Cultural Differences Between Developing Countries (China/ India) and Developed Countries (Uk)

The substantial part of the article concentrates on the way companies and their managers should embrace contemporary multinational market. The author claims: “Adaptation strategies are better suited to opportunities opened by the shift in the locus of teh global growth. (..)Western markets must compete in big emerging markets like China and India. But they can;t forcé their way in.” That is why, it is critical to pay careful attention to political, economic, or cultural diversity. Ghemawat is skilled in giving pieces of advice to those who underestimate the importance of countries differences and similarities. He also says: “I propose that every MBA gradúate – and presumably every global manager – have a mínimum body of globalization related knowledge, including (..)an understading of how differences between countries can influence cross-border interactions; awareness of the benefits of teh additional cross-border integration’.

Sociological aspects of Eastern and Western culture have been discussed in both classrooms and professional business settings for hundreds of years. During this time, the social climate has advanced in a way that our two cultures have developed similarities. Along with this, the progress in ease of communication has created a sort of melting pot between both nations. One of the most apparent differences can be seen through a comparison of the youth in these societies, and more specifically, between the youth culture of the United States versus China. In this paper I will examine some of the broader distinctions between these hemispheres, their effects on the attitudes and behaviors of the members of these countries. In addition, we will

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.

The eighteen century brought economic growth, expansion, and changes in government to countries worldwide. In the areas of culture, economics, and diplomacy what did Brazil, England, and China share and how were they different? Without the luxury of modern communication and despite the great distance between them, these people groups shared amazing similarities, yet each had its own distinct character.

Chinese culture is very different with Western culture, compare Chinese communication style with the Western’s, Western people like to be straightforward about their topic, but it might seems like rude in Chinese culture. When I still attend school in China, my Chinese teachers taught me that being straightforward in the conversation is not polite. Therefore, when I start a conversation with anyone who is Chinese, I would ask them about their recent life for about ten minutes and then go into my topic or anything that I would like them help me to achieve. After I came to the United States, I feel Americans are very straightforward about the things they need or want. Once, my American roommate wants to borrow my textbook for the next quarter,

In the book, International Business: Theory and Practice, Verizon-MCI in its domestic environment, the United States, is placed in the cultural cluster with the Anglo countries. This cluster consists of Australia, Canada, United States, United Kingdom, Ireland, and South Africa. The company’s cultural cluster, for its global environment, China, is with the Far Eastern countries. This cluster includes China, Hong Kong, Indonesia, and the Philippines. These cultural clusters approaches are based on the countries’ geographic similarities. They are grouped together depending on the location of the people in the world. Each cluster demonstrates differences within each cluster, as well as, differences among the countries. These differences reflect that other factors should have been considered when the groups were placed together.

     Cultures are varying among different parts of the globe. People with different cultures have different characteristics and viewpoints on the subjects due to diverse understanding and method of learning. During the past few decades, the international trade grows in a very rapid rate due to the advantages that it provides; “increased sales, operational efficiencies, exposure to new technologies and broader consumer choices” (Heslin). Therefore, when considering the culture aspect to current business world, it is crucial for business to understand the culture aspect because of the tremendous growth of international business as well as utilize the international market to its maximum

Burberry need to scan their market segments in order to gain the most competitive advantage. Pestle analysis looks at the political, economic, social, technological, legal and environmental factors that affect an organisation providing a ‘comprehensive list of influences on the possible success or failure of strategies’ (Johnson, Whittington, Scholes, 2011). However, the three main changes that focused on in this essay are Economic, Social and Environmental factors. The economy within China is currently very stable; being a part of the 4 fastest growing economies in the world (BRIC: Brazil, Russia, India, China), it has made large strides in recent years in the business and industrial sector. , the country

This year is my forth year that I has been studying in the United State. I’m already used to the U.S. culture and the U.S. living style. So in general, I didn’t experience any culture shock after I got here. If I had any culture shock, it’s probably three years ago. I couldn’t remember any of them. However I do have some thoughts about the differences between the U.S. and China after four years of studying in the United States.

The following are some of the noticeable cultural differences that Todd encountered upon arriving in India:

Both the authors have taken descriptive approach to elaborate in detail their respective areas of cross cultural management. As per article, “Rethinking Cross Cultural Management in a Globalizing Business World” by Soderberg & Holden (2002), due to globalisation and its increasing trend, the organisations and its environment has gone through significant changes. Thus the traditional way of defining the cross cultural management needs amendments. Further the author has elaborated that in this commitment the authors are contending for a split far from the conventional method for considering and portraying diverse administration for two fundamental reasons. To begin with, the winning idea of society as-substance, which in this logical connection is vigorously connected with national societies (and, by augmentation, country states) is distant with the hypothetical improvements of conceptualization of society and character. Moreover a conceptualization of hierarchical and national society’s too characterized and homogeneous substances is out of stage with the new economy, with its accentuation on systems administration, hierarchical learning and information as the fundamental hierarchical asset, which rises above firm, industry, and national limits. Second, the new economy requires not simply new skills and 'worldwide education but also needs to adopt 'the worldwide attitude'. A globalizing business world too needs suitable calculated apparatuses and expository methodologies of advantage to both analysts besides, specialists. Consequently the article “Cross cultural Differences in Management” by Amman & Jordan (2012) has concluded that due to cross cultural environments, the managers can encounter different impact on different areas of management. These impacts can create many limitations and barriers on different areas of business. Therefore, managers of the

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

According to the works of Chaney & Martin (2011) and Harris & Moran (2000), they agree that international management skills are in need for the increasing scope of international trades and investments. A large number of multinational companies have expanded their businesses through both developed and developing countries. Some of the business invest directly and others are partnership arrangements and strategic alliances with domestic operations. Their studies show that independent entrepreneurs and small businesses have started investing and competing in the world marketplace. Thus, to acquire corporations’ objectives, there is exceedingly a necessity for the development of strategic framework for cross-cultural management and communication in the current competitive global market. Chaney & Martin (2011) also noted that, cultural awareness and cultural differences are strongly important to the multinational corporations’ success. A good understanding of the culture where business is implemented can make international managers productive and effective.

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.

When dealing with intercultural business a person should be well aware of the characteristics of the culture he is to be in contact with. He should be well prepared to face attitudes not common in his home country.