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Intercultural communication with intercultures
Intercultural communication in contexts
Intercultural communication with intercultures
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1. There are many different cultures in the world in which we live today, and it is important for any organisation planning to globalise their firm to know and understand the cultural differences that occur between nations. This theory is specifically important when it comes to two firms operating in different countries decide to merge to become one, as is the case with Upjohn and Pharmacia. The differences that became apparent during this merger were important as they affected the way business was conducted, in a negative way.
One of the major differences between America, Sweden, and Italy are the diverse beliefs that they each have about the best way for business to be conducted. The American representatives from Upjohn Pharmaceuticals believed that they would be able to head over to Sweden and approach the merger with a ‘command and control’ style, which implies that they went over there and automatically believed that their way was the best way and that they were in charge of the transaction, hence adopting a forceful and less considerate business tactic. This is almost completely opposite to the way that the Swedes and the Italians like to function, as their approach to the business environment is far more passive, and relationship oriented, it was therefore unlikely for the American businessmen to be successful in their methodology. This particular difference with relation to the typical business attitudes that all parties in this case bring to the table would have, and in fact did affect the way in which business was conducted. The Americans representing Upjohn automatically created a rift in the relationship with the Swedish and Italians from Pharmacia, due to the cavalier mind-set that they brought with them to Sweden, and this major difference between the cultures could easily have been avoided with a little bit of research.
The differences in cultures between Sweden and Italy had already become apparent in 1993, when Pharmacia merged with an Italian pharmaceutical company, however the inclusion of the American company into a corporate culture which had only so recently been developed and accepted by employees of the companies involved in the original merger created further cultural confusion. “Communication problems, beyond the obvious language differences, became a real barrier to honest dialogue”. This quote, coming from one of the American representatives of Upjohn goes to prove that there was an obvious problem with the interaction between managers of the three countries involved in the deal.
In this paper, the organizational cultures of Ukrops and Martins Grocery Store. The purposes of this paper are to discuss the similarities as well as the differences in culture between the two organizations such as the employee/customer satisfaction, policies, as well as the benefits each company gave their employees. Also in the paper, the reason why Martins felt a need to buy out Ukrops will be discussed.
Communications generally occur in body languages: how the individuals interpret each other. Her essay is an event that is reoccurring more and more lately. The event results in a failure in marriage. In today’s society more and more people are splitting up or having divorces due to miscommunications. The essay, “Sex, Lies and Conversation,” that Deborah Tannen wrote is much use of today because it explains where miscommunications happen and she has her own studies and research to back it up. The essay goes into depth about her ideologies that cause miscommunications. Look at a miscommunication twice and do not be quick to judge because it will save plenty of
1. Diversity should provide greater alternatives and inputs into the decision process, but if diversity is blocked due to organizational infrastructures that do not allow the free flow of information, than the diversity goes unutilized. Johnson & Johnson (J&J) structured its company to insure the positive impact of diversity in regards to decision making through its creation of FrameworkS. Through Frameworks, the executive committee is partnered with a variety of managers from around the organization that concentrate on specific, unprogrammed organizational decisions. FrameworkS matches the problem with appropriate decision making method. In this approach, managers share the problem with others and engage the group in consensus to arrive at a final decision.
Outsiders wondered how each company’s internal changes would affect their endless competitive battle in the industry. The case illustrates how global competitiveness depends on the organizational capability, the difficulty of overcoming deeply rooted administrative heritage, and the limitations of both classic multinational and global models.
The soft factors can make or break a successful change process, since new structures and strategies are difficult to build upon inappropriate cultures and values. These problems often come up in the dissatisfying results of spectacular mega-mergers. The lack of success and synergies in such mergers is often based in a clash of completely different cultures, values, and styles, which make it difficult to establish effective common systems and structuresBased on the case study, extensive research and annual reports of AT&T the writer has mapped AT&T in the different domains. AT&T should strive to attain a perfect circle as close to the centre as possible, which indicates total synergy, order and equilibrium. Where the circle is skewed drastic change is needed as it moves closer to the outer ring of chaos:
Cultural differences plays a huge role in growing and sustaining a business. It helps companies understand different cultures to provide greater services not only to their customers but a greater work environment for their employees. Some aspects include gender, race, nationality, religion and age group. (Seymen 2006) proposed that values and morals each individual hold have influences on behaviours and ideas in different scenarios. According to (Bateman and Snell 2012), there are many advantages towards the organisation in terms of better market connections, improved international competition, multiplicity points of view and a better team performance.
