International Perceptions Of Management As An American Invention

Throughout the scenes in the movie “Outsourced” Todd wasn’t being the best towards the workers. He was being rude and unfair towards the workers. He wasn’t being understanding because he didn’t see the importance of the Indian culture and how it works, which is nurturing because he didn’t any better he didn’t know the history of it. Towards the end of the movie Todd realized that the Indian culture was a much enriched happy culture. Just like in women at work: intercultural complexities are too dynamic to succeed globally women are treated differently because of their gender instead of their skills. In countries like India, japan, Southern Europe, The Middle East, Asia, a women’s body language and communication style can come off as submissive and dominant. According to cross-cultural competence: engage people from any culture by Louise Rasmussen; her and her colleagues had came up with 12 principles to help people deal with cross-cultural competence. Outsourced was about a man named Todd Anderson who discovered that his company is getting outsourced meaning his job is based off outside work. Which led Todd’s boss sending him to India to train and maintain his part in Mumbai. Todd didn’t want to go to Indian but, his boss was telling him that he would lose his stock options which made him have no other choice but to go to India. When Todd first got to India he didn’t understand how to get around and what they were saying around him. When he got to the call center all the workers had a hard time understanding the American customers and that frustrated Todd even more. In order for him to go back home he had to get the MPI (minutes per incident) under six minutes which wasn’t easy for him but then he started to see that it was going down but very slowly. Todd started having meetings with the workers to help them understand what they were selling and why how they were selling the stuff. In all the meeting there was one person who really caught his eye and her name is Asha. She really took charge of everything as far as helping out when everybody needed to be helped with the American customers. Towards the middle of the movie Todd started to realize how

This documental was made by Thomas Friedman, a New York Times columnist in 2004, he had written a lot of articles about globalism. He starts interviewing the employees of a call center located in India. The experience he

American and Indian culture are different in similar in many ways. In the video “30 Days: Outsourcing” we got to follow a man Chris Jobin, into India and see firsthand just what living in India is like. Upon arrival he starts to notice somethings are very different than what he is accustom to, but there are also some that are very similar. One of the very first things he sees when he arrives is all these new business buildings next to little shacks that people live in. Then when he gets to the house he is staying at, the family meets him at the door and does some ritual on him. After his initial first day, he notices that the main job in India, is the lowest job in America.

Another factor in the success of an expatriate involves the expatriates pre-existing culture intelligence quotient (CQ). It is still uncertain that an expatriate’s success working internationally is determined by their CQ but it is crucial for expatriates working on international assignments because it is a sign of cultural competency.

It is hypothesized that cultural differences in behaviour will mean differences in HRM practices within different cultures but those within the same cultural cluster will be similar whereas those in different clusters will be dissimilar. Employees and managers from different cultures take decisions in different ways – the processes, behaviours and values are not the same. People have different value orientations as a result of individual psychology, life-stage and generation and assumptions about behaviour determined by cultures are linked to a variety of organisational behaviours.

When we look at outliers, when we look at success stories, if we look closely enough, we see lives with opportunity from the start. To illustrate the importance of culture in success, Gladwell relates a story of a Colombian pilot who most likely crashed a plane because, even with diminishing fuel, he wasn't assertive enough to stand up to the intimidating control tower agents and demand to land. Cultures that encourage passive submission to hierarchy, or who phrase their questions in subtle, vague euphemisms, may find themselves at a disadvantage in some situations, such as the airplane cockpit. Other times, your culture works for you. For example, Gladwell explains that Asians who spent centuries working in rice paddies, a type of farming that requires meticulous care all year long, passed on this work ethic to their posterity. Many of the inheritors of the rice-paddy culture apply the same diligence in their schoolwork. This diligence, of course, brings more success.

‘ What are the differences of managers’ leadership styles between the Western and Non-Western cultures ?’

In India, employees are usually expected to work more hours than the usual working hours. Johnson states “IT professionals in India, have a workaholic culture that is represented by long working hours. However in U.S, I was told by my supervisors to not stress myself working for so long or I would burn out”. They never asked him to extend working hours. Unlike in India, he was expected to work extra hours on weekends

Culture has a huge impact on management styles around the world. When it comes to international business these culture differences need to be taken into account. In the United States the business atmosphere can be casual with managers often calling their employees by their first names. This is viewed as friendly in the United States, but in France or Germany it would be considered rude Expert, R. (2011, November 24). An excellent example of this can be seen in the Disney film Saving Mr. Banks, which is the story of Walt Disney trying to convince Mary Poppins author P.L. Travers to let him make a film adaptation of her books.

While many of the world’s economic powers seem similar, there is no doubt there are some very key differences. Many of these differences can be attributed to cultural differences within each of the countries. While many of these countries work together in global business efforts, cultural differences would certainly have a significant impact on management style, leadership and even work ethic of the employees. The United States and Japan are both strong economic powers that hold to a capitalistic economic system. Their management styles, however, are very different. This can often be explained through the differences in culture and management or leadership styles. Over the years, the two

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

Looking at Hofstede’s Cultural Dimensions (fig. 2) shows the differences between Italy and the United States. Italy has a higher power distance than the US, this can be shown by the formality in the office working environment, where first names are rarely used when addressing superiors (Welcome to Italy). The US is more individualistic while Italy is more collective. Uncertainty avoidance is the greatest cultural difference, where Italy avoids uncertainty more than the US.

This paper will be about the relation between the cultural dimension ‘power distance’ and three management principles we chose and will also be about the applicability of these management principles. This is quite interesting because even though we know that the cultural dimensions, by Geert Hofstede, and the management principles, by Fayol, have something to do with each other, the more the cultural dimensions differ, the more the ranking of the management principles will differ in the compared countries. We will now try to find out if some of these principles are more linked to a certain cultural dimension, in our case Power Distance, than others and we will find out whether these

| * India scores high on this dimension, 77, indicating an appreciation for hierarchy and a Top – Down Structure in society and Organizations. dependent on the boss or the powerholder for direction, acceptance of un-equal rights between the power-priviledged and those who are lesser down in the pecking order, immediate superiors accessible but one layer above less so, paternalistic leader, management directs, gives reason / meaning to ones work life and rewards in exchange for loyalty from employees. * Real Power is centralized even though it may not appear to be and managers count on the obedience of their team members. * Employees expect to be directed clearly as to their functions and what is expected of them. * Communication is top down and directive in its style and often feedback which is negative is never offered up the ladder

In times of rapid globalisation and economic development growth, the environment of business has become more and more complicated as a huge number of firms want to globally expand their businesses. Subsequently, the managerial implications of cross-cultural management is the challenge of this development. As Abbe (2007) states, cross-cultural leadership has developed as a way to understand leaders who work in the global markets. Culture is the “software of mind” that can influence people’s patterns of thinking and behaving.