Cultural Differences Between China And France

For the intercultural interview, I decided to interview my friend Medelyn, a 19 year old female of Honduran and Mexican descent. During the interview, I focused on her Honduran culture, as she was born in Honduras, I asked her a multitude of various questions ranging from formalities in her culture to gender roles to classism in her culture.. The interview lasted about twenty minutes, I asked her about fifteen questions, and after she answered each question there would be a small discussion about her answer. When interviewing Medelyn, it was important to rid myself of any ethnocentrism, assumed cultural similarity or differences, stereotyping, and anything that could create a bias and compromise the interview.

1.) During the fifteenth century, China and Europe both began rebuilding their civilizations after the destruction that the plague brought. Both commenced to rebuild their population, economy, and to begin cultural growth. Although the two civilizations had their difference in the way that they began to rebuild, they also shared some similarities. As both showed signs of improvement, it is viewed that “Europe was […] more different from its own recent past than [the] Ming dynasty China was from its pre-Mongol glory” (428). Even though Europe went though the most change, China still showed a lot of improvement, especially considering that they were coming back from having a foreign ruler.

In the changing business environment, leaders of all organisations may face unprecedented uncertainty, especially the technology advancement and changes among the employees. To survive and succeed, leaders should have some necessary attributes. Meanwhile, some changes for leadership skills have to be made to confront the challenges.

This paper discusses a cross-cultural conflict scenario in which a mediator must apply the appropriate skills to resolve the conflict. In order to resolve these types of conflicts mediators must apply a non-bias approach to the conflict because the mediator must perceive and identify the cultural differences in order to appropriately resolve the conflict. The mediator must facilitate communication, and they must invoke trust with the disputants for successful cross-cultural conflict resolution.

The United States has a high score of 91 in individualism. Americans are accustomed to doing business with people they do not know acting independently, and communication is informal and direct. Americans will approach their prospective counterparts in order to seek information. Hierarchy in the United States is established for convenience, superiors are accessible and managers rely on individual employees and teams for their expertise. They are loose knit and live by the model of not relying too much on authorities for support (Geert-Hofstede.com, 2015).

Globalization and technological advancement have dictated the need for managers to deal with multiple ethnic groups with different culture in their day to day interactions. According to Kulkarni (2012), cultures play critical roles in individuals, including values, beliefs, humor, worries, fears, hopes, opinions, attachments, and anxieties.

For the course of International Management the following assignment has been giving with the objective to select a topic in the field of International Management. The topic for this paper is Cross-cultural Communication in Marketing/advertising.

Compare any two organizations and you will find there is always be cultural differences. A company’s culture “serves as a control mechanism that guides and shapes the attitudes and behavior of employees,

In this paper I will discuss the effects and responsibilities leaders have on an organizational culture. I believe leaders have an enormous effect on the well-being of an organizational culture. Leaders must take an active role within their organization's culture. Whether positive or negative, in an organization, things tend to follow suit "down hill." A leader has the power and influence to maintain, create, or repair an organizational culture. However, this can prove to be a delicate and challenging task.

Cultural differences between countries have strong effects on individual personality and behavior, as well as on organizational culture (Hofstede 2001). These differences can be a significant barrier for an international business leader. Failure to understand and adapt to these differences may

Organization wants to achieve the objectives of sustained growth and increased profitability, organization must constant innovation its product or service, also need to carry out some plans to expand its business to enable an organization to have a better development. Organization expands its business cannot be confined to the domestic market must also move abroad, which effectively allows an organization closer to the global market and broadening the scope of business and profitability. However, business expansion is not as easy in this global environment, globalization has not only changed the enterprise competitive landscape also influence the way leaders conduct business (Caligiuri, 2006). Furthermore, with globalization, global leadership in terms of cultural knowledge needed to become more acute and require more advanced level of cognitive ability on the complexity of managing the demand of multiple cultures while completing managerial tasks (Caligiuri, 2006, Grosse, 2011). Therefore, the development of global management skills is very important for the global organizations and managers. Only effective in developing global management skills can help the organization reduce the risk of international business

INTERNATIONAL MANAGEMENT: CULTURE, STRATEGY, AND BEHAVIOR, EIGHTH EDITION Published by McGraw-Hill, a business unit of The McGraw-Hill Companies, Inc., 1221 Avenue of the Americas, New York, NY 10020. Copyright © 2012 by The McGraw-Hill Companies, Inc. All rights reserved. Previous editions © 2009, 2006, and 2003. No part of this publication may be reproduced or distributed in any form or by any means, or stored in a database or retrieval system, without the prior written consent of The McGraw-Hill Companies, Inc., including, but not limited

Notably, these two nations are hierarchical as it relates to power distance and have collective cultures that celebrates group activities surrounding professional and social interdependence (Choi et al.,2014). As a collectivist society, India believes in community and working together to achieve organizational goals as a group (Kulkarni et al., 2010). Likewise, China ranking the lowest of the three nations would be less likely to challenge the norms and attitudes of society and the workplace (Riley et al.,

Managers were concerned about knowing and understanding each and every perspective of their employee’s cultures. As they know that without studying or knowing the culture, coordination cannot be built between the employees. It is the existing perspective of managers dealing with cross-cultural management (Sultana, 2013).

The world offers significant business opportunities for every company, however, opportunities are accompanied by significant challenges for managers. Managing global operations across diverse cultures and markets represents a big challenge and opportunity for companies. To compete in the global market and be successful, companies must learn the strategies, policies, norms and technology necessary to conduct international business. The opportunities for global expansion are numerous, and attaining success is a matter of developing the right strategy to win local markets and its consumers.