EXPATRIATES AND OVERSEAS EXPERIENCES.
The term expatriate refers to people who go to another country hired by companies, in order to work successfully in an international environment, there are different types of expatriate assignments; long term that refers to a period of time more than one year and involves the families, short term that is less than one year, international commuter and the frequent flyer that travel 2 times a week. The strategic reasons for international assignments are: professional development, knowledge transfer, fulfillment of scarce skills, control and coordination. This type of assignment involves for the company high costs in terms of salaries and flights, time, training, opportunities or risks, and transfer of know how. Not everybody applies for an expatriate assignment the company should select properly the person because it involves a lot of things and issues, the must study the employees, their personal development, the management need, the transfer of know how, communication skills, leadership skills, this is why choosing the wrong person will lead to failure and high costs for the company. The transition process is very important for an expatriate, they must be aware of the cultural changes and the have to be willing to adapt themselves to the new environment, is also a cultural experiences and sometimes there could be shocks, the family of the expatriate play an important role, more or less represent the 60% of the expatriates that requires their family this is why an expatriate assignment not fit for a regular employee, it requires a wise selection process. An immigrant differs from an expatriate because it involves social and economical factors. On the other hand an overseas experience is based on an own decision, this is individual, refers to traveling, backpacking and the ultimate goal is to see the world the way it is, is more a cultural experience that involves geographical mobility and the experiences its based on the personal agenda, overseas experiences gives you an open mind and a different vision of the world.
Explain one of the causes for expatriate assignment failure and provide 3 recommendations to address it.
A big issue to an expatriate to failure in the process of adjusting is family, the family play an important role for almost everybody, even more in the Latin and Asian culture that tend to be more collectivism and attach to family. As the family being the courage to work, the expatriate wants the best for them and want them to be happy, and if they are not happy the worry and the stress can be reflected at work. Family weight a lot when making a decision of going abroad, because when you are alone you just think about yourself and no one else, but when you have a family you must think also in what is best for them. The family must feel like part of the process and needs to be involve in the decision, being part of the decision makes things more easy for the expatriate and even to the whole family. They also need to be aware of the change they are going to take, it’s a risk they are taking and they need to be conscious that it could be for better or for worst, and they need to be open to the changes and the new culture they are entering to in order to adapt easily and to provide the expatriate a better work environment in order to success and not to fail. Counseling can be considered as a huge help, because some changes are not easy to over take and the whole family must need help doing it.
jueves, 18 de marzo de 2010
National and organizational culture
NATIONAL AND ORGANIZATIONAL CULTURE.
This refers on how things are done around, the ideal way to do it; the organizational culture is defined by values, beliefs, understandings, and share by a group of people clear boundaries from other groups. Through working together people develop their own way in achieving unitary objectives. Organizational culture can be considering a business strategy.
Observable aspects: symbols, ceremonies, stories, dress, slogans
Non-observable aspects: beliefs, feelings, attitudes. The idea of an organizational culture is to create a better working environment through establishing a set of values among the members of the organization, most organizational cultures are based on the national culture, this is because some multinationals operates in different countries and they as multinationals have to fit in the society and the culture they are entering into, so the organizational culture depends on the national culture (changes from nation to nation). National culture sometimes could be stronger than the organizational culture. National culture refers to the preferences, values, beliefs of the population of the nation, (is not only refer to a country, in a country can be different cultures), by understanding the OC it gives the company an advantage, it provides guidance to all the members of the organization in order to work in a better ambient, gives the company respect among the members and the employees, The organizational culture has two main functions that are the internal integration which consists on how the members relate to each other (one to another) and the external adaptation which helps the company to adapt to the external environment. A strong organizational culture gives the organization the possibility of give the member’s motivation and commitment and it would incentive a better performance, it will also help to reduce conflicts among members. In order to have a strong and a well defined OC you must be aware of how the things are done where you are located, and based on that you must build your OC.
Exploring Diversity
EXPLORING DIVERSITY.
I've never heard that there are different views of cultural diversity.
Diversity is not only different cultures or languages, race, sexual orientation, religions, ideologies or beliefs; diversity refers to what makes a group of people similar o different from each other (individual, groups).
There are also other views that are as interesting as the ones mentioned before.
-The parochial view, for example, is "blind" to the existence of cultural diversity. Parochial see their way of doing things as the only possible way.
-The ethnocentric view, in contrast to the parochial view, accepts that cultural diversity exists, but there is only one that is superior. The question will be ¿which one?
-Finally there is the synergistic view that says that although there are many cultures there is no a superior one.