With the proliferation of the internet international Business transactions are more common today than ever. Globalization is now a key factor when creating a business strategy for most companies whether they are small family own businesses or huge corporations. Globalization however does not just involve selling a product in other countries. There are legal and cultural concerns that must be addressed. The legal aspects are fairly simple because in most places the laws are spelled out. It's the local customs, and regional way of doing things that can be tricky. Research on globalization has shown that it is not an omnipotent, unidirectional force leveling everything in its path. Because a global culture does not exist, any search for it would be futile. It is more fruitful to instead focus on particular aspects of life that are indeed affected by the globalizing process. (1). In this new economy, as it has been in the past, it will be the people not the machines who will determine a company's success. Having an effective Human Resource Management team that effectively analyze your company's current and future personnel needs is key in any business organization.
The importance of culture in International business today cannot be underestimated and it is imperative that attention is paid at strategic, organizational and the individual levels. The “Blue Ridge Spain” case elucidates these at all three levels. My analysis of this case is from the perspective of the Spanish corporation, Terralumen S.A. National culture is the shared implicit beliefs and tacit values that truly differentiate one cultural group from another. I will be using Geert Hofstede’s frame work to deconstruct this case into its separate dimensions.
Coming to IBM changed Gerstner’s outlook on how important culture factors in to the success of a company. He states “until I came to IBM, I probably would have told you that culture was just one among several important elements in any organization’s makeup and success—along with vision, strategy, marketing, financials, and the like” but later states “I came to see, in my time at IBM, that culture isn’t just one aspect of the game—it is the game” (Gerstner, 2002, pg. 181-2). Cultural change at IBM was going to have to be a long-run initiative.
The original case was about Chiron, a biotechnology company, in the United States. Chiron was acquired in 2006 by Novartis, a Swedish company formed by the merger of Ciba-Geigy and Sandoz Laborites. Since Chiron itself no longer exists, we have focused our case around Novartis as of 2013. Novartis specializes in diagnostic services, generic and name brand medications, ophthalmological tools, as well as a small segment in pet health. The business prides itself in producing the latest drugs, hiring the best talent, and being a global leader in the pharmaceutical industry. Over the years the company has survived by focusing on its internal development in addition to a series of mergers, acquisitions, and corporate restructurings. Being a pharmaceutical company, the entire population is impacted: patients, physicians, employees, hospitals, and investors are some of the most important stakeholders.
Mergers and acquisitions immediately impact organizations with changes in ownership, in ideology, and eventually, in practice. There are multiple reasons, motives, economic forces and institutional factors that can, taken together or in isolation, influence corporate decisions to engage in mergers or acquisitions. The financial risks of merging with or acquiring an organization in another country and how those risks can be mitigated are important issues for corporations to conduct research on. This paper will examine the sensible and dubious reasons for mergers and acquisitions and the benefits and costs of the cash and stock transactions.
As a conclusion, the Swedish-multinational have its own strengths that can be best accessing and weaknesses that should not be avoided but to be improvised on. Looking on their organization’s evaluation thoroughly and find out what is it best for them to keep with and continuously improving on so that their stand and place in the global market can be kept. Also, they should focus on their business sustainability to keep being competitiveness on the global market.
Zejan, M. (1990). New ventures or acquisitions: The choice of Swedish multinational enterprise. Journal of Industrial economics, 38(3), 349-355.
Although Economic Globalization is entirely different from geographical globalization, but in case of Nestle, both of these go well along with each other. As the time is passing by, the number of mergers and acquisitions annual...
Since the end of World War II, international operations have become a reality for an increasing number of corporations. Many of these initial efforts began as simple export schemes to sell goods overseas to supplement domestic sales. Over time, however, international operations have become increasingly more complex: from joint-ventures to purchasing existing foreign firms to ‘green-field’ start-ups. While export operations usually require no more than extended business trips overseas, more complex international operations demand long-term assignments of key personnel outside their home-country. What would normally be considered routine business transactions in the home country can become very complicated when they are conducted between individuals and organizations from different cultures. In this essay we will examine how this cultural gap can affect international business and joint ventures.