管理学基础英语Chapter 14教学课件.pptx

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1、PPT模板下载：/moban/行业PPT模板：/hangye/节日PPT模板：/jieri/PPT素材下载：/sucai/PPT背景图片：/beijing/PPT图表下载：/tubiao/优秀PPT下载：/xiazai/PPT教程：/powerpoint/Word教程：/word/Excel教程：/excel/资料下载：/ziliao/PPT课件下载：/kejian/范文下载：/fanwen/试卷下载：/shiti/教案下载：/jiaoan/字体下载：/ziti/管理学基础英语Chapter 14International ManagementNinth EditionLuthans|DohN

2、inth EditionFundamentals of ManagementEnglish Course forEnglish Course forFundamentals of Management管理学基础英语Chapter 14Cross-Cultural ManagementFundamentals of ManagementEnglish Course for管理学基础英管理学基础英语语Chapter 14In this case,what are the differences of thinking patterns between Danish managers and Jap

3、anese employees?With Denmark as the representative of the West and Japan of the East,can you list the different cultural backgrounds of the West and the East?The WestThe EastFundamentals of ManagementEnglish Course forEnglish Course forFundamentals of Management管理学基础英语Chapter 14Cultural Dimensions I

4、n Management And PlanningFundamentals of ManagementEnglish Course for管理学基础英语Chapter 14Culture is:The collective programming of the mind which distinguishes the members of one group or society from those of another Management is:A symbolic activity:managers influenced other persons through wielding s

5、ymbols that have meaning for these persons and motivate them towards the desired actions Fundamentals of ManagementEnglish Course for管理学基础英语Chapter 14Individualism vs.Collectivism Individualism:A preference for a loosely knit social framework in society wherein individuals are supposed to take care

6、of themselves and their immediate families only Collectivism:A preference for a tightly knit social framework in which individuals can expect their relatives,clan,or other in-group to look after them in exchange for unquestioning loyalty Fundamentals of ManagementEnglish Course for管理学基础英语Chapter 14L

7、arge vs.Small Power Distance Large Power Distance:People accept a hierarchical order in which everybody has a place which needs no further justification Small Power Distance:People strive for power equalization and demand justification for power inequalities Fundamentals of ManagementEnglish Course

8、for管理学基础英语Chapter 14Strong vs.Weak Uncertainty Avoidance Strong uncertainty avoidance:Societies maintain rigid codes of belief and behaviour and are intolerant towards deviant persons and ideas Weak uncertainty avoidance:Societies maintain a more relaxed atmosphere in which practice counts more than

9、 principles and deviance is more easily tolerated Fundamentals of ManagementEnglish Course for管理学基础英语Chapter 14Masculinity vs.Femininity Masculinity:a preference in society for achievement,heroism,assertiveness,and material success Femininity:A preference for relationships,modesty,caring for the wea

10、k,and the quality of life Fundamentals of ManagementEnglish Course for管理学基础英语Chapter 14The validity of economic theories based on self-interestIndividualism:each individual is motivated by selfinterest Collectivism:the individual is motivated by group interestsFundamentals of ManagementEnglish Cours

11、e forThe validity of psychological theories based on self-actualizationIn an individualist culture:Self-actualization as the supreme need is the typical choiceIn more collectivist cultures:“Belongingness”may have to come above ego-needs like self-actualization and esteem 管理学基础英语Chapter 14Fundamental

12、s of ManagementEnglish Course forThe nature of the employer-employee relationshipIn individualist cultures:the relationship is a business relationship based on the assumption of mutual advantage In more collectivist cultures:the has a moral component 管理学基础英语Chapter 14Fundamentals of ManagementEnglis

13、h Course forPriority in business to the task or to the relationship In individualist cultures:All people should be treated alike:friendships and enmities should not affect business deals In collectivist cultures:Relations,friends,tribesmen get better deals than strangers and this is the way it shoul

14、d be 管理学基础英语Chapter 14Fundamentals of ManagementEnglish Course forThe role of family in the work situation In an individualist society:Nepotism is generally considered objectionable In a collectivist society:The domain of work and the domain of family interests cannot so easily be separated 管理学基础英语C