Culture can affect in big way businesses, you must be aware of differences in order to lead to a success or in the worst scenario to a failure; people even in the same country are different.
In order to understand easily diversity you must take into account these competences: Flexibility, resourcefulness, tolerance for ambiguity, vision, cultural self-awareness, cultural consciousness, multicultural leadership.
We also need to develop a cultural intelligence, in order to be able to manage a different situation that involves different kind of people, it also gives you a cultural background of the people, it helps you to interact more easily with others and understand them, you must open your mind and be sure that everybody is different and you don’t have to agree but you must respect it.
I've never heard that there are different views of cultural diversity.
Diversity is not only different cultures or languages, race, sexual orientation, religions, ideologies or beliefs; diversity refers to what makes a group of people similar o different from each other (individual, groups).
There are also other views that are as interesting as the ones mentioned before.
-The parochial view, for example, is "blind" to the existence of cultural diversity. Parochial see their way of doing things as the only possible way.
-The ethnocentric view, in contrast to the parochial view, accepts that cultural diversity exists, but there is only one that is superior. The question will be ¿which one?
-Finally there is the synergistic view that says that although there are many cultures there is no a superior one.
Culture can affect in big way businesses, you must be aware of differences in order to lead to a success or in the worst scenario to a failure; people even in the same country are different.
In order to understand easily diversity you must take into account these competences: Flexibility, resourcefulness, tolerance for ambiguity, vision, cultural self-awareness, cultural consciousness, multicultural leadership.
We also need to develop a cultural intelligence, in order to be able to manage a different situation that involves different kind of people, it also gives you a cultural background of the people, it helps you to interact more easily with others and understand them, you must open your mind and be sure that everybody is different and you don’t have to agree but you must respect it.
China
CHINA
China is the greatest country in East Asia, is considered the number one exporting country, Mandarin is the most spoken language, the liberalization of the economy brought to china its huge economy forward, Now China is the biggest economy after the US.
China was known because of its centralized organization in politics and in industry. Being Mao Zedong the head of the state, China followed a very clear path in commerce, in enterprises (that where part of the state -SOE's) and in management by a unique, almighty leader. Anyway, globalization did its job, and China had to change in order to continue its constantly evolving economic system.
There are some studies that try to explain how China has managed its recently economic opening and there are some hypotheses that show this and changes in the external environment as market forces increasingly underpin Chinese economic life. “Structural change in the economy may be then accompanied by changes in enterprise structures and management practices. People management is a central feature of how economies are run and market-led change may be re-shaping its core norms and values in the direction of HRM rather than the old-style personnel management model associated with the ‘iron rice bowl’ employment system, albeit a new form of HRM ‘with Chinese
characteristics".
MAO ZEDONG
"Mao Zedong (also Mao Tse-Tung) was the world's most prominent Chinese communist during the 20th century. Mao's Red Army overthrew Chiang Kai-Shek in 1949, and the communists seized power of mainland China. Ruthless and ambitious, Mao turned China into a world military power and created a cult of personality, forcing the distribution of his image and his "Little Red Book" (a collection of political maxims) upon the Chinese people. His campaign to export communism made China a threat to the West and led to confrontations in Southeast Asia and Korea. Under Mao's rule China endured a series of economic disasters and political terrorism, but for more than 25 years Mao was China, as far as the rest of the world was concerned. After his death, leaders like Deng Xiaoping steered the country away from pure communism, and the Cult of Mao began to disappear. These days Mao is ranked among the worst of 20th century dictators. Alongside Joseph Stalin and Adolf Hitler".
Taken from: http://www.answers.com/topic/mao-zedong
The relevance of Guanxi and the existence of Chinese business networks as supporting factors to the internationalization process of Chinese companies.
Guanxi is highly related to the Chinese management style and as a business strategy for HRM. Nowadays is not having the same importance because of globalization and because the companies are acquiring patterns of the western management style. Guanxi refers to commitment and friendship and is a giant linkage between the people, especially when they are doing businesses, its all about trust and reliability. For the Chinese companies Guanxi reflects the spinal core of the business. In order to success it is important to be aware of the Guanxi network connections. They consider customers as the most important in Guanxi basically because of the relationships that they could build. Communication is essential during the activity, especially face to face communication because it is important to see the other and analyze the situation as a whole. Location, networks and links are very important to Guanxi, in the culture management it will provide a better application of it. It is considered for the Chinese the tool to achieve perfection, harmony. Guanxi is still a crucial factor in the internationalization process of the Chinese companies, because is more a cultural issue, and culture doesn’t change easily it takes time.
