UNIT5 management and cultural diversity--陈海萍

What is the main reason for having an organization structure in a company? (a)So that everyone knows who has authority over whom (b) So that everyone knows how functions are allocated and coordinated
Each Korean worker has a direct supervisor. Korean workers are expected not to leave the company until their direct supervisor does. Koreans are expected to have lunch and sometimes dinner with their team and supervisor.
Korean Company life
A Korean worker's job title describes their status in the hierarchy rather than what tasks they perform. Regarding work, Koreans perform any task they are asked by the supervisor. There are no limits regarding what tasks a supervisor may ask. Tasks can include calling someone, proofreading documents or driving to different places. Korean workers are seldom told what tasks they will perform the next day or the next month or discuss reasons why tasks are being performed. Thus, for Korean workers, their department's activities can be a total mystery.
(INDIA, SOUTH KOREA, RUSSIA)
IN INDIA:
In such a richly diverse and complex country as India it is difficult to impart generic conclusions that can be used by those doing business there. Regionalism, religion, language and caste are all factors that need to be taken into account when doing business in India. Behavior, etiquette and approach are all modified depending on whom you are addressing and the context in which they are being addressed.
1b Discussion
A Dutch researcher, Fons Trompenaars, and his associates, have asked nearly 15,000 business people in over 50 countries a number of questions which reveal differing cultural beliefs and attitudes to work. Here are five of them, adapted from Riding the Waves of Culture: Understanding Cultural Diversity in Business. They concern ways of working, individuals and groups, rules and personal friendships, and so on. What are your answers to the questions？
In South Korea:
Korean corporate culture is inspired by Confucianism and Japanese corporate culture. Some very minor aspects of American corporate culture have also been adopted in Korea. Koreans consider that their company is an integral part of their identity.
Do you think the culture of your country is similar enough to those of neighboring countries to have the same management techniques? Or are there countries nearby where people have very different attitudes to work, hierarchy, organization, and so on?
In my point of view, multinational companies should adapt their methods to the local culture in each country or continent. The staff in the company are from different countries and cultures, each has his own taboos, dos and don’ts. Only by adapting the methods to the local culture, can the company avoid disputes and creat a harmonious atmosphere, which is quite important to a company’s development.
If you had to choose, would you say that a company is (a)a system designed to perform functions and tasks in an efficient way, using machines and people,or (b) a group of people whose functioning depends on social relations and way people work together? (b) A company is a group consist of lots of people, whether the social relations are good or not and the way people work together have a direct influence on the work efficiency of the staff, and then influence the daily operation of a company.
Management and Cultural Diversity
陈海萍
0093893
Contents
1
Cultural attitudes
2
Managing multinationals
3
You and your culture
1a Discussion Ω Multinational companies can either attempt to use similar management methods in all their foreign subsidiaries, or adapt their methods to the local culture in each country or continent. Which procedure do you think is the most efficient?
In Russia:
Structure and hierarchy in Russian companies
The hierarchical structure in Russian business practices means that the decision makers higher up have authority over their subordinates. However, the nature of the collective good often encourages a flexible and democratic work ethos. Showing respect for seniority and recognizing the hierarchical structure is vital for establishing and maintaining strong business relati work
Tasks are executed slower than in Europe. It is not laziness, just different speed of work. Russians often stay at work later but the intensity of their activity during business hours may be lower. Russians also make friends at work and value the environment and human factor more highly than Europeans.