TOWARDS AN INTERNATIONAL AND TRANSNATIONAL MANAGEMENT

MAIN ASSERTIONS: 1
ALL SOCIETIES HAVE TO RESOLVE THREE MAIN DILEMMAS:
HOW DO WE RELATE TO OTHER PEOPLE HOW DO WE MANAGE TIME HOW DO WE RELATE TO ENVIRONMENT

ASSERTION 2
THE RESOLUTIONS TO THESE DILEMMAS DIFFER FROM ONE SOCIETY TO THE OTHER THESE RESOLUTIONS REFLECT VALUE PRIORITIES THESE NATIONAL PRIORITIES DO NOT EXCLUDE OTHER PRIORITIES 100 PERCENT

THUS, EACH CULTURE PRESENTS RECONCILIATIONS OF THE PRIORITIES

ASSERTION 3
SUCCESSFUL BUSINESSES MANAGE THESE RECONCILIATIONS BETTER THAN OTHERS THEREFORE, THE KNOWLEDGE OF OTHER PRIORITIES AND OTHER METHODS OF RECONCILING THEM IS ESSENTIAL

RELATING TO OTHERS
UNIVERSALISM/PARTICULARISM(RULES VS RELATIONSHIPS) COMMUNITARIANISM/INDIVIDUALISM (GROUP VS INDIVIDUAL) NEUTRAL/EMOTIONAL (THE RANGE IF FEELINGS) DIFFUSE/SPECIFIC (THE RANGE OF INVOLVEMENT) ACHIEVEMENT/ASCRIPTION (HOW STATUS IS ACCORDED)

UNIVERSALISM
SIMPLISTIC NOTION: MORE ADVANCED THE SOCIETY, THE MORE THE DOMINANCE OF RULES

CONTRACT ARE WEIGHTY

TIMING OF THE BUSINESS CONTACT IS PRECISE HQ WILL RUN THE BUSINESS FROM THE HEAD OFFICE W/ POLICIES AND PROCEDURES HQ DECIDES HOW THE JOB EVALUATION WILL BE DONE IN ALL NATIONAL MARKETS RESPONSE FROM PARTICULARISTIC NATIONS: LIP SERVICE AND CORPORATE RAIN DANCE

TEST UNIVERSALISM
YOU ARE A JOURNALIST WRITING A RESTAURAN CRITIQUE OF A RESTAURANT OWNED BY A GOOD FRIEND OF YOURS. YOU ATE THERE AND IT STINKS. DOES SHE HAVE A RIGHT TO EXPECT YOU TO GO EASY ON YOUR REVIEW?
DEFINITELY SOME RIGHT NO RIGHT WOULD YOU GO EASY ON YOUR REVIEW? YES NO

RESULTS
NO RIGHT, WOULD NOT WRITE A GOOD REVIEW
ONLY 24% SERBIA RUSSIA 47% FINDLAND 75% USA 66% MEXICO 59% SWITZERLAND 74% CANADA 69%

RECONCILIATION OF UNIVERSALISM AND PARTICULARISM

APPLY THE RULES FOR CONSISTENCY AND EQUITY NEED TO AVOID RIGIDITY AND BUREAUCRACY ENCOURAGE ADAPATATION TO PARTICULAR SITUATIONS (LOCAL DISCRETION) NEED TO AVOID CHAOS AND LOSE SENSE OF CENTRAL DIRECTION RESORT TO MORE CENTRAL GUIDELINES

INDIVIDUALISM
FOCUS IS WHAT I WANT, THEN NEGOTIATE THE DIFFERENCES. MORE FREQUENT I FORM DECISIONS ARE MADE BY INDIVIDUALS AND THEIR REPS, ON THE SPOT THE AIM IS TO MAKE A QUICK DEAL PEOPLE ACHIEVE ALONE PEOPLE ASSUME PERSONAL RESPONSIBILITY VACATIONS IN PAIRS/ OR ALONE

TEST OF INDIVIDUALISM
HOW DOES IMPROVE THE QUALITY OF LIFE? HAVE MAXIMUM INDIVIDUAL FREEDOM AND OPPORTUNITY DEVELOP THEMSELVES. QUALITY OF THEIR LIFE WILL IMPROVE AS A RESULT HAVE INDIVIDUALS CONTINUALLY TAKE CARE OF FELLOW HUMAN BEINGS QUALITY OF LIFE. EVERYONES QUALITY OF LIFE WILL INCREASE AS A RESULT