China is the greatest country in East Asia, is considered the number one exporting country, Mandarin is the most spoken language, the liberalization of the economy brought to china its huge economy forward, Now China is the biggest economy after the US.
China was known because of its centralized organization in politics and in industry. Being Mao Zedong the head of the state, China followed a very clear path in commerce, in enterprises (that where part of the state -SOE's) and in management by a unique, almighty leader. Anyway, globalization did its job, and China had to change in order to continue its constantly evolving economic system.
There are some studies that try to explain how China has managed its recently economic opening and there are some hypotheses that show this and changes in the external environment as market forces increasingly underpin Chinese economic life. “Structural change in the economy may be then accompanied by changes in enterprise structures and management practices. People management is a central feature of how economies are run and market-led change may be re-shaping its core norms and values in the direction of HRM rather than the old-style personnel management model associated with the ‘iron rice bowl’ employment system, albeit a new form of HRM ‘with Chinese
characteristics".
MAO ZEDONG
"Mao Zedong (also Mao Tse-Tung) was the world's most prominent Chinese communist during the 20th century. Mao's Red Army overthrew Chiang Kai-Shek in 1949, and the communists seized power of mainland China. Ruthless and ambitious, Mao turned China into a world military power and created a cult of personality, forcing the distribution of his image and his "Little Red Book" (a collection of political maxims) upon the Chinese people. His campaign to export communism made China a threat to the West and led to confrontations in Southeast Asia and Korea. Under Mao's rule China endured a series of economic disasters and political terrorism, but for more than 25 years Mao was China, as far as the rest of the world was concerned. After his death, leaders like Deng Xiaoping steered the country away from pure communism, and the Cult of Mao began to disappear. These days Mao is ranked among the worst of 20th century dictators. Alongside Joseph Stalin and Adolf Hitler".
Taken from: http://www.answers.com/topic/mao-zedong
The relevance of Guanxi and the existence of Chinese business networks as supporting factors to the internationalization process of Chinese companies.
Guanxi is highly related to the Chinese management style and as a business strategy for HRM. Nowadays is not having the same importance because of globalization and because the companies are acquiring patterns of the western management style. Guanxi refers to commitment and friendship and is a giant linkage between the people, especially when they are doing businesses, its all about trust and reliability. For the Chinese companies Guanxi reflects the spinal core of the business. In order to success it is important to be aware of the Guanxi network connections. They consider customers as the most important in Guanxi basically because of the relationships that they could build. Communication is essential during the activity, especially face to face communication because it is important to see the other and analyze the situation as a whole. Location, networks and links are very important to Guanxi, in the culture management it will provide a better application of it. It is considered for the Chinese the tool to achieve perfection, harmony. Guanxi is still a crucial factor in the internationalization process of the Chinese companies, because is more a cultural issue, and culture doesn’t change easily it takes time.
Migration workers
MIGRANTION WORKERS.
Migration is the movement from people from one place to another, migration is not considered only from one country to another, but that there is also internal migration because of armed and civil conflicts, catastrophes, wars, and others.
In Colombia, for example, I've seen a lot of this, in the armed conflicts type, because of the subversive armed groups like FARC, ELN, AUTODEFENSAS and others that are not so recognized internationally.
These groups are always threaten, killing, kidnapping and many other things that force a lot of people, mostly the peasants, to leave their territory to save their lives, but leaving behind all that they've worked for their entire lives.
But this is not the only type of migration. There is also the migration from one country to another, sometimes legally, some times not. Some times for working opportunities, and others just to escape from any authority.
After the exposition I questioned myself about what was precisely the "Brain Drain Migration", and this was what I found out.
BRAIN DRAIN MIGRATION
“The expression 'brain-drain migration' was popularized in the 1960s with the loss of skilled labor-power from a number of poor countries, notably India. Of particular concern was the emigration of those with scarce professional skills, like doctors and engineers, who had been trained at considerable expense by means of taxpayers' subsidies to higher education.
It is impossible for political reasons to forbid emigration. This was a strategy closely associated with the repressive regimes in the Soviet Union and East Germany and would not be feasible or acceptable in virtually any country today. What, then, are the possible solutions to the brain drain?
1. Emigration can be delayed. Normally, delay strategies involve some element of public service. For example, doctors may be asked to stay on for two years after their training to 'pay back' what they 'owe' to society. A more sophisticated strategy is to incorporate delay within the training period, thus ensuring that certification follows rather than precedes a spell of public service. (This is the position advanced by South Africa's Minister of Health.)
