國際營銷chapter5

1、McGraw-Hill/Irwin Copyright 2013 by The McGraw-Hill Companies, Inc. All rights reserved.Culture, Management Style, and Business SystemsChapter 55-2Learning ObjectivesLO1The necessity for adapting to cultural differencesLO2 How and why management styles vary around the worldLO3 The extent and implica

2、tions of gender bias in other countriesLO4 The importance of cultural differences in business ethicsLO5 The differences between relationship-oriented and information-oriented cultures5-3 H1: “Culture not only establishes the criteria for day-to-day business behavior, but also forms general patterns

3、of values and motivations.”. Give examples.5-45-4 Culture, including all its elements, profoundly affects management style and overall business systems. Americans-Individualists Japanese-Consensus oriented & committed to the group Central & Southern Europeans-Elitists and rank conscious Stereotypica

4、l though, differences really exist5-55-5management style Knowledge of the management style existing in a country and a willingness to accommodate the differences are important to success in an international market. H2: Whats management style? Business culture Management values Business methods Behav

5、iors5-6 . Requires Adaptation The necessity for adapting to cultural difference？ Adaptation is a key concept in international marketing, and willingness to adapt is a crucial attitude. Adaptation, or at least accommodation, is required on small matters as well as large ones. More than tolerance is r

6、equired. affirmative acceptance ,that is open tolerance may be needed H3: To successfully deal with individuals, firms, or authorities in foreign countries, what are the basic criteria that managers should be able to meet? (both in Chinese and English)5-7 . Requires Adaptation To successfully deal w

7、ith individuals, firms, or authorities in foreign countries, managers should exhibit: open tolerance, flexibility, humility, justice/fairness, ability to adjust to varying tempos, curiosity/interest, knowledge of the country, liking for others, ability to command respect, and ability to integrate on

8、eself into the environment5-8H4: Does adaptation require business executives to forsake their ways and change to local customs? Explain. Essential to effective adaptation Be aware of local customs Willing to accommodate the differences If it doesnt, how business executives should respond to local cu

9、stoms ? Give some examples. The key to adaptation is to remain American but to develop an understanding of and willingness to accommodate the differences that exist5-9 H5: Business customs can be grouped into three categories, what are they? Whats Cultural Imperatives? Give some examples. Whats Cult

10、ural Electives ? Give some examples. Whats Cultural Exclusives ? Give some examples.5-102. Cultural Imperatives, Electives and Exclusives Cultural imperatives: business customs and expectations that must be met, conformed, recognized and accommodated if relationships are to be successful5-112. Cultu

11、ral Imperatives, Electives and Exclusives Cultural electives: areas of behavior or to customs that cultural aliens may wish to conform to or participate in but that are not required5-122. Cultural Imperatives, Electives and Exclusives Cultural exclusives: customs or behavior patterns reserved exclus

12、ively for the locals and from which the foreigner is barred and must not participate5-13. The Impact of American Culture Ways in which U.S. culture has influenced management style include, but are not limited to, the following: 1. “Master of destiny” viewpoint 2. Independent enterprise as the instru

13、ment of social action 3. Personnel selection and reward based on merit 4. Decisions based on objective analysis 5. Wide sharing in decision making6. Never-ending quest for improvement7. Competition yielding efficiency5-14 H7: How to understand “Master of destiny” viewpoint of American culture? peopl

14、e can substantially influence the future; they are in control of their own destinies.5-15 H10: There are at least three reasons to focus briefly on American culture and management style:for Americans, it is important to be aware of the elements of culture influencing decisions and behaviors. for tho

15、se new to American culture, it is useful to better understand business associates from the States as the U.S. market is the biggest export market in the worldsince the late 1990s, American business culture has been exported around the world5-16 Management Styles Around the World 1. Authority and Dec

16、ision Making Business size, ownership, public accountability and cultural values that determine the prominence of status and position combine to influence the authority structure of business. In high-PDI countries subordinates are not likely to contradict bosses, but in low-PDI countries they often

