management style,and Business systemnBusiness ethic Ethics refers to

23、the moral behavior of people,firms,or governments-issues often arise,or may be exacerbated,by deficiencies in legal systems.Bribery:Variations on a ThemeBribery:nVoluntarily offered payment by someone seeking unlawful advantageExtortion:Payments are extracted under duress by someone in authority fro

24、m a person seeking only what they are lawfully entitled Bribery:Variations on a ThemeLubrication:nInvolves a relatively small sum of cash,a gift,or a service given to a low-ranking official in a country where such offerings are not prohibited by law Subornation:Involves giving large sums of money-fr

25、equently not properly accounted fordesigned to entice an official to commit an illegal act on behalf of the one offering the bribe;involves breaking the lawEthical and Socially Responsible DecisionsAreas of decision making where ethical issues arise:1.employment practices and policies,2.consumer pro

26、tection,3.environmental protection,4.political payments and involvement in political affairs of the country,and 5.basic human rights and fundamental freedomsA Framework for Ethical PreceptsThree ethical principles that provide a framework for distinguishing between right and wrong:(1)Utilitarian eth

27、ics(2)Rights of the parties(3)Justice or fairnessDoes the action optimize the“common good”or benefits of all constituencies?And,who are the pertinent constituencies?Does the action respect the rights of the individuals involved?Does the action respect the canons of justice or fairness to all parties

28、 involved?Case study经营计划再好,要是文化上产生误解,也会出纰漏.一个美国商人的经历很好的说明了这一问题.此人到东京去和一家日本公司签约,行程安排中仅有一周时间供他“搞定合同”,然后回家.周一,也就是他到达东京后的第一天,日方请他打高尔夫球.结果,美国人胜了两杆.第二天,他想该谈判了吧,但日商却还要打高尔夫球.他们于是又打了一回,美国人又赢了.当日方提示第三天再打高尔夫球时,他有些沮丧,冲口而出:“我们什么时候才能干正经事呢?”主人吃了一惊,回答说:“我们一直在谈正事呀”美国人不明就里,当然也就没能好好利用前两天打高尔夫球的机会,最起码,他本应当在第二天输几杆(当然,为了促使客人的面子,主人是不会轻易让他输的).于是,他们在第三天开始了会谈,并于周六签订了合同.美国人由于急于达成协议,随着他自定的期限的临近,不得不在好几个方面做出了让步试讨论:在本例中,由于文化背景不同而带来的商业惯例上的冲突都体现在哪些地方?又可能会带来什么后果?