2. Emigration can be inhibited either in the destination or source countries. The main constraints in the destination countries are the labor market and immigration policies, but at high skill levels another important consideration is the portability of qualifications. Increasingly, this inhibition is falling away as educational franchise operations and international certification expand. Emigration can be inhibited in the source countries by developing special privileges for scarce groups through pay incentives, enhanced research budgets and laboratory and hospital subsidies.
3. A relaxed, market-driven solution is to ignore the emigration of skilled workers and let a brain-drain from poorer countries replace lost skills.
4. A more interventionist variation of the market solution is to recruit in target countries while developing immigration incentives. (In Canada, for example, foreign doctors working in rural areas are given accelerated immigration status.)
5. It might be possible to reduce the negative effects of the brain-drain by promoting links with skilled nationals and former nationals abroad (see below).
None of these five solutions is without its attendant problems. "
“If a brain-drain begins seriously to affect the quality and delivery of public and private services there are two obvious solutions
(a) Make it worthwhile for highly-trained professionals to stay
(b) Replace them with competent locals at a rate as fast as or faster than their departure ('brain train').
Another solution is to devise strategies of 'brain gain', like:
- Recruiting abroad in key segments,
- Return of Talent,
-The construction of a brain gain network."
All the information that appeared above was taken from:
http://www.queensu.ca/samp/transform/Cohen1.htm
Do you think the Points System in Canada is meant to protect the country’s sovereignty? Or ¿is it just a deliberated form of discrimination? ¿why?
Alter the boom made by the industrialization and the urbanization of Canada migration began to increase, most migrants were looking to live a better life, the localization plays an important role because it is located between the states and the winter. Most immigrants were british and Americans, and even the government favour them, Mackenzie King’s states that Canada had the right to decide and select the future citizens, he considered it was not a fundamental right it was more a privilege than anything else. The points system emphasizes on the skills, education and training of the independent immigrant, rather than his/her ethnical background. They had a preference on immigrants, it is evident that Canada has a preference for skill immigrants, and in some way it is good for the country and the economy and the development to have skilled workers, somehow the will help to grow the country. But on the other hand it has a little bit of deliberated discrimination, because even though skilled workers are required to the economy, labor workers are the ones that work for the skilled ones, and somehow they are the ones that move companies and the economy, so, both are necessary.
Migration is the movement from people from one place to another, migration is not considered only from one country to another, but that there is also internal migration because of armed and civil conflicts, catastrophes, wars, and others.
In Colombia, for example, I've seen a lot of this, in the armed conflicts type, because of the subversive armed groups like FARC, ELN, AUTODEFENSAS and others that are not so recognized internationally.
These groups are always threaten, killing, kidnapping and many other things that force a lot of people, mostly the peasants, to leave their territory to save their lives, but leaving behind all that they've worked for their entire lives.
But this is not the only type of migration. There is also the migration from one country to another, sometimes legally, some times not. Some times for working opportunities, and others just to escape from any authority.
After the exposition I questioned myself about what was precisely the "Brain Drain Migration", and this was what I found out.
BRAIN DRAIN MIGRATION
“The expression 'brain-drain migration' was popularized in the 1960s with the loss of skilled labor-power from a number of poor countries, notably India. Of particular concern was the emigration of those with scarce professional skills, like doctors and engineers, who had been trained at considerable expense by means of taxpayers' subsidies to higher education.
It is impossible for political reasons to forbid emigration. This was a strategy closely associated with the repressive regimes in the Soviet Union and East Germany and would not be feasible or acceptable in virtually any country today. What, then, are the possible solutions to the brain drain?
1. Emigration can be delayed. Normally, delay strategies involve some element of public service. For example, doctors may be asked to stay on for two years after their training to 'pay back' what they 'owe' to society. A more sophisticated strategy is to incorporate delay within the training period, thus ensuring that certification follows rather than precedes a spell of public service. (This is the position advanced by South Africa's Minister of Health.)
2. Emigration can be inhibited either in the destination or source countries. The main constraints in the destination countries are the labor market and immigration policies, but at high skill levels another important consideration is the portability of qualifications. Increasingly, this inhibition is falling away as educational franchise operations and international certification expand. Emigration can be inhibited in the source countries by developing special privileges for scarce groups through pay incentives, enhanced research budgets and laboratory and hospital subsidies.
3. A relaxed, market-driven solution is to ignore the emigration of skilled workers and let a brain-drain from poorer countries replace lost skills.
