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1. What is your evaluation of Chung's performance? Chung has been operating under what he feels are the established norms for his culture. Ted's relationship with the Taiwanese client exhibits the Chinese management principles of paternalism, particularism, and insecurity. The patron-client relationship is based in a sense of mutual obligation, where the client is expected to defer to Ted's expertise and Ted is expected to trade the account responsibly. (Moorhouse, 2005) Ted also used social networking to establish himself in the community which is expected in the Chinese culture. By attending events Ted increases his “visibility and prestige” which contributes to the face that is needed to be considered a trustworthy business partner in the Chinese community. (Moorhouse, 2005) Karen had trouble understanding these differences in culture which is the root of the problem in this case. As stated in the case study Ted was in his early forties were stable and responsible. Karen admitted that she didn’t really know the whole person (referring to Ted) but wrote it off to the fact that he was Asian and she was not. Karen would not be described as someone with much “Cultural Intelligence” defined by the text as “the ability to accurately interpret ambiguous cross-cultural situations” (Robert Kreitner, 2008) Figure 4-2 in the text defines the differences between Low and High-Context cultures with China being a very High-Context culture and North American countries being Low-Context. Below list the traits of each type culture: High-Context Low-Context Establish social trust first Get down to business first Value personal relations and goodwill Value expertise and performance Agreement by general trust Agreement by specific,... ... middle of paper ... ... Hawaii we have lived in only Hawaii and Guam. She has danced hula since the age of 4 and competitively since age 7. A couple of years ago we went to see my family at Christmas, on Christmas Eve we all went to the family church. While sitting together during the service I noticed Megan kept looking around and seemed uncomfortable. I asked her if something was wrong and she turned to me and asked “Daddy, why is everybody in here white?” She has grown up in such a multi-cultural lifestyle she is out of her comfort zone when she is placed in an environment of a single culture. Moorhouse, A. (2005, November). International Management Organizational Behavior. Retrieved October 16, 2008, from University of California Berkley: http://www.ocf.berkeley.edu/~matran/Files/proKarenLeary.doc Robert Kreitner, A. K. (2008). Organizational Behavior. New York: McGraw- Hill Irwin.
A well-nourished, well-developed Hispanic female named Anna Garcia standing at 65 inches, 165 pounds and in her late thirties was found dead in her house after her concerned neighbor Doug Greene was suspicions as to why she didn't take her dog out like she did normally, and why the dog was barking constantly for two hours. The police received a call from Greene on August 31st at 9:45 am and arrived at the crime scene at 9:56am.The police found Anna lying face down in the hallway. Authorities observed a pool of blood around her head and some vomit beside her. It was 73 degrees inside Anna’s house, while it was 92 degrees outside. Anna was last seen alive by her former husband, Alex Garcia the night before her death. Investigators measured her rectal temperature, and came to a conclusion that she died at 7:00 am in that same morning. A medical examiner was also called to perform an autopsy to see what really caused Anna's death.
When conducting research for my project, I came across a website that contained a few primary sources regarding the Salem Witch Trials. One of these primary sources was the photo of a legal document explaining the death warrant and reasons for execution of a woman named Bridget Bishop. Bishop was claimed to be a witch in Salem during the year 1692, and the document explaining her significance involving witchcraft resides in the Peabody Essex Museum in Salem, Massachusetts. My thesis for this primary source is that the judge and jury believed they were seeking justice by executing Bishop, a woman whose death was truthfully based on her differences as a person rather than actual crimes she committed.
Caren, Siehl. Leading across cultures: China, 2004. Thunderbird, The Garvin School of International Management, 2004. (accessed January 14, 2014) (Caren, 2004)
...els have been criticized by many, including Hofstede. Hofstede questioned the applicability of Trompenaa’rs work considering its focus on managerial behavior based on organizational relationship models in the U.S., saying, ”A serious shortcoming of Tromenaar’s data bank which no professional analysis can correct is its evident lack of content validity,” while other critics of Trompenaar’s research say his research is faulty due to ”cultural biases and base assumptions (Minko, 2011) (St. Claire-Ostwald, 2007) (Agents2Change, 2012).” Even with these shortcomings, businesses continue to use these models for insight into cultural differences and how they affect management culture and behavior.
McShane, S. and Von Glinow, M. (2012). Organizational Behavior: Emerging Knowledge, Global Reality. 6th ed. McGraw-Hill Higher Education, pp.103 - 131.
Mullins, L. J. (2005). Management and organizational behavior (7th ed.). Harlow, England: Prentice Hall/Financial Times.
Robbins, S., Odendaal, A. and Roodt, A. (2007). “Organizational Behaviour: Global and Sothern African Prospect”. 7th edition. South Africa: Pearson Education.
Ivancevich, John, Knopaske, Robert, Matteson, Michael, Organizational Behaviour and Management (10 edition (January 30, 2013). New York, NY: McGraw-Hill/Irwin
In international management, culture is acquired knowledge that peoples use to interpret experiences and generate social behavior. This knowledge forms values, creates attitudes and influences behavior. Because different cultures exist in the world an understanding of the impact of culture on behavior is critical in the international management. There are many way of examining culture differences and their impact on international management. Culture can affect technology transfer, managerial attitude, managerial ideology and even business-government relations. Cultural affects a host of business-related activities, even the including the common handshake. For example, in the United States, the standard greeting is a smile, often accompanied by a nod, wave and it may sometimes include verbal greeting. In business situations, a firm handshake is used. Feeble handshakes are viewed as negatively as weakness. Men usually wait for women to offer their hand before shaking. As in the Czech Republic, shake hands, firmly but briefly, with everyone (including children) when introduced. It is also customary to shake hands once again upon departure. Men should wait to see if women extend their hands in inter-gender meetings. Also, avoid keeping the left hand in one's pocket while shaking hands with the right. In the Czech Republic, politics and other complicated ...
Robbins, S. P., & Judge, T. A. (2011). Essentials of Organizational Behavior. Harlow England: Pearson Education Limited.
In recent decades, the process of globalization has accelerated and the world economy has become increasingly interdependent. The rise in the number of businesses that extensively operate in more than one foreign country, which is known as multinational corporations, plays an important role in the ongoing procedure of globalization. The United Nations has reported that multinational corporations hold one-third of world’s productive assets and control 70 percent of world trade (Schermerhorn et al., 2014). As there is a considerable growth in international businesses, worldwide economy is becoming more highly competitive. The global economy not only offers great opportunities for multinational enterprises but also on the other hand, creates many difficulties for them. Therefore, success in the large-scale economy requires a number of elements. One of the major determinants is dependent on global managers. In the operation of organizations, managers may encounter different international management challenges that restrict their business development. These challenges often include issues associated with the host countries, the global workforce diversity management, management across cultures, difficulties in competitive global business environment as well as in the process of global planning and controlling. This essay is going to discuss the above international management challenges in a broad sense and giving illustration in aspects of each challenge.
Kreitner, R. (2010). Organizational Behavior (Ninth Edition Ed.). New York: McGrawl - Hill Irwin. (Original work published 1989)
Understand and heed cultural differences - cultural variables in transacting international business. (1991, January 28). Business America. FindArticles.com., Retrieved March 20, 2009, from http://findarticles.com/p/articles/mi_m1052/is_n2_v112/ai_10412261/pg_4?tag=content;col1
John R. Schermerhorn, James G. Hunt, Richard N. Osborn (2008). Organizational Behavior 10th ED. Retrieved November 12, 2010 from Academic Search