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Additional Internet Sites:. http://embassy.org http://www.census.gov/foreign-trade/reference/codes/index.html http://www.trade.gov/td/tic/tariff/country_sites.htm http://www.commercenetindia.com/ http://faccparisfrance.com/them/5leg.htm - PowerPoint PPT Presentation
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6-1Irwin/McGraw-Hill [Modified by EvS]
Additional Internet Sites:
http://embassy.org http://www.census.gov/foreign-trade/reference/codes/
index.html http://www.trade.gov/td/tic/tariff/country_sites.htm http://www.commercenetindia.com/ http://faccparisfrance.com/them/5leg.htm http://www.iworldtradelink.com/internationaltradesites.html http://www.wcoomd.org/ie/En/CustomsWebSites/
customswebsites.html http://www.buyusa.gov/home/ http://www.trade.gov/td/tic/tariff/country_sites.htm
6-2Irwin/McGraw-Hill [Modified by EvS]
HON Industries InformationOffice Chairs (import)
9401.30.8030– Swivel seats with variable height
adjustment, made with metal frames
6-3Irwin/McGraw-Hill [Modified by EvS]
6-4Irwin/McGraw-Hill [Modified by EvS]
HON Industries InformationOffice Chairs (import)
9401.30.8030– Swivel seats with variable height
adjustment, made with metal frames
Chair Swivel Bases (Import) 9401.90.5080– Parts of seats made with metal
6-5Irwin/McGraw-Hill [Modified by EvS]
6-6Irwin/McGraw-Hill [Modified by EvS]
HON Industries Information Office Chairs (import) 9401.30.8030
– Swivel seats with variable height adjustment, made with metal frames
Chair Swivel Bases (Import) 9401.90.5080– Parts of seats made with metal
File Cabinets (Export or Import) 9403.10.0020
Service – Call Center:– If completed part is imported, value must be
added. (dutiable at the same HTS). If not, no HTS code / no duty.
6-7Irwin/McGraw-Hill [Modified by EvS]
Mgt 470-4-8Irwin/McGraw-Hill [Modified by EvS]
MANAGING ACROSS CULTURES
Mgt 470CHAPTER 6
6-9Irwin/McGraw-Hill [Modified by EvS]
Additional Internet Sites:
http://www.trade.gov/td/tic/tariff/country_sites.htm– Identifies most tariff by country / region
http://www.infoprod.co.il/country/saudia2f.htm– Information on Middle East
http://www.intracen.org/index.htm– International Trade Center (with Country Information)
6-10Irwin/McGraw-Hill [Modified by EvS]
Footwear International Case
1. Which cultural dimensions (of those that we’ve touched on or read about in class) are relevant in considering the product of shoes in the market of Bangladesh? Why?
2. What was the first indication of a possible problem?
3. Who is responsible? Why?4. What should John Carlson have done, when,
and why?5. What is the common thread between the
IKEA, Disney and Footwear case studies (cite specific examples to support at least three commonalities)
6-11Irwin/McGraw-Hill [Modified by EvS]
Fundamental factors in designing Organizations
‚Underlying valuesObjectives‚StructureNumber of jobsMethods of communicationRelationships‚Planning and control(s)Planning, measurement, evaluation schemes‚Compensation / reward systemPay philosophy, promotions, raises, bonuses, etc.‚Workforce selectionCriteria for selection at different levels‚Training, technological adaptation‚Utilization of external “expertise”
6-12Irwin/McGraw-Hill [Modified by EvS]
Strategies for Managing Across Cultures
3 Central Management issues when considering going global:– Organizational Structure
Authority / AutonomyReporting relationships
– Planning, Measurement, Control schemes
– Standardization / Adaptation
6-13Irwin/McGraw-Hill [Modified by EvS]
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
6-14Irwin/McGraw-Hill [Modified by EvS]
Strategies for Managing Across Cultures
Globalization - National responsiveness
–Why is this an issue?
6-15Irwin/McGraw-Hill [Modified by EvS]
Strategies for Managing Across Cultures
Cultural differences making a difference
6-16Irwin/McGraw-Hill [Modified by EvS]
Strategies for Managing Across Cultures
Cultural differences making a difference– 6 Basic cultural variations
People’s NatureRelationship to natureRelationship to other peopleModality of human activityTemporal focus on human activityConception of space
6-17Irwin/McGraw-Hill [Modified by EvS]
Strategies for Managing Across Cultures
Cultural differences making a difference– How they view time– The collectivist / individualistic dimension– Power Distance (also shows in language)– Attitude towards affection– Nature of business conversations– Negotiating styles– Protocol for meetings (whether business
or personal)– Eating behaviors– Dress / appearance
6-18Irwin/McGraw-Hill [Modified by EvS]
Strategies for Managing Across Cultures
Why are MNCs committed to a “globalization imperative?”
6-19Irwin/McGraw-Hill [Modified by EvS]
Strategies for Managing Across Cultures
Why develop unique strategies?
6-20Irwin/McGraw-Hill [Modified by EvS]
Strategies for Managing Across Cultures
Why develop unique strategies?– Diversity of worldwide standards – Cell phones, Televisions, Household appliances– Continued demand by customers for
differentiated products– Importance of being perceived to be an
"insider”US Toyota
– Difficulty of managing global operations – Issues of decentralization– Allow subsidiaries to use talants & abilities– Prevent "headquarters" from being a constraint
6-21Irwin/McGraw-Hill [Modified by EvS]
Globalization Vs. National Responsiveness Matrix
National Responsiveness
High Low
High globalization Mixed
Low Mixed National
Responsiveness
Globalization
6-22Irwin/McGraw-Hill [Modified by EvS]
Strategies for Managing Across Cultures
Globalization paradox– Impossibility of conducting business
“one-way”– “Secret Hope”
Transportability of successful strategies & procedures
There are more cultural differences than similarities
6-23Irwin/McGraw-Hill [Modified by EvS]
Barriers to Effective Cross-Cultural Management
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
6-24Irwin/McGraw-Hill [Modified by EvS]
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.
6-25Irwin/McGraw-Hill [Modified by EvS]
General Similarities Across Cultures
Managerial behaviors in Russia– communication– HRM– traditional management– networking
Application of O.B. Mod. in Russia Organizational commitment in
Korea
6-26Irwin/McGraw-Hill [Modified by EvS]
General Differences Across Cultures
HRM activities– labor laws– wages– vacation time– maternity leave– compensation– group Vs. individual incentives
6-27Irwin/McGraw-Hill [Modified by EvS]
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
6-28Irwin/McGraw-Hill [Modified by EvS]
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
6-29Irwin/McGraw-Hill [Modified by EvS]
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
6-30Irwin/McGraw-Hill [Modified by EvS]
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
France
6-31Irwin/McGraw-Hill [Modified by EvS]
Doing Business in Arab Countries
{Http://arab.net/} 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
6-32Irwin/McGraw-Hill [Modified by EvS]
HON IndustriesWhat is at least ONE reason
that HON is / or may be interested in conducting business in {your researched country}
6-33Irwin/McGraw-Hill [Modified by EvS]
HON IndustriesWhat is at least ONE reason that
HON is / or may be interested in conducting business in {your researched country}– Cost of Materials?– Quality of Materials?– Cost of Labor?– Quality of Labor?– Access to Natural Resources– Access to other resources?– Access to an available market?