Chapter One: 1.1 INTERNATIONAL MANAGEMENT AND CULTURE INTRODUCTION FACTORS THAT INFLUENCE DECISION-MAKING USING CULTURE CROSS-CULTURAL AND INTERNATIONAL MANAGEMENT IMPLICATIONS FOR THE MANAGER SUMMARY EXERCISE.

Chapter One: 1.2 The questions facing the international manager are WHEN IS CULTURE A SIGNIFICANT FACTOR, AND WHEN IS IT NOT? And when culture IS significant, HOW MUCH WEIGHT SHOULD BE GIVEN TO CULTURE AS AGAINST OTHER FACTORS? HOW CAN CULTURAL ANALYSIS BE APPLIED TO SOLVING A PROBLEM, OR EXPLOITING AN OPPORTUNITY?

Chapter One: 1.3 INTERNAL FACTORS THAT INFLUENCE DECISION-MAKING These include the CEO’s psychological make-up the organizational strategy existing resources (including finance, plant, staff, technology) organizational history policies and systems organizational culture.

Chapter One: 1.4 EXTERNAL FACTORS THAT INFLUENCE DECISION-MAKING These include decisions made by competitors, suppliers, and customers labor markets technology the national, regional, and world economies financial markets local, national, regional, and international politics.

(1.4) laws and regulations infrastructure factors (transport, power, etc) trade unions, professional associations, consumer groups ethical and religious systems factors in the green environment industry interests NATIONAL CULTURE.

Chapter One: 1.5 DEFINING NATIONAL CULTURE Hofstede (2001, pp. 9–10) defines culture as the collective programming of the mind which distinguishes the members of one human group from another. … Culture, in this sense, include values; systems of values are a core element of culture.

(1.5) This implies that a culture is particular to one group and not others it is learned, and is passed down from one generation to the next it makes behavior of group members predictable (within limits) culture includes systems of values, and is influenced by religious belief, political and economic systems, material culture, technology, etc.