4. A more interventionist variation of the market solution is to recruit in target countries while developing immigration incentives. (In Canada, for example, foreign doctors working in rural areas are given accelerated immigration status.)
5. It might be possible to reduce the negative effects of the brain-drain by promoting links with skilled nationals and former nationals abroad (see below).
None of these five solutions is without its attendant problems. "
“If a brain-drain begins seriously to affect the quality and delivery of public and private services there are two obvious solutions
(a) Make it worthwhile for highly-trained professionals to stay
(b) Replace them with competent locals at a rate as fast as or faster than their departure ('brain train').
Another solution is to devise strategies of 'brain gain', like:
- Recruiting abroad in key segments,
- Return of Talent,
-The construction of a brain gain network."
All the information that appeared above was taken from:
http://www.queensu.ca/samp/transform/Cohen1.htm
Do you think the Points System in Canada is meant to protect the country’s sovereignty? Or ¿is it just a deliberated form of discrimination? ¿why?
Alter the boom made by the industrialization and the urbanization of Canada migration began to increase, most migrants were looking to live a better life, the localization plays an important role because it is located between the states and the winter. Most immigrants were british and Americans, and even the government favour them, Mackenzie King’s states that Canada had the right to decide and select the future citizens, he considered it was not a fundamental right it was more a privilege than anything else. The points system emphasizes on the skills, education and training of the independent immigrant, rather than his/her ethnical background. They had a preference on immigrants, it is evident that Canada has a preference for skill immigrants, and in some way it is good for the country and the economy and the development to have skilled workers, somehow the will help to grow the country. But on the other hand it has a little bit of deliberated discrimination, because even though skilled workers are required to the economy, labor workers are the ones that work for the skilled ones, and somehow they are the ones that move companies and the economy, so, both are necessary.
East Asia
EAST ASIA
East Asia is sub region of Asia that compounds The Republic of China (Beijing), Hong Kong (Victoria), Macau, Taiwan, Japan (Tokyo), South Korea (Seoul), North Korea (Pyongyang), Mongolia (Ulan Bator), Siberia and finally Vietnam (Hanoi), and it counts with about 1.555.784.500 people. (They count with a geographical proximity). The most important languages are Chinese, Japanese, Korean, Mongolian and Vietnamese. And the main religions are Buddhism, Confucianism, Taoism and Shinto. In the class presentation the exposition was focused in South Korea and the Chaebols and how the role of culture affects relations within the companies. And we studied a case on Samsung and how they worked with the management styles. The Japanese Management style establish that companies are not alike, they are focus on market share as a growth strategy, they tend to be more aggressive in pricing, they tend to work closely, fast and flexible in order to respond to the market, Japanese value the participation of workers and medium managers in order to create a feeling of loyalty towards the company. Anyway I would like to know more about other regions that are not so recognized like Macau, for example:
MACAU
It is a special administrative region of China.
"Colonized by the Portuguese in the 16th century, Macau was the first European settlement in the Far East. Pursuant to an agreement signed by China and Portugal on 13 April 1987, Macau became the Macau Special Administrative Region (SAR) of China on 20 December 1999. In this agreement, China promised that, under its "one country, two systems" formula, China's socialist economic system would not be practiced in Macau, and that Macau would enjoy a high degree of autonomy in all matters except foreign and defense affairs for the next 50 years".
According to this Macau has no regular military forces; defense is the responsibility of China.
"Macau's economy has enjoyed strong growth in recent years on the back of its expanding tourism and gaming sectors. Since opening up its locally-controlled casino industry to foreign competition in 2001, the territory has attracted tens of billions of dollars in foreign investment that have helped transform it into the world's largest gaming center. In 2006, Macau's gaming revenue surpassed that of the Las Vegas strip, and gaming-related taxes accounted for 75% of total government revenue. The expanding casino sector and China's decision beginning in 2002 to relax travel restrictions, have reenergized Macau's tourism industry, which saw total visitors grow to 27 million in 2007, up 62% in three years. Macau's strong economic growth has put pressure its labor market prompting businesses to look abroad to meet their staffing needs. The resulting influx of non-resident workers, who totaled one-fifth of the workforce in 2006, has fueled tensions among some segments of the population. Macau's traditional manufacturing industry has been in a slow decline".
https://www.cia.gov/library/publications/the-world-factbook/geos/mc.html
List of the main differences between the Japanese management style and the Korean management style
First of all we must know that companies are not alike, and that there is not a universal code or a universal management style, it depends a lot of the company and the current situation of it. Japanese culture (in management and companies) tend to be more focus on the growth strategy of the company and tend to be also very competitive in order to have a maximization of the value, this is why workers are important and they care about them and employ them for lifetime, they are collectivist in order to achieve the goals of the company, and also when they feel part of the company they work with more pleasure. Japanese focus a lot on corporate values; they consider that is the key to adapt to new environments, they care about their relationships with their customers and also with their suppliers they think that is an important factor for success, in order to build a good relation and have an advantage at the time of competing, they also are flexible at the time of manufacturing giving them an strength compared to others because it gives them a huge differentiation factor.