15、hapter 14Fundamentals of ManagementEnglish Course forThe Importance of Face and Harmony In individualist countries:Openness and directness in work relations is often considered a virtue In collectivist cultures:The maintenance of the proper forms and of harmony is usually considered preferable over

16、openness where openness could lead to disharmony管理学基础英语Chapter 14Fundamentals of ManagementEnglish Course for管理学基础英语Chapter 14The need for subordinate consultation vs.The acceptability of paternalistic managementIn cultures lower on the Power Distance scale:A good superior is one who consults his or

17、 her subordinates In cultures higher on the Power Distance scale:A norm of filial piety:loyalty,respect,and devotion to parents is considered a supreme virtue Fundamentals of ManagementEnglish Course for管理学基础英语Chapter 14The meaning of status differencesIn cultures low on the Power Distance scale:Sta

18、tus differences are considered undesirableIn cultures high on the Power Distance scale:Both superiors and subordinates expect power differences to be translated into visible differences in status Fundamentals of ManagementEnglish Course for管理学基础英语Chapter 14Respect for old ageIn small Power Distance

19、societies:Age tends to be negatively evaluated,old people often are not taken seriously and it is normal to try to took younger than one is In large Power Distance societies:respect for the older person,both within work organizations and in social life outside Fundamentals of ManagementEnglish Cours

20、e for管理学基础英语Chapter 14 Ways of redress in case of grievancesIn cultures low on the Power Distance scale:It is generally felt desirable to maintain a system of checks and balances against power abuse In cultures high on the Power Distance scale:Grievance channels are generally missing and very diffic

21、ult to establish Fundamentals of ManagementEnglish Course for管理学基础英语Chapter 14The feasibility of various leadership packagesIn small Power Distance societies:Relative independence of the subordinate from the superior so that the two can act as genuine negotiation partnersIn large Power Distance soci

22、eties:Respect for hierarchy means that the subordinate will wait for the superiors direct or indirect message as to what the objectives and the appraisal should be Fundamentals of ManagementEnglish Course for管理学基础英语Chapter 14The feasibility of appraisal systems in generalIn small Power Distance cult

23、ures:A superior-subordinate interview at least once a year with the corresponding openness,directness,and two-way communication In small Power Distance cultures:Two-way communication between superior and subordinate is unlikely to occur Fundamentals of ManagementEnglish Course for管理学基础英语Chapter 14Th

24、e Emotional Need for Formal and Informal Rules to Guide Behaviour In cultures high on the Uncertainty Avoidance scale,behaviour tends to be rigidly prescribed either by written rules or by unwritten social codesIn cultures low on the Uncertainty Avoidance scale,there will also be written and unwritt

25、en rules but they are considered more a matter of convenience and less sacrosanct.Fundamentals of ManagementEnglish Course for管理学基础英语Chapter 14Formalization,Standardization,and Ritualization of Organizations More formalization,standardization and ritualization are expected in strong Uncertainty Avoi

26、dance countries than in weak Uncertainty Avoidance countries Fundamentals of ManagementEnglish Course for管理学基础英语Chapter 14Implicit Models of Organizations organizations in large Power Distance countries will be more centralized than organizations in small Power Distance societies Fundamentals of Man

27、agementEnglish Course for管理学基础英语Chapter 14Types of Planning Used In the more Uncertainty Avoiding,cultures,short-and medium-term scheduling and planning get more top management attentionStrategic planning-rethinking the fundamental goals and activities of an organization-is more popular in less Unce

28、rtainty Avoiding cultures Fundamentals of ManagementEnglish Course for管理学基础英语Chapter 14The Meaning of Time More Uncertainty Avoiding traditional societies like Mexico are more hurried than less Uncertainty Avoiding societies where meditation is more popular(like India)Fundamentals of ManagementEngli

29、sh Course for管理学基础英语Chapter 14Appeal of Precision and Punctuality In the more Uncertainty Avoiding traditional societies,precision and punctuality have a ritual meaning in the performance of certain religious ceremoniesIn more Uncertainty Avoiding developed countries,precision and punctuality come m

