culture, management, and business systems chapter 5

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Culture, Management, Culture, Management, and Business Systems and Business Systems Chapter 5 Chapter 5

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Page 1: Culture, Management, and Business Systems Chapter 5

Culture, Management, and Culture, Management, and Business SystemsBusiness Systems

Chapter 5Chapter 5

Page 2: Culture, Management, and Business Systems Chapter 5

AdaptationAdaptation

• AdaptationAdaptation

• ImperativesImperatives– RelationshipsRelationships

• ElectivesElectives– BeveragesBeverages

• ExclusivesExclusives– ReligionReligion– PoliticsPolitics

Page 3: Culture, Management, and Business Systems Chapter 5

U.S. Business CultureU.S. Business Culture

• ““Master of destiny” viewpointMaster of destiny” viewpoint

• Independent enterprise for social actionIndependent enterprise for social action

• Personnel selection and promotion on Personnel selection and promotion on meritmerit

• Decisions based on objective analysisDecisions based on objective analysis

• Sharing of decision-makingSharing of decision-making

• Constant improvementConstant improvement

• Competition yielding efficiencyCompetition yielding efficiency

Page 4: Culture, Management, and Business Systems Chapter 5

Global Management StylesGlobal Management Styles

• Authority & Decision-makingAuthority & Decision-making– Top level decision-makingTop level decision-making– Decentralized decision-makingDecentralized decision-making– Committee/ Group decisionsCommittee/ Group decisions

• Management GoalsManagement Goals– SecuritySecurity– Personal lifePersonal life– Affiliation and social acceptanceAffiliation and social acceptance– Power and achievementPower and achievement

Page 5: Culture, Management, and Business Systems Chapter 5

Global Management StylesGlobal Management Styles

• CommunicationCommunication– Face-to-faceFace-to-face– Internet communicationInternet communication

• Formality and tempoFormality and tempo– First-name basisFirst-name basis– Speed of negotiationsSpeed of negotiations

• Time considerationTime consideration– Monochronic time (M-time)Monochronic time (M-time)– Polychronic time (P-time)Polychronic time (P-time)

• NegotiationsNegotiations

Page 6: Culture, Management, and Business Systems Chapter 5

Gender biasGender bias

• Does it really exist?Does it really exist?

• If so, how can it be overcome?If so, how can it be overcome?

Page 7: Culture, Management, and Business Systems Chapter 5

EthicsEthics

• What is it?What is it?– Relative to each countryRelative to each country

• BribesBribes– Are they wrong?Are they wrong?– Organization of Economic Cooperation Organization of Economic Cooperation

and Development (OECD)and Development (OECD)– Transparency InternationalTransparency International

Page 8: Culture, Management, and Business Systems Chapter 5

BriberyBribery

• Bribery and extortionBribery and extortion

• Subornation and lubricationSubornation and lubrication

• Agent’s feesAgent’s fees– Foreign Corrupt Practices ActForeign Corrupt Practices Act

Page 9: Culture, Management, and Business Systems Chapter 5

Ethical Decision-makingEthical Decision-making

• Frameworks for good decision-Frameworks for good decision-makingmaking– Utilitarian Utilitarian – Rights of the partiesRights of the parties– Justice or fairnessJustice or fairness

Page 10: Culture, Management, and Business Systems Chapter 5

Strategy and CultureStrategy and Culture

• StrategyStrategy– American cultureAmerican culture

• IndividualisticIndividualistic

– Japanese cultureJapanese culture•CommunitarianCommunitarian

• CultureCulture– Information-Oriented Information-Oriented – Relationship-OrientedRelationship-Oriented