Interview With Leapfrog Technology Inc.

Employees- Employees expect from the company to provide them with a source of income. They also want to work for the company they are interested in. The company they feel proud about and want it to progress.

the welfare of their employees and how they want to keep their employees satisfied in turn

However, outside of the senior management team an all-encompassing belief in the culture is less pervasive, and use of the culture as a management tool is less effective. An employee’s understanding of the company culture is impact by the employee’s national cultures and the location of business unit. Outside of the United States, particular in my experience in Asia, when the company’s credo is translated into local languages, like Chinese and Thai, the words often do not carry the same meaning. Even with transliterate the credo is not easily understood. This was recognized by Halsall in 2008 who noted that national cultures may share different common values creating a challenge for standardized management practices. We also seen that whilst many employees appreciate the credo their motivation is driven by other needs, such as the security that the wage brings, and the impact that the financial rewards can bring to their families. In these instances the level of the financial reward far out weights the importance of company culture or working environment.

Weaknesses: no success abroad; low brand awareness; lack of the international experience of the executives; etc.

Steve Kirsch started his career out at Massachusetts Institute of Technology in Cambridge, Massachusetts. He earned a BS and a MS in Electrical Engineering and Computer Science. He is now a CEO of seven companies. He started out as entrepreneur of Mouse Systems. He started out at a great in the beginning so he could make it rain easy.

Marc was raised in a Jewish San Francisco family. He graduated from Burlingame High School in 1982, and sold his first application, How to Juggle, for $75 (Benioff & Adler, 2010). By age 16, Benioff was earning royalties of $1,500 a month after he founded Liberty Software, created and sold games for the Atari 8-bit computer and published a series of books. The royalties earned were enough to pay for college as he received a Bachelor of Science in Business Administration from the University of Southern California in 1986 (Benioff & Adler, 2010, p. xix).

Also, internationalization or geographical diversification may lead to problems related to psychic distances. As the company gets more diversified, information flow will be harder due to differences in language, culture, level of education, political systems, foreignness and level of industrial development.

First, I will go over our potential issues we may experience. We will be expanding to China and Charleston West Virginia, there may be a language and cultural barrier. If we hire traditionalist age group there may be a problem with not knowing how to properly use new technology and also may be stuck in their old ways. There is a rumor going around saying that employees are rallying for unions to receive support. Our managers are having a hard time communicating and there is a chance that is the reason for longer, unproductive meetings. There is a struggle with communication because of generational differences. We will not be able to take our business model and go straight to China and be able to use the came one. We have Cultural differences and we need to stay flexible and adjust to a country’s characteristics.

Ask employees how they feel about the culture and what would like to see for a change if any.

An organization’s culture governs day to day behavior. This type of power may be seen as a control mechanism, which businesses use to manipulate internal and external perception. Every organization has a set of assumed understandings that must be adopted and implemented by new employees in order for them to be accepted. Conformity to the culture becomes the primary basis for reward by the organization. “The role of culture in influencing employee behavior appears to be increasingly important in today’s workplace, as organizations have widened spans of control, flattened structures, introduced teams, reduced

Perhaps this could be more difficult to foresee for the parent company but without any doubt any local management team should realize of the key cultural issues.

According to previous research, BGs are very different from other types of firms. Some of their most important performance issues are that they face higher operational and financial risks of internationalization as well as they need to enter in key local markets, having limited resources and little prior experience (Knight & Cavusgil, 1996).

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).

A strong positive organizational culture develops from employee awareness of the distinct differences between their company and other companies along with company mindfulness and embracing cultural diversity of its employees. As long as the organizational uniqueness of companies is positive, company pride among employees expands and improves the employees’ willingness to learn. Conversely, disinterested employees lack commitment to their company and lack desire to learn, making training more difficult.