Iscuss the Influence of Globalization and Localization

Culture is an observable, powerful force in any organization. “Made up of its members’ shared values, beliefs, symbols, and behaviors, culture guides individual decisions and actions at the unconscious level. As a result, it can have a potent effect on a company’s well-being and success” (One Page, n.d.).

“Culture consists of the symbols, rituals, language, and social dramas that highlight organizational life, including myths, stories, and jargon. It includes the shared meanings associated with the symbols, rituals, and language. Culture combines the philosophy of the firm with beliefs, expectations, and values shared by members. It contains the stories and myths about the company's founder and its current leading figures. Organizational culture consists of a set of shared meanings and values held by a set of members in an organization that distinguish the organization from other organizations. An organization's culture determines how it perceives and reacts to the larger environment (Becker, 1982; Schein, 1996). Culture determines the nature

The best way to get the best insight or impression on an organization is by focusing on its cultural symbols like, practices, facts, vocabulary and more. Huntington Bank shows those three symbolic elements of culture every day. One of the main aspects to keeping the organization safe is the ongoing practices which is “the everyday behavior the

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.

The Hofstede Centre (n.d.) defines culture as the “collective mental programming of the human mind which distinguishes one group of people from another.” Chipulu, Ojiako, Gardiner, Williams, Mota, Maguire, Shou, Stamai, and Marshall (2014), note that “culture can be at once tangible and observable; latent and unobservable; or even an abstraction altogether” (p. 367). Culture therefore has many dimensions. Some aspects of culture can be observed by analyzing symbols, ceremonies, dress, and other aspects. On the other hand, some aspects are not observable from the outside, but have to be experienced. Looking only from the outside gives us only a glimpse into the culture values. A large part of culture is the unwritten rules of how things are done. This part of culture is not necessarily observable to an outsider. To fully understand the cultural values of an organization, you need to be inside the organization with access to those with years of work experiences.

[4] "Corporate Culture." Introduction to Business Communication. By Guffey, Leowy, Kriza, Merrier, Logan, Williams, Newman, and Ober, 40-41.

Cross cultural studies has great impact especially to business managers. National culture or core culture that developed the individual before it is influenced by other factors in the environment and society is subject to change depending on how strong the influences would be. However for the individual to fit in, they have to embrace the new found culture or a new culture might have evolved combining the core values and the current society’s value.

What are some of the components of these cultures that you need to understand from a business standpoint?

Using appropriate theories critically analyse the role of culture in International Business. Support your answer by quoting relevant examples from the case study.

Abstract: The significance of cultural influence on business has been widely recognized in both academic and business circles. A number of authors suggest that an anthropological approach is the most appropriate way to study cultural factors and assess their impact on an organizational environment. This investigation draws attention to several important cultural issues in business utilizing an anthropological perspective. It probes the relationship between culture and human behavior,

They should follow what the top brands are already doing. The brands seeking for acceptance have a long way to go as emerging markets are developing faster than the stereotypes are eroding. Hence, with the help of the strategies for combating the provenance paradox they will be able to get out there and be globally recognized with patience, and long standing

Culture is the main matter to define the behavior in workplace. Different workers attitude, work output, thinking and relationship with collogue it depends on culture. According to hofstede, there are four different aspect depends on workers behave and role.

This confusion, change, and complexity are even greater within the international world-wide marketing environment. The debate over the amount or extent of standardisation or adaptation is of long duration. Vrontis and Vignali (1999) comment that the debate on this came under discussion as early as 1961, with Elinder (1961) considering the idea with regard to world wide advertising. The early sixties first coined the term ‘global village’ that was further discussed by Roostal (1963) and Fatt (1964). Buzzell (1968) widened the debate by stating that it would encompass not just advertising, but the whole of the marketing mix. Buzzel (1968) argues that in the past, dissimilarities among nations have led a multinational company to view and design its marketing planning in each country strictly as a local problem. However, the situation has changed, and the experiences of a growing number of multinational companies suggest that there are 7

Effective cross-cultural management has to be grounded in a detailed knowledge of individual cultures. Discuss using examples from two multinational companies.

Question-1: You are the new Manager of a company who has recently been appointed to improve cultural awareness in leadership and management of a large international corporation. How would you go about this process and what strategies would you introduce?