Summary : ' Tell The Kids We 're Moving ' Kenya '

The case of Karen Leary illustrates the implications cultural conflict can have on business organizations and office culture. A common mistake managers make is undermining the power of cultural constraints at the organizational level. After six years as a financial consultant at Merrill Lynch, Karen Leary was promoted to general manager at the Elmville branch in Chicago. Leary wanted to achieve success at the branch office by building high-producing, successful group of professionals who work together to provide clients with complete service in meeting long-term financial goals.

During the time period 1850-1914, even though Britain imperializing, Kenya was, in turn, very beneficial for the inhabitants of Kenya. However, the direct rule of Britain put Kenya through a massive transition from being independent to being colonial dominant, in which the natives of Kenya had lesser rights than did before and were treated inhumanely. Before being imperialized, Kenya was already divided into forty-two tribes. The two main kinfolks to be known are the Masai and the Kikuyu. These tribes helped in making the country's diversity, rich culture and heritage. Nonetheless, Kenya didn’t have much global contact; however, they did trade with the Arab merchants but kept it limited because they wanted to preserve their traditional

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.

Business Ethnics taught me that any type of decision that is made within a company, can impact it company’s public image and self-concept. When working at the Code Factory, I paid attention to how ethnical the company is, and how important it is to have good ethnics. When you have good ethnics it provides a great atmosphere. At the code factory, each company understands that the employees, and customer’s have personal lives. When an emergency comes up, the Code Factory is extremely understanding, and wants everyone to make family a priority. Although the Code Factory is very understanding of their stakeholders, they do have an Employee Handbook that shows their code of conduct. The book discusses how the company is ran, the

Their little boy is about a year and half now his name is Mugo. Wanjiku had Mugo in the United States. She had already applied to come to Saint Cloud State University when she found out she was pregnant. Her decision was very difficult as to

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

The importance of understanding cultural, ethnic and gender differences by managers and professionals in a business setting is essential to make the work environment comfortable. In every culture there are basic standards of thinking, and acting and these cultural differences strongly influence workplace values and communication. What may be considered acceptable and natural in the workplace for one person may be unacceptable for another person. People from diverse cultures bring new ways of thinking, creativity and language skills needed to survive in today’s work force. In many

In the case “Managing a Global Team: Greg James at Sun Microsystems, Inc. Tsedal Neeley states that lack of inappropriate communication, leadership and decision-making is root of the crisis of HS Holdings. Overall, cultural diversity is based on the idea that cultural identities should not be discarded or ignored but rather maintained and valued. In view of this, diverse cultural differences can result in organizational problems. Firstly, identify your techniques to manage his global team and recognize the root of problems. Secondly, identify you should be responsible for the crisis of HS Holdings because of miscommunication and improper leadership. Thirdly, defining the important role of open work environment and diversity play in the case in order to focus on improvement of this two. Fourthly, finding out short-term development and long-term development for James to match solving organizational problem. At the end, summing all findings in a conclusion . Mentioning Greg, he is an unquestionable technical elites. After he earned a Bachelor of Science in Computer Engineering from Stanford University, he chose to work for the Sun Inc. Within four years, he had risen in the Data Protection and Recovery Department. Five years later, he achieved the Sun outstanding Manager award. (Neeley and Delong 5) Now, James works on a global team management position where he is struggling with team management. Within the team there was a lot of stress being built up

The five weeks of the Cultural aspects of international business course have been a truly enriching life experience for me. I must admit that I was a little skeptical about the value proposition of the course as I thought this was going to be one of those purely theoretical pro-diversity lectures with no potential for practical application. However, the fact that Professor Lane co-authored the textbook intrigued me so much (I have never had a Professor who actually wrote the textbook for the course) that I decided to give it a chance and sign-up for the course.

In summary, the home culture of an expatriate predisposes them to certain behaviors and situations. It allows them to operate efficiently in that environment. However, moving to the host-culture changes that operating environment and makes their 'mental software ' less efficient and effective. Culture is clearly a relevant variable when expatriating employees and their families for international business assignments. Training can be applied to ameliorate these effects. Also, training provides insight into the procedural, substantive and informational aspects of their work and personal life in the host location.

Victor's concerns and resulting actions do not seem to be in alignment with LCC's mission statement or intentions for the hotel. Victor's actions of lack of actions are in direct opposition to the organizations goals, mission, and values. He has not acted in a professional manner in a variety of contexts. As a result Greg is faced with the dilemma surrounding the Russian mob. The other major issue addressed in the case is the competing expectations between the "Americanized" hotel and operating in Russia with Russian employees and Russian cultural norms. The two cultures are very different and adequate attention may not have been given to this problem. Although attempts were made to to train and develop the staff, adequate attention was not given to cultural differences and understanding what and how to motivate employees. The lack of understanding of the Russian culture, goals for how the hotel should be run and function, and clear plan of action to attain these goals all contributed to

Whenever a company is entering a new market it has to take into consideration the cultural differences between countries. Based on the case study analysis, the difference between the two countries in terms of eating out habits and eating preferences seem not to be understood by the Denver headquarter. Denver headquarter believes that it can enforce the same business model applied in the U.S to its stores in China, regardless of local preference. In addition, Foster seems to lack knowledge about the Chinese culture because she was not familiar with the market in China, as she had no experience working internationally. There was a lack of cross-cultural communication between Chen and Foster; even though, Chen had experienced both cultures while studying abroad in the U.S.

Mr. Fisher, President of Central Steel Door, made many mistakes in his efforts to hire a sales manager in Europe. First, advertising in the International Herald Tribune is only going to attract Americans who lack the intelligence and in-country expertise the company needs to successfully compete in unfamiliar markets. Second, he fails to make the most of these candidates that these ads generate by asking them for referrals and offering an incentive. He fails to use the limited success of the ads to successfully network into the international community. Third, the lack of sensitivity ot living costs in Belgium and Germany for sales manager led to them quickly resigning. Fourth, Mr. Fisher didn't coordinate with the Belgian government to ensure employment taxes were paid on time, leading to a bill for back taxes of thousands of dollars. Fifth, the hiring of ten local people to staff distribution centers and the firing of five of them not only had to be communicated months in advance to local government authorities, Central Steel Door is legally obligated to pay them for a full year of their salaries based on German law. Sixth, the ignorance of local, regional and national laws ends up costing the company more than it made on any sales in the region ruing the case study's timeframe. Seventh, Mr., Fisher neglected to consider how the cultural differences between the Untied

Kelly’s company put her in an unrealistic situation of requiring an answer within two days of extending her the position abroad. Kelly’s company should not have assumed because she had great success in business relationships in London and Germany, which have similar cultures to the United States, it would have implied she would have been just as successful in Japan. The company lacked in preparing her in the customs and cultural ways of the Japanese, instead only considering the financial compensation as enough motivating factor. The company should have provided training of Japanese for the family, assisted in Joe’s networking in Tokyo to locate a job and should have been readily available for Kelly’s family with any questions and provide timely follow-up. Kelly lacked in doing her due diligence into the Japanese culture and fully understand what it would take to move her family abroad. A little research on her part into Japanese culture, customs and etiquette would have provided her with forethought on how to handle herself in Japanese

First cultural misstep that Alison and John made was their lack of research prior to the task. They have conducted research regarding managers and the ways they communicate decisions overseas. They also gained insight of the success of each division but what they failed to consider some of the psychological cultural differences. They overlooked possibility of different reactions among the managers based on their background. For instance, some managers were afraid to lose their jobs where in fact that was not the case. We can see that from this quote” Every culture possesses a unique mixture of attitudes, values, and social expectations.