In the context of the cultural impact on international management, list some specific examples where the culture of a society can directly affect management approaches.
What will be an ideal response?
The cultural impact on international management is reflected by basic beliefs and behaviors in overall terms. Listed below are some specific examples where the culture of a society can directly affect management approaches: (1) Centralized vs. decentralized decision making. In some societies, top managers make all important organizational decisions. In others, these decisions are diffused throughout the enterprise, and middle- and lower-level managers actively participate in, and make, key decisions; (2) Safety vs. risk. In some societies, organizational decision makers are risk-averse and have great difficulty with conditions of uncertainty. In others, risk taking is encouraged and decision making under uncertainty is common; (3) 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 on; (4) Informal vs. formal procedures. In some societies, much is accomplished through informal means. In others, formal procedures are set forth and followed rigidly; (5) High 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; (6) Cooperation vs. competition. Some societies encourage cooperation between their people. Others encourage competition between their people; (7) Short-term vs. long-term horizons. Some cultures focus most heavily on short-term horizons, such as short-range goals of profit and efficiency. Others are more interested in long-range goals, such as market share and technological development; and (8) Stability vs. innovation. The culture of some countries encourages stability and resistance to change. The culture of others puts high value on innovation and change.
These cultural differences influence the way that international management should be conducted.
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