1 What are you used to?
If you work hard,
you will succeed
Women have similar
opportunities to men
If you set goals,
you can plan a path to achieve them
If you work hard,
you will be rewarded
It is good to
be recognized for your efforts among your peers
People will work
with you, despite your background or ethnic group
2 Expatriates (people from
your home office in the destination country)- what
are the specific
problems they may face?
Local Nationals
- what are the advantages they bring?
Third Country
Nationals - response by persons from your company and in
destination country
Host Country
Restrictions
3 Market Entry Options and Sales
Force Strategy
Does your firm
have its own sales force? Have you chosen to enter the market
through a broker, an EMC, a trading company (sogoshosha), a subsidiary,
etc??
If so, what is
the reputation of the sales force that will represent you?
What will the
salesforce do? Take orders? Make deliveries? Educate the
customer? Solve problems?
4 Five Cultural Dimensions- Hofstede
Power distance
- concentration of power
Individualism
vs. collectivism - I vs. we
Masculinity vs.
femininity - achievement vs. relationships
Uncertainty avoidance
- does uncertainty cause stress?
Long-Term orientation
5 Corporate Culture
Understanding
the relationship between individual culture and corporate culture
What happens
if someone from one culture works in a firm from another culture?
6 Time Congruity
Person who is
monochronic and highly-scheduled
Company which
is polychronic and flexible
A mismatch in
timestyles is thought to cause conflict
7 Myers-Briggs Type Indicator of
Personal Characteristics (MBTI)
How was it developed?
Why was it developed? Will it perform reliably in
another culture?
Extrovert
(action) vs. introvert (solitude)
Sensing
(realistic, present time) vs. intuitive (possibilities, future)
Thinking (logic)
vs. feeling (human aspects)
Judging (quick
decisions) vs. perceiving (open to new info)
8 Attributes Required for International
Operations
Maturity - can
you interpret what is happening based on fact, not emotion?
Will you try
to understand the events?
Emotional Stability
- reasoned responses
Positive Outlook
- do you need encouragement? Can you survive on your own?
Do you need constant
reinforcement?
Suppose that
rewards are much less often in Country X? Suppose they go to
the group?
9 More Characteristics
Flexibility -
can you change if needed? Or, do you want to keep to your
plan, no matter what?
Cultural Empathy
- can you allow people of other cultures to act as they
believe, even if you do not understand their behaviors? Will you judge
them
on your terms?
Energetic - can
you adjust to different time schedules?
Enjoy Travel
10 Basis for U.S. Management Attitudes
Master of Destiny"
- hard work gets results
Independent Enterprise
as an Instrument for Social Action
Personnel Selection
and Reward Based on Merit
Decisions Based
on Objective Analysis
Wide Sharing
of Decision Making
Never Ending
Quest for Improvement - some cultures rely on tradition
11 Do's of Global Compensation
Do involve representatives
from key countries.
Do allow local
managers to decide the mix between base and incentive pay.
Do use consistent
performance measures (results paid for) and emphasis on
each measure.
Do allow local
countries flexibility in implementations.
Do use consistent
communication and training themes worldwide.
12 Don'ts of Global Compensation
Don't design
the plan centrally and dictate to local offices.
Don't create
a similar framework for jobs with different responsibilities.
Don't require
consistency on every performance measure within the incentive
plan.
Don't assume
cultural differences can be managed through the incentive plan.
Don't proceed
without the support of senior sales executives worldwide.
13 Preparing U.S. Personnel for Foreign
Assignments
Overcoming Reluctance
to Accept a Foreign Assignment
Reducing the
Rate of Early Returns
Successful Expatriate
Repatriation
14 Cultural Skills
Communicate respect
and interest for people and their culture.
Tolerate ambiguity
and cope with cultural differences.
Display empathy
by understanding needs and differences.
Be nonjudgmental
by not judging by your value standards.
Recognize and
control SRC as an nfluence.
Laugh things off when things
do not work as planned.
15 Colgate-Palmolive Fast Track
Two Years-Rotate
Through Finance - Manufacturing - Marketing - Market System
- Ad Agency - Marketing Research - Product Management
Seven Months
in Sales
Trip with Company
Mentor to Foreign Subsidiary upon Completion of Two Years.
Foreign Posting
- not Paris but Brazil, Zambia or some third world
Second Foreign
Posting Possible
Return to Domestic
Market
16 Suppose that . . .
One of the young
ladies in class had gotten a job in a major global company
and had done well
Now, she is offered
a position as a manager in Saudi Arabia
What would you
recommend that she do?
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