1. Chapter 5 Managing Across Cultures

2. Car Culture: Who’s the leader?  Chart p. 140  http://www.bloomberg.com/news/2 012-09-04/china-slowing-auto- sales-still-eclipse-u-s-japan- germany-cars.html http://www.bloomberg.com/news/2 012-09-04/china-slowing-auto- sales-still-eclipse-u-s-japan- germany-cars.html

3. “Empower and invest in local communities” 4 Strategic Dispositions 1) Ethnocentric- WHS is seeking to do this strategic method by sending EE’s to other countries with their values & interest, to set up the plant 2) Polycentric- WHS may eventually implement this method by hiring & promoting citizens that are in the host country, costs are lower, EE’s know culture

4. “Localize manufacturing with enough demand” 4 Strategic Dispositions 3) Regiocentric- WHS could hire those from a specific region of a country for key positions, could be from host or 3 rd country, may face cultural differences 4) Geocentric- WHS probably won’t venture this disposition, collective of best in the field around the world for key positions

5. Meeting the Challenge  Why do MNC’s stay committed to Globalization Imperative?  Trompenaars’s Approach for Cultural Dimensions & Advertising  Figure 5-1 p. 144

6. 5 of the 10 Key Factors for MNC Success p. 145  Visioning themselves as a MNC  Develop strategies=$$ for other firms  Operate as 1 large org vs many small  Allow outside directors in active role  Develops a system, keeps all informed about political changes worldwide, act quickly

7. Cross-Cultural Differences and Similarities  Parochialism- Viewing the world through one’s own eyes & perspectives  Simplification- Exhibiting the same orientation/ways toward different cultural groups  Table 5-2 p. 147

8. Are there similarities across cultures?  Studies showed yes, but these are controlled studies  Russian and Korean  Differences across Cultures?  HAIRL system of appraisal & Shell Oil

9. Figure 5-2 p. 151  HRM and Managers need to know the difference between countries  Must understand the local environment, cultural differences to be addressed, no stereotyping or assumptions

10. Doing Business In China  Aka- (PRC)- People’s Republic of China  Primary Criterion= Technical competence  Punctual, patience, numerous meeting w/high cancellations, Guanxi (pronounced guangshe), good listener, collective society, less animated, reserved, no boisterous behavior, maintain greater physical distance

11. Doing Business in China  8 Cultural Highlights p. 155  Family First, but financial and material well-being is rising, workplace harmony, personal well- being services

12. Doing Business in Russia- 12 Opportunities  Build personal relationships  Local consultants  Consider their business ethics  Be patient  Stress exclusively  Personal relations  Financial info personal  Research the company  Stress mutual gain  Clear terminology  Don’t be too quick  Show benefits of if the deal is adhered to

13. Doing Business in India- Their customs  Be on time  No personal questions  Titles are important  No public display of affection  Ok to bargain for goods/services  Don’t use finger to point but the chin and palm down is beckoning  Use right hand to accept things & eat  Namaste to greet  Be polite/ courteous

14. Beijing, here we come! p. 165  3 Questions  Teams will be chosen to answer