RESULTS
OPTING FOR INDIVIDUAL FREEDOM
EGYPT 30% ISRAEL 89% USA 69% MEXICO32% RUSSIA 60%

COMMUNITARIANSIM
FOCUS IS ON A SHARED CONCEPT OF PUBLIC OR COLLECTIVE GOOD MORE FREQUENT WE FORM DECISIONS ARE CLEARED W/ THE ORGANIZATION ACHIEVEMENT/FAILURE IN GROUPS JOINT RESPONSIBILITY GROUP OR EXTENDED FAMILY VACATIONS THE AIM TO BUILD A LASTING RELATIONSHIP

RECONCILING I AND WE
ENCOURAGE INDIVIDUAL FREEDOM AND RESPONSIBILITY BUT, NEED TO AVOID SELF CENTEREDNESS, FORCED COMPROMISE AND EXCESSIVE GREED ENCOURAGE INDIVIDUALS TO BUILD CONSENSUS NEED TO AVOID CONFORMISM, ENCOURAGE MORE INDIVIDUAL DISCRETION

AFFECTIVE VS/ NEUTRAL CULTURES

HIGH AFFECTIVITY: SHOW FEELINGS OPENLY, FREELY, PLAINLY. EMOTIONS ARE AMPLIFIED. LOW AFFECTIVITY: FEELINGS ARE KEPT UNDER CONTROL, SUBDUED. ANGER AND DELIGHT IN THE WORKPLACE ARE UNPROFESSIONAL DIFFERENCES ARE RESULTS OF CONVENTION.

HIGH AFFECTIVE
REVEAL FEELINGS AND THOUGHTS VERBALLY AND NON-VERBALLY TRANSPARENT AND EXPRESSIVE TO RELAESE TENSIONS EMOTIONS FLOW EASILY, EFFUSIVELY AND VEHEMENTLY ADMIRE HEATED, VITAL AND ANIMATED GESTURES TOUCHING, GESTURING, STRONG FACIAL EXPRESSIONS DRAMATIC AN FLUENT STATEMENTS

TESTING AFFECTIVITY
AT WORK HOW WOULD YOU FEEL IF YOU FELT UPSET ABOUT SOMETHING? WOULD YOU EXPRESS YOUR FEELINGS OPENLY?

RESULTS
% OF PEOPLE WHO WOULD NOT SHOW EMOTIONS OPENLY
KUWAIT, EGYPT 15%, 18% JAPAN 74% USA 43% MEXICO 41% RUSSIA 24%

HIGH NEUTRALITY
DO NOT REVEAL THINKING AND FEELING COOL AND SELF POSESSED CONDUCT IS ADMIRED

PHYISICAL CONTACT/ GESTURING/ FACIAL EXPRESSIONS ARE TABOO

STATEMENTS ARE IN MONOTONE WELLED UP EMOTIONS MAY SELDOM EXPLODE

RECOCILING AFFECTIVE AND NEUTRAL CULTURES

OVERLY AFFECTIVE AND OVERLY NEUTRAL HAVE PROBLEMS DEALING W/ EACH OTHER PERCEIVE OTHERS ICE-COLD, NO HEART OR OUT OF CONTROL, INCONSISTENT THESE TYPES ARE IN INCREASING CONTACT THEY NEED TO RECOGNIZE THE DIFFERENCES AND LEGITIMIZE THE STYLES THEY NEED TO REFRAIN FROM MAKING ANY JUDGEMENTS SO THAT THEY CAN CONDUCT BUSINESS

SPECIFIC/DIFFUSE CULTURES (LOW CONTEXT/HIGH CONTEXT)

DO WE INCLUDE OTHERS IN ONLY SPECIFIC AREAS OF OUR LIVES, AT SINGLE LEVEL. KEEP PUBLIC SPACE SMALL. KEEP PRIVATE AND DISTANT OR DO WE INCLUDE OTHERS IN MULTIPLE AREAS OF OUR LIVES, AT SEVERAL LEVELS, SIMULATANEOUSLY. PRIVATE SPACES ARE SMALL. ACCESSIBLE, FRIENDLY

DIFFUSE CULTURE
INDIRECT, CIRCUITOUS FORMS OF RELATING EVASIVE, TACTFUL, AMBIGIUOUS EVEN OPAQUE COMMUNICATION CONTEXTUAL EVALUATIONS SITUATIONAL MORALITY MANY ROADS TO ROME