30、ore naturally than among the less Uncertainty Avoiding ones Fundamentals of ManagementEnglish Course for管理学基础英语Chapter 14The Showing or Hiding of Emotions In more Uncertainty Avoiding cultures,the expression of emotions is more easily tolerated than in less Uncertainty Avoiding ones Fundamentals of

31、ManagementEnglish Course for管理学基础英语Chapter 14Tolerance for Deviant Ideas and Behaviours More Uncertainty Avoiding societies do not like deviants In less Uncertainty Avoiding societies,people feel less upset by deviant behaviour or ideas and are more tolerant although this tolerance may take the form

32、 of simply ignoring the deviant.Fundamentals of ManagementEnglish Course for管理学基础英语Chapter 14Competitiveness vs.Solidarity,Equity vs.Equality,Sympathy for the Strong or for the Weak A masculine society believes in equity:rewards according to performance In a feminine society,solidarity between peopl

33、e is seen as a good thing Fundamentals of ManagementEnglish Course for管理学基础英语Chapter 14Achievement Motivation vs.Relationship Motivation A masculine society believes in equity:rewards according to performance In a feminine society,solidarity between people is seen as a good thing Fundamentals of Man

34、agementEnglish Course for管理学基础英语Chapter 14Concepts of the Quality of Work Life The culture of feminine societies is more quality-oriented Masculine and feminine societies hold different ideas about what represents work of high quality Fundamentals of ManagementEnglish Course for管理学基础英语Chapter 14Care

35、er Expectations The symbolic meaning of a career is greater in masculine than in feminine countries Careers fit in a competitive,performance oriented system Fundamentals of ManagementEnglish Course for管理学基础英语Chapter 14Acceptability of Macho Manager Behaviour In a masculine culture,masculine,aggressi

36、ve behaviour may be acceptable to many and functional The same behaviour in a feminine culture would disqualify the manager as a ridiculous braggart who cannot be taken serious.Fundamentals of ManagementEnglish Course for管理学基础英语Chapter 14Sex Roles in the Work Place In masculine countries,sex roles i

37、n the work place are extremely rigid Only in more feminine countries are men admitted to traditionally female work roles such as nursing and nursing management Fundamentals of ManagementEnglish Course for管理学基础英语Chapter 14Effectiveness within a given culture,and judged according to the values of that

38、 culture,asks for management skills adapted to the local culture.There is a need for the application of anthropological concepts to the field of management in order to help in the development of locally effective ways of management and planning.Fundamentals of ManagementEnglish Course for管理学基础英语Chap

39、ter 141.As people be engaged in more international trip and become more familiar with other countries,will cultural differences decline as a roadblock to international understanding,or will they continue to be a major barrier?Defend your answer Fundamentals of ManagementEnglish Course for管理学基础英语Chap

40、ter 142.What are some potential problems that must be overcome in multicultural,diverse teams of todays organizations?What are some recognized advantages?Fundamentals of ManagementEnglish Course forEnglish Course forFundamentals of Management管理学基础英语Chapter 14Internationalization of Chinese firms in

41、Europe:the role of cultural differencesFundamentals of ManagementEnglish Course for管理学基础英语Chapter 14Changan Automotive Group(also called Changan Motors and Changan auto)is an industrial manufacturer in Chongqing,China.The company has three joint ventures to build automobiles with Chinese,Japanese,an

42、d Western auto companies,and plans to build self-designed models for export in the near future.Fundamentals of ManagementEnglish Course for管理学基础英语Chapter 141.What are the responsibilities of QJs two R&D centers(Italy and Austria)?2.What is the management motto that guides QJs international expansion

43、?Fundamentals of ManagementEnglish Course for管理学基础英语Chapter 143.Compared to other greenfield investments,why does the takeover of the Italian company appear to have been more difficult to handle?4.According to Hofstedes cultural map,what kinds of difficulties do Chinese managers may encounter when d

44、oing business in Italy?Fundamentals of ManagementEnglish Course forEnglish Course forFundamentals of Management管理学基础英语Chapter 14Analysis of cross-cultural management case study:“Japanese Companies in Germany”Fundamentals of ManagementEnglish Course for管理学基础英语Chapter 141.What are the chances and challenges for Japanese companies in Germany?2.Do you consider a Mercedes made in Alabama to be an American car or a German car?