2. Title
The task of international managers is more complex
due to the fact they deal with a community in a foreign
country, which often has different attitudes and views,
beliefs and religions, customs and habits, languages
and accents, fashions and dresses. Discuss
3. INTRODUCTION
Management possesses an instrumental function in
determining the success of an organisation.
Roles of managers are very broad.
While selecting managers, companies should be very
careful. Managers should possesses :-
high academic profile, aptitude to monitor individuals , ,
ability to take strategic risks , flexible and a good savoir-faire
in the field of business major leadership qualities, and
refined communication skills amongst others.
4. BASIC TASKS OF
MANAGERS
Monitoring.
Devise the schedules and calculate the
forecasted budgets.
Moralise the team.
Herald any new projects.
Stipulate the priority fields in the company.
Hiring and firing of the company members.
Guaranteeing product quality.
5. CONCEPT OF CULTURE IN
INTERNATIONAL BUSINESS
Culture impacts on each and every segment of the business
environment and most vital when dealing with international.
"Culture is a system for differentiating between in-group and
out-group people." Culture refers to the set of beliefs,
traditions, dressing codes, religions, language, attitudes and
other factors in galore, pertaining to one specific group of
people in a community or a country. Culture bears significant
impacts on international business management and two
prominent models have been devised administering the
problem in dealing with culture and international business.
6. Trompenaars and Hampden
Turner (1997)
Universalism versus Particularism- The concept of trust
should be acquired beforehand when doing a business .
Communitarianism versus Individualism- improve
performance while working together while individualism refers to being
subjective.
Neutral versus Emotional- neutral for people being less
talkative and less attaching while emotional refers to attachment and
affection between colleagues
Specific versus Diffuse- specific such as criticize subordinates
directly and openly without regarding their criticism and diffuse consisting
constitute an unacceptable loss of face.
7. Trompenaars and Hampden
Turner (1997)
Achievement versus Ascription- achievement being
based on ones performance while ascription refers to arbitrary placement
in a particular social status
Human-Time Relationship- while some can do several
jobs at a go others can just do one at a go.
Human-Nature Relationship- human relationship acts
as being able to control environmental factors while nature relationship is
where environmental factors are uncontrollable.
8. Hofstede model
P ower-Distance- society’s level of inequality endorsed by the
followers as much as by the leaders, being more unequal than others.
Individualism-Collectivism -ties between individual are
loose, everyone is expected to look after him/herself. On the collectivist
side there are group or extended families which continue protecting them
in exchange for unquestioning loyalty.
Masculinity-Femininity- Masculinity for being very
assertive and competitive while femininity for having caring values
Uncertainty avoidance- having tolerance for uncertainty
and ambiguity where man research for the truth
Long term-Short term- Long Term Orientation are
thrift and perseverance; values associated with Short Term
Orientation are respect for tradition, fulfilling social
obligations, and protecting one's 'face'.
9. CHALLENGES TO THE
INTERNATIONAL
MANAGER.
“There are truths on this side of the Pyrenees
that are falsehoods on the other ." Blaise
Pascal…
This quote succinctly suggests that the way people think and the
way they behave vary significantly from one country to the
other.
10. Attitudes and Views (Hofstede)
Under the Hofstede model, uncertainty avoidance refers to the
difference in attitudes of people towards risk.
While the Trompenaar’s model is the concept of neutral v/s
emotional- where managers should not influence local culture
11. BELIEFS AND RELIGIONS
Sensible and sometimes untouched issue in some countries round
the world- while some being atheist the importance to religion is not
so profound while others religion is at the centre of all decision-
making process
Business and managers should ensure that the proper decision is
taken regarding beliefs and religion.
For E.g. selling meat in India is regarded as a real offence to
religion since the Hindus worship the cows as being a form of God
12. Beliefs and Religion applied
to Hofstede and
Trompenaars
From Trompenaars point of view, Human-Nature relationship
is strongly correlated with religion and beliefs. Whatever
happens is God’s will.
In addition, the concept of Masculinity-Femininity holds true a
lot due to religion for E.g in the arab states, men are given
prior privileges and opportunities leaving no trace for women.
13. CUSTOMS AND HABITS
Taking greeting of a person for example, in the Greek
countries kissing n hugging people is a form of greeting while
for the Arab kissing and hugging is not allowed especially for
two persons of different sex and in Japan bowing from the
waist down is a sign of respect to the person in Japan.
The international managers should well perceived the customs
and habits of local citizens where he would go and work as
any failure in doing so can result in bad and disrespectful
association among his subordinates
14. Customs and Habits applied
Hofstede and Trompenaars
Trompenaars’s view of the universalism v/s particuliarism is
very well related to the custom and habits of a country.
The manager should take necessary precautions to give time
to its partners to earn respect from them.
In some countries, a culture based on meritocracy is common
irrespective of their age or sex. However, this custom does not
hold true for all countries as years of experience is preferred
and the seniors are awarded higher responsibilities and pay.
15. LANGUAGES AND
ACCENTS
Different countries have distinct languages and their way of
speaking and accents vary a lot among different segments of
the population.
For the international manager, acquiring some good and polite
language in the country he operates is very profitable in front
of his workers in the organisation.
16. Languages and accents
applied Hofstede and
Trompenaars
Learning all the languages in the world is really a difficult task, hence the
managers could try to lean simple and polite words. In addition, gestures is
also different as languages across the globe.
Trompenaars (1994) model of the universal truth v/s the particular instance
advocates that we cannot adopt the same rules, procedures to any other
country. Instead we need to adapt to the country’s culture
Trompenaars (1994) model of affective v/s neutral relationships depicts
how people in different countries may get along with socialising. Some are
devoted to socialise and form emotional culture while some have neutral
culture. Hence companies at international level should adapt to such
distinction in culture in terms of relationship
17. Fashions and Dresses
applied to Hofstede and
Trompenaars models
Each country is subjective to its particular fashion
and dresses, clothing is mainly demarcated between
oriental and occidental dresses. One will rarely see
an Indian with a pair of jeans and a backless. While
in America, wearing saris is pretty unseen
However due to globalisation, people dresses has
evolved into a globally accepted manner, but
exception still exist and lokks like will go on for some
more time.
18.
19. Language and accents
As languages differs so does clothing. The dressing in America
differs from that of the Arabic countries. E.g. low necklines,
sleeveless shirts, and short skirts are definitely a bad idea for
the Muslims.
20. CONCLUSION
International Business Management comprises of a lot of increments to the
work of a conventional management.
The right person has to be chosen since to perform such a task is
indubitably more complex.
The important aspect before selecting a manager should comprise of :-
Soft skills- such as the ability to work in international teams,
adaptability to new situations, sensitivity to different cultures and
relational skills. The manager should be self-reliant and have an open,
non-judgemental personality.
Development- The only way is through direct international experience
either by participating in international task forces or, more importantly,
by working and living abroad.
21. CONCLUSION
Development- The only way is through direct
international experience either by participating in
international task forces or, more importantly, by
working and living abroad.