17、do5-17 H11: What are the three typical patterns ? top-level management decisions, decentralized decisions, and committee or group decisions5-18 Top-level management decision making means only top executives have the authority to make decision. Decentralized decision making allows executives at diffe

18、rent levels of management to exercise authority over their own functions. Committee decision making is by group or consensus. 5-19Differentiate top-level management decisions and decentralized decisions.Top-level management decision Decentralized decision making decision making by top managers. exec

19、utives at different levels of management to exercise authority over their own functions. businesses are small enoughLarge scale companiesTop man prefer to deal with other executives with powers . Do business with an individual per seMiddle managementTitle or position takes preference over individual

20、 5-20 Which patterns do these countries, such as Venezuela, France, Mexico; America and Japan belong to separately? Whats the relationship between the business authority patterns and PDI? Differentiate top-level management decisions and decentralized decisions.5-21Group works H12: Discuss the market

21、ing approaches to each of the three authority patterns. In top-level management decisions and decentralized decisions societies, the chief problem is to identify the individual with authority. In committee or group decisions society, every committee member must be convinced of the merits of the prop

22、osition or product in question.5-225-222. Management Objectives and Aspirations The training and background (i.e., cultural environment) of managers significantly affect their personal and business outlooks. Society as a whole establishes the social rank or status of management, and cultural backgro

23、und dictates patterns of aspirations and objectives among businesspeople. 5-235-23(1) security and job mobility Personal security and job mobility relate directly to basic human motivation and therefore have widespread economic and social implications.What does security mean?-Big paycheck and traini

24、ng (Britain)-The security of lifetime positions within the firm-Adequate retirement plans and other welfare benefits5-24 Commitment of workers to their companies tended to be higher in countries higher in IDV and lower in PDI. 5-255-253. Communication Styles Face-to-face communication Internet commu

25、nications What are silent languages? Silent languages include time, space, things, friendships and agreement 5-26(1)Face-to-face communication H16: What are the differences of communication between a high-context culture and a low-context culture? Communication in a high-context culture depends heav

26、ily on the contextual (who says it, when it is said, how it is said) or nonverbal aspects of communication Communication in a low-context culture depends more on explicit, verbally expressed communications5-275-285-28 Whats the relationship between PDI and high/low-context culture? 5-295-294. Formal

27、ity and Tempo H18: “A German executive commented that he was taken aback when employees of his Indiana client called him by his first name.” explain. Higher on Hofstedes Power Distance Index (PDI)5-305. P-Time versus M-Time Edward T. Hall defines two time systems in the world: monochromic and polych

28、romic time. Whats monochromic time? Whats polychromic time? 5-315-315. P-Time versus M-Time Monochromic time Tend to concentrate on one thing at a time Divide time into small units and are concerned with promptness Most low-context cultures operate on M-Time, typifies most North Americans, Swiss, Ge

29、rmans, and Scandinavians5-325-325. P-Time versus M-Time Polychromic time Characterized by the simultaneous occurrence of many things Allows for relationships to build and context to be absorbed as parts of high-context cultures Dominant in high-context cultures5-335-33 .Gender Bias in International

30、Business H23: Women represent only 18% of the employees who are chosen for international assignments. Why? Deep-seated negative attitudes towards women have roots in some cultures. Inability to succeed abroad In many cultures women not typically found in upper levels of management, and are treated v

31、ery differently from men. Asia, Middle East, Latin America5-345-35 H24: “A key to success for both men and women in international business often hinges on the strength of a firms backing.” Discuss. Training, strong backing from her firms including title, support structure, report relationship5-365-3

32、6 H25: What are the benefits to executives who have had international experience? More likely to get promoted, Have higher rewards, and have Greater occupational tenure5-37 Bribery creates a major conflict between ethics and profitability H27: Political payoffs are a problem; how would you react if

33、you faced the prospect of paying a bribe? If you knew that by not paying you would not be able to complete a $10 million contract? 5-38Written homework H28: Visit Transparency International Web page and check to see how the CPI Index for countries listed in Exhibit 5-5 has changed. Searching TIs databank, explain why the changes have occurred.