IB presentation

1. MANAGING ACROSS CULTURE
DUYGU NİCE TOKATLI
İBRAHİM KAAN UYANIK
SİNEM ARELİ
ALEKSANDRA KAPAŁA

2. CONTENT
1.What does culture means?
2. Body Language
3. How does the culture affects the way of managing
the company?
4. Articles, Examples
5. Conclusion

3. CULTURE
“CULTURE IS A WAY OF LİFE OF A SOCIETY.”
C.WEISLER
Deffinition;
Acquired knowledge that people use to interpret
experience and generate social behavior.
Norms
Attitudes
Values Influences Behaviors

4. CHARACTERISTıCS OF CULTURE
Learned
 Shared
 Transgenerational
 Symbolic
 Patterned
 Adaptive


5. BODY LANGUAGE IN DIFFERENT CULTURES
Handshakes
 Eye Contact
 Greetings
 Personal Spaces
 Touching
 Small Talks
 Gestures
 Personal Dress and Hygiene

Lets see it in
video
http://www.you
tube.com/watc
h?v=MJcg_HE
fzgo

6. HOW THE CULTURE AFFECTS THE PATTERN OF
MANAGING THE COMPANY?
 boss
or team players
 time and priorities approach
 centralized or decentralized decision
making
 stability or innovation, safety or risk in
decision making
 formal or informal procedures

7. CENTRALIZED VS DECENTRALIZED DECISION
MAKING

In some societies top managers make all important
decisions. In others lower – level managers actively
participate in making decisions

8. STABILITY VS INNOVATION, SAFETY VS RISK IN
DECISION MAKING
Some countries value stability and resistance to
change, others put high importance on innovation
brought by changes. What is more some societies
are risk averse, in other managers have little
problem with making decisions in condition of
uncertainty.


9. FORMAL VS INFORMAL PROCEDURES
In some countries procedures are followed rigidly,
in others many things are accomplished on informal
basics.


10. CROSS-CULTURAL MOTIVATION
Individual vs. Group Rewards
 High Organizational Loyalty vs. Low Organizational
Loyalty
 Cooperation vs. Competition


11. INDIVIDUAL VS. GROUP REWARDS:

In some countries, personnel who do outstanding
work are given individual rewards in the form of
bonuses and commissions.
In others, cultural norms require group
rewards, and individual rewards are
frowned upon


12. HIGH ORGANIZATIONAL LOYALTY VS. LOW
ORGANIZATIONAL LOYALTY

In some societies, people identify very strongly with
their organization or employer.
In others, people identify with
their occupational group,
such as engineer or mechanic.


13. COOPERATION VS. COMPETITION

Some societies encourage cooperation between
their people.

Others encourage competition between their
people.

14. MANAGING INTERCULTURAL NEGOTIATIONS
Negotiation: Process of bargaining with one more
parties to arrive at solution acceptable to all.
 Two types of negotiation:
 Distributive
 Integrative


15. NEGOTIATION TYPES AND CHARACTERISTICS
Characteristics
Distributive
Negotiations
Integrative
Negotiations
Objective
Claim maximum value
Create and claim value
Motivation
Individual self-benefit
Group-cooperative
benefit
Interests
Divergent
Overlapping
Relationship
Short term
Long term
Outcome
Win-lose
Win-win

16. NEGOTIATION STYLES FROM A CROSS-CULTURAL
PERSPECTIVE
Element
U.S
Japanese
Arabians
Mexicans
Group composition
Marketing oriented
Function oriented
Comitee of specialists
Friendship oriented
Number involved
2-3
4-7
4-6
2-3
Space of orientation
Confrontational;
competative
Display harmonious
relationship
Status
Close, friendly
Establishing rapport
Short period: direct to
task
Longer period; until
harmony
Long period; until trusted
Longer period; discuss
family
Exchange of
information
Documented: step by
step; multimedia
Extensive; concentrate
on receiving side
Less emphasis on
technology, more on
relationship
Less emphasis on
technology, more on
relationship
Persuasion tools
Time pressure; loss of
saving/making money
Maintain relationship
references
Go-between; hospitality
Emphasis on family
and on social
concerns
Use of language
Open, direct, sense of
urgency
Indirect, appreciative,
cooperative
Flattery, emotional,
religious
Respectful, gracious
Decision-making
peocess
Top management
team
Collective
Team makes
recomendation
Senior manager and
secretary
Decision maker
Top management
team
Middle line with team
sonsensus
Senior manager
Senior manager
Risk taking
Calculated personal
responsibility
Low group
responsibility
Religion based
Personally responsible

17. STEPS OF THE NEGOTIATION PROCESS
1. Planning
2. Interpersonal relationship building
3. Exchange of task related
information
4. Persuasion
5. Agreement

18. REFERENCES
http://www.samdiener.com/2009/10/body-languagein-different-cultures/
 http://www.everyculture.com/index.html
 http://www.kwintessential.co.uk/


19. ANY QUESTION?