1. 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.

2. 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?

3. 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.

4. 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.

5. (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.

6. 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.

7. (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.