On the other hand Koreans even tough they took the Japanese economic model because they used to be a Japanese colony, Government plays an important role in Korea, companies that are favored by the government tend to grow faster than the others, Koreans are more individualistic, they are more flexible and free to change jobs and all the important decisions are basically made by the top managers, they also tend to be more authoritarian and family members and friends are likely favor when employing.
East Asia is sub region of Asia that compounds The Republic of China (Beijing), Hong Kong (Victoria), Macau, Taiwan, Japan (Tokyo), South Korea (Seoul), North Korea (Pyongyang), Mongolia (Ulan Bator), Siberia and finally Vietnam (Hanoi), and it counts with about 1.555.784.500 people. (They count with a geographical proximity). The most important languages are Chinese, Japanese, Korean, Mongolian and Vietnamese. And the main religions are Buddhism, Confucianism, Taoism and Shinto. In the class presentation the exposition was focused in South Korea and the Chaebols and how the role of culture affects relations within the companies. And we studied a case on Samsung and how they worked with the management styles. The Japanese Management style establish that companies are not alike, they are focus on market share as a growth strategy, they tend to be more aggressive in pricing, they tend to work closely, fast and flexible in order to respond to the market, Japanese value the participation of workers and medium managers in order to create a feeling of loyalty towards the company. Anyway I would like to know more about other regions that are not so recognized like Macau, for example:
MACAU
It is a special administrative region of China.
"Colonized by the Portuguese in the 16th century, Macau was the first European settlement in the Far East. Pursuant to an agreement signed by China and Portugal on 13 April 1987, Macau became the Macau Special Administrative Region (SAR) of China on 20 December 1999. In this agreement, China promised that, under its "one country, two systems" formula, China's socialist economic system would not be practiced in Macau, and that Macau would enjoy a high degree of autonomy in all matters except foreign and defense affairs for the next 50 years".
According to this Macau has no regular military forces; defense is the responsibility of China.
"Macau's economy has enjoyed strong growth in recent years on the back of its expanding tourism and gaming sectors. Since opening up its locally-controlled casino industry to foreign competition in 2001, the territory has attracted tens of billions of dollars in foreign investment that have helped transform it into the world's largest gaming center. In 2006, Macau's gaming revenue surpassed that of the Las Vegas strip, and gaming-related taxes accounted for 75% of total government revenue. The expanding casino sector and China's decision beginning in 2002 to relax travel restrictions, have reenergized Macau's tourism industry, which saw total visitors grow to 27 million in 2007, up 62% in three years. Macau's strong economic growth has put pressure its labor market prompting businesses to look abroad to meet their staffing needs. The resulting influx of non-resident workers, who totaled one-fifth of the workforce in 2006, has fueled tensions among some segments of the population. Macau's traditional manufacturing industry has been in a slow decline".
https://www.cia.gov/library/publications/the-world-factbook/geos/mc.html
List of the main differences between the Japanese management style and the Korean management style
First of all we must know that companies are not alike, and that there is not a universal code or a universal management style, it depends a lot of the company and the current situation of it. Japanese culture (in management and companies) tend to be more focus on the growth strategy of the company and tend to be also very competitive in order to have a maximization of the value, this is why workers are important and they care about them and employ them for lifetime, they are collectivist in order to achieve the goals of the company, and also when they feel part of the company they work with more pleasure. Japanese focus a lot on corporate values; they consider that is the key to adapt to new environments, they care about their relationships with their customers and also with their suppliers they think that is an important factor for success, in order to build a good relation and have an advantage at the time of competing, they also are flexible at the time of manufacturing giving them an strength compared to others because it gives them a huge differentiation factor.
On the other hand Koreans even tough they took the Japanese economic model because they used to be a Japanese colony, Government plays an important role in Korea, companies that are favored by the government tend to grow faster than the others, Koreans are more individualistic, they are more flexible and free to change jobs and all the important decisions are basically made by the top managers, they also tend to be more authoritarian and family members and friends are likely favor when employing.
