CULTURAL BEHAVE THAT

AFFECTS INTERNATIONAL

BUSSINES

SOCIAL ESTRATIFICATION

Assigned and Acquired Belongs ASSIGNED: BORN