Corporate culture and intercultural management

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Corporate culture and intercultural management

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Abstract

For companies, in a climate of increased international competition, it is important to anticipate the impact of culture on the economy. Indeed, cultures influence not only the individual behaviors but also and especially the designs of the company, the strategy, the right, finance and management. Within the new multicultural framework of economic globalization, a preparation for the cultural differences can prove to be paramount in the success of a mission, collaboration, a negotiation or an establishment. Better understanding the differences in civilization becomes a necessity to be located in increasingly multicultural societies and to optimize the relationship with foreign contacts.This is why since the beginning of the 90s; intercultural management has been an entirely separate management discipline which has been added to the strategy, finance and international marketing. To respond to these problems, one will evoke initially, the importance of culture within the managerial strategies and the basic principles of intercultural management. Then we will put forth the study of some countries in which the management techniques are different largely because of the impact of their culture (this through Chapter 2,3 and 4). Lastly, one will make a statement on the behavior that must be adopted by the manager to manage a team or during a negotiation involving foreign negotiators.

Introduction.
Cultures and basic strategies of intercultural management.
1. Culture: A common but complex concept.
2. Intercultural management.
American and Japanese models.
1. American management.
2. Japanese management.
German and French models.
1. A well defined German model.
2. The search for a French model.
3. Differences between German and French models.
The negotiation between companies.
1. General information on negotiation.
2. The case of the Middle East.
3. The far east.
4. The case of the Republic of South Africa.
5. The United States and France.
6. Differences between Americans and Africans.
The manager vis-a-vis the foreign customs.
1. Customs and stereotypes.
2. The adaptation of the manager.
Conclusion.
Bibliography.

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[...] Moreover, the universalization of the production and sales emerged because the culture of “globalization” was inculcated in the various personnel. The company Shin Etsu Chemical Co Ltd (silicon and PVC), established a staff management system based on “impossible is not possible”. Its growth was made possible by a company culture sheltered from external factors. The effective authority is given to the management” and to the president. The employment for life is maintained but the system of seniority is eliminated, opportunities have become equal for everybody. [...]

[...] Chapter II - American and Japanese Models: In this chapter, we will initially deal with the American management approach, and the Japanese approach later. The comparison of the American and Japanese models put forward the existing fundamental difference between these two managerial modes. We will see that it is especially the concept of structure for the exchange of information (division, allocation of the tasks and the functions and their mode of coordination) which constitutes the principal criteria of differentiation. A American Management: The new generation of the American management methods goes back to 1983, where we note a clear break with the traditional model preached in the 60s. [...]

[...] This is why since the beginning of the 90s; intercultural management has been an entirely separate management discipline which has been added to the strategy, finance and international marketing. Thus, in this research one will wonder about: impact of the cultural differences existing in management on the companies, and in which measures do they oblige the companies to adopt a management specific to their people?”. To respond to these problems, one will evoke initially, the importance of culture within the managerial strategies and the basic principles of intercultural management. [...]

[...] 10) Exchange of the proposals and counter-proposals 11) Emergence of the limits - List the points of disagreement - Medium term between tender and conflict 12) Draft agreement - In coherence with the common project 13) Agreement 14) Methods of application The culture of the partners influences the negotiation in a majority of the steps whatever the negotiation approach selected is (see appendix It conditions the form and the background of the negotiation, without a previous study of the cultural environment in the broad sense, the negotiation has little chance to succeed. [...]

[...] It also plays a role in the know-how (professionalism and training), the style (whether the staff are listened to or not) and the personnel (initiative, creativity, motivation) What difference and what test of strength exists between the local/national culture and the corporate culture? There is the local culture (regional), national and corporate culture. The local culture is important for companies which developed in a regional context. The local and national cultures induced different methods of working (different conceptualizations, arguments). Ex: Switzerland, Belgium: need for a longer time for assimilation of the conclusions of an audit report. [...]

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