Managing Diversity
MANAGING DIVERSITY
As a short definition managing diversity is when someone has suffered from discrimination, not only by race, but also because of gender, abilities, physical appearances, and others. Diversity is much more: social, physical, environmental, cultural...
Since we are born, with gender, and ethnicity membership, we acquire identities, other values: religious affiliation, professional affiliation, and others.
In the 1990's there were two theories that tried to explain how diversity could be managed. These were: MELTING POT THEORY, in which many cultures share a common place without forgetting their own culture, and the ASSIMILATION THEORY where is expected that after some time people leave their culture behind and take the other culture as their own.
The managing diversity evolution went from Acculturation (accommodate to the local culture), passing by Acceptance (accept that in a culture there is a wide variety of people with different cultures), Accommodation (accommodate to the different cultures), Appreciation (appreciate differences that could give me certain benefit), and finally Integration...what we are leaving in the present. If we understand the multicultural understanding levels (individual-family-community-culture-global influences) it would represent a higher negotiation power when doing business.
After learning all this, I wonder if there is a specific method to study diversity and try to understand all that comes after. This is what I found...
Based on Renato Ortiz' (professor of the Social Science Department of the Estadual de Campiñas University, Unicamp, Brasil) research about cultural diversity and cosmopolity, there are two disciplines that help in the diversity study.
1. Anthropology: Born in the late XIX century.
It considers that symbolic and geographic borders must be respected to maintain cultural integrity. Thus, dispersed cultural organizations around the world will constitute a series of diversified cultures, each one with its own characteristics.
2. History:
It tells us about the quantity of cultural organizations and civilizations that have appeared with time.
When talking about Civilization it is important to understand that each culture with its beliefs, languages, and others, become attached to a specific place. This means that cultural diversity means diversity of civilizations.
This information was taken from: Diversidad cultural y cosmopolitismo, Renato Ortiz. 1998. http://www.nuso.org/upload/articulos/2680_1.pdf
1. ¿Is diversity management at IBM a source of competitive advantage? ¿why?
Managing diversity is an advantage for everybody, we must be aware that everybody is different, and we must learn to deal with it. IBM and the HR department set a strategy where focused on an each groups blacks, Hispanics, Asians, disable people, women, native Americans, and others, each group has to be studied separately, it gave IBM growth and progress. According to Gerstner managing diversity understands the market which is diverse and multicultural; the goal was to minimize the differences to amplify them in order to seeing business opportunities. Managing diversity is a strategic goal, it would make a huge an impacting impression on customers and employees, women began to play an important role on the company, it can be consider a competitive advantage because the company is acknowledging the diversity of the society, gives the company an advantage because it wont limit the employees or even the customers, as a customer when you see a company with diversity and that takes into account everybody no matter the culture, race, religion, background, it gives you confidence and even you feel identify with it.
2. ¿Do you think the IBM case reflects a strong organizational commitment to diversity? ¿why?
According to the reading managing diversity was a priority for the company, they committed to deal with diversity and even they care and are aware that we live in a world that is multicultural and you must think of that when you have a company specially as big as IBM, diversity and multicultural gives you hints about the market. Managing diversity implies some challenges but IBM overtook them. IBM states that workforce diversity was the bridge; greater diversity in the workplace will help the company to attract more diverse customers. They even develop groups and for each group some strategies and work for them to be successful.
As a short definition managing diversity is when someone has suffered from discrimination, not only by race, but also because of gender, abilities, physical appearances, and others. Diversity is much more: social, physical, environmental, cultural...
Since we are born, with gender, and ethnicity membership, we acquire identities, other values: religious affiliation, professional affiliation, and others.
In the 1990's there were two theories that tried to explain how diversity could be managed. These were: MELTING POT THEORY, in which many cultures share a common place without forgetting their own culture, and the ASSIMILATION THEORY where is expected that after some time people leave their culture behind and take the other culture as their own.
The managing diversity evolution went from Acculturation (accommodate to the local culture), passing by Acceptance (accept that in a culture there is a wide variety of people with different cultures), Accommodation (accommodate to the different cultures), Appreciation (appreciate differences that could give me certain benefit), and finally Integration...what we are leaving in the present. If we understand the multicultural understanding levels (individual-family-community-culture-global influences) it would represent a higher negotiation power when doing business.
After learning all this, I wonder if there is a specific method to study diversity and try to understand all that comes after. This is what I found...