TESTING DIFFUSENESS
THE BOSS OF YOUR FRIEND ASKS HIM TO PAINT HIS HOUSE. HE DOES NOT FEEL LIKE DOING IT. WHAT ADVICE WOULD YOU GIVE HIM?
YOU DONT HAVE TO DO IT IF YOU DONT FEEL LIKE IT. HE IS YOUR BOSS AT WORK. THAT IS WHERE HIS AUTHORITY ENDS. PAINT THE HOUSE EVEN IF YOU DO NOT WANT IT. HE IS YOUR BOSS AND YOU CAN NOT IGNORE IT OUTSIDE OF THE WORK EITHER

RESULTS
DO NOT PAINT THE HOUSE
CHINA 32% SWEDEN, NETHERLANDS 91% USA 82 % MEXICO 70 % RUSSIA 86% KUWAIT 47%

DISAGREE THAT THE COMPANY SHOULD PROVIDE HOUSING? -SERBIA 11%, HUNGARY 17%, CHINA 18%, RUSSIA 22% -SWEDEN 89%, USA 85%, NETHERLANDS 83% -JAPAN 45%, INDIA 46%

SPECIFIC CULTURES
DIRECT, PURPOSEFUL, TO THE POINT IN RELATING PRECISE, BLUNT,DEFINITIVE AND TRANSPARANT COMMUNICATION PRINCIPLES ARE PARAMOUNT EFFICIENCY IS THE KING CONSISTENCY IN MORAL STANDS ADMIRED

RECONCILING SPECIFIC/DIFFUSE CULTURES

EMPHASIZE THE QUALITY OF THE PRODUCT (SPECIFIC CULTURE) (DONT TALK SHOP!) BUT THIS NEEDS INVESTMENT IN SOCIAL CAPITAL HIGH IN THE QUALITY OF RELATIONSHIPS (DIFFUSE CULTURE) (MIX BUSINESS W/ PLEASURE)

WHICH ULTIMATELY GUARANTEES HIGH QUALITY STANDARDS

ACHIEVEMENT VS ASCRIPTION (HOW WE ACCORD STATUS

DO WE BASE STATUS DIFFERENCES ON ACHIEVEMENT, SUCCESS, PROVEN TRACK RECORD (DOING) OR DO WE BASE STATUS DIFFERENCES ON THINGS LIKE AGE, SKIN COLOR, GENDER, EDUCATION (BEING)

TESTING ACHIEVEMENT ORIENTATION

YOU HAVE TO THINK AND ACT THE WAY THAT SUITS WHO YOU ARE, EVEN IF YOU DO NOT GET THINGS DONE YOU HAVE TO THINK AND ACT IN THE MOST EFFECTIVE WAY TO GET THINGS DONE, EVEN IF THAT DOES NOT SUIT YOU

RESULTS
% DISAGREE W/ ACTING AS SUITS YOU EVEN IF NOTHING IS ACHIVED
EGYPT 4% NORWAY 77%, USA 75% MEXICO 31% RUSSIA 30% JAPAN 26%

ACHIEVEMENT ORIENTATION
DO NOT EMPHASIZE TITLES FOCUS ON SKAs RESPECT FOR SUPERIORS BASED ON COMPETENCE AND SUCCESS SENIOR MANAGERS ARE MIXED BAGS OF AGES, GENDERS, NATIONAL ORIGINS UPWARD MOBILITY BASED ON ACHIEVEMENT

ASCRIPTION ORIENTATION
EXTENSIVE USE OF TITLES, DESIGNATIONS EMPHASIZE BACKGROUND AND SOCIAL CLASS RESPECT FOR SUPERIORS FOR BEING BOSSES HIERARCHICAL DEFERRAL SIGNALS LOYALTY AND COMMITMENT MOST BOSSES ARE MIDDLE AGED(OR OLDER) MALES QUALIFIED BY THEIR BACKGROUND.

RECONCILING ASCRIPTION/ACHIEVEMENT
NEED TO REWARD PEOPLE FOR ACHIEVEMENT AND SKILL BUT NEED TO AVOID DESTABILIZING EMPHASIS ON RECENT PERFORMANCE HAVE TO SHOW RESPECT FOR PEOPLE FOR THEIR EXPERIENCE NEED TO CHALLENGE THE STATUS QUO, OTHERWISE PROGRESS IS HINDERED MORE NEED TO REWARD PEOPLE FOR ACHIEVEMENT

DIFFUSE CULTURE
INDIRECT, CIRCUITOUS FORMS OF RELATING EVASIVE, TACTFUL, AMBIGIUOUS EVEN OPAQUE COMMUNICATION CONTEXTUAAL EVALUATIONS SITUATIONAL MORALITY MANY ROADS TO ROME