Based on Renato Ortiz' (professor of the Social Science Department of the Estadual de Campiñas University, Unicamp, Brasil) research about cultural diversity and cosmopolity, there are two disciplines that help in the diversity study.
1. Anthropology: Born in the late XIX century.
It considers that symbolic and geographic borders must be respected to maintain cultural integrity. Thus, dispersed cultural organizations around the world will constitute a series of diversified cultures, each one with its own characteristics.
2. History:
It tells us about the quantity of cultural organizations and civilizations that have appeared with time.
When talking about Civilization it is important to understand that each culture with its beliefs, languages, and others, become attached to a specific place. This means that cultural diversity means diversity of civilizations.
This information was taken from: Diversidad cultural y cosmopolitismo, Renato Ortiz. 1998. http://www.nuso.org/upload/articulos/2680_1.pdf
1. ¿Is diversity management at IBM a source of competitive advantage? ¿why?
Managing diversity is an advantage for everybody, we must be aware that everybody is different, and we must learn to deal with it. IBM and the HR department set a strategy where focused on an each groups blacks, Hispanics, Asians, disable people, women, native Americans, and others, each group has to be studied separately, it gave IBM growth and progress. According to Gerstner managing diversity understands the market which is diverse and multicultural; the goal was to minimize the differences to amplify them in order to seeing business opportunities. Managing diversity is a strategic goal, it would make a huge an impacting impression on customers and employees, women began to play an important role on the company, it can be consider a competitive advantage because the company is acknowledging the diversity of the society, gives the company an advantage because it wont limit the employees or even the customers, as a customer when you see a company with diversity and that takes into account everybody no matter the culture, race, religion, background, it gives you confidence and even you feel identify with it.
2. ¿Do you think the IBM case reflects a strong organizational commitment to diversity? ¿why?
According to the reading managing diversity was a priority for the company, they committed to deal with diversity and even they care and are aware that we live in a world that is multicultural and you must think of that when you have a company specially as big as IBM, diversity and multicultural gives you hints about the market. Managing diversity implies some challenges but IBM overtook them. IBM states that workforce diversity was the bridge; greater diversity in the workplace will help the company to attract more diverse customers. They even develop groups and for each group some strategies and work for them to be successful.
martes, 16 de marzo de 2010
The ethnographic Research
The ethnographic research is an approach by which by sampling you observe, analyze and formulate questions. When investigating you must identify 3 essential things; what they use, what they do and what they say. When applying this research you must act as an insider and as an outsider of the situation that is been analyze. Being an insider of the situation gives you the right to be part of the group, gives you the approval to investigate and get deeper into the subject in matter. But at the same time you need to be able to analyze your findings in an objective way, and in order to do this you must isolate your feelings and emotions, because sometimes we tend to attach to different situations.
SUGGESTIONS FOR A PROPER ETHNOGRAPHIC RESEARCH
1. You first have to formulate a Research Question, this can be defined as the objective of your research, and the question must be clear and conscious in order to develop a good research. (In other words you must define your problem, your issue to discuss or to investigate).
2. Write specific objectives (use infinitives to do it, use: TO).
3. Select and Sample, this is the step where you have access to all the information possible.
4. You enter to the core of the research
5. Differentiate the different perspectives and the realities of the situation.
6. Your fieldwork must analyze completely and detailed.
7. Use different resources such as interviews and questionnaires.
8. At the end of your research you must write a report based on your findings.
A well elaborated research will lead you a good information (data collected) in order to be able to have successful results on your investigation.
How ethnographic research could be useful for International Business?
According to the Harvard business review, Ethnographic research in business can be considered as an strategic tool when market researching, this is because this research is more anthropological and at the end you may have results based on the people and how they live and react, and how they live (being an outsider), this is why a business can use this approach in order to do a market intelligence to internationalized its company and based on the results the company may decide which possible markets are more appropriate at the time of investing, because when you decide to invest you must analyze different factors not only the economical but also the cultural that may lead you to win or to lose. This tool may help you to plan better your moves in order to have a success on your future entry to an international market (in this example). The research may also help to define which products are more likely to be accepted by a specific segment of people, the can analyze what the consumers are buying and why they are buying it.
The research may help you to identify exactly the needs and the specific offer that you can make to your new consumers (potential consumers); it helps you to define trends and tendencies of the market on a specific group of people. It will lead you to build solid relationships and to fulfill the needs of a segment of the society that may not be covered.
Reference: http://hbr.org/2009/03/ethnographic-research-a-key-to-strategy/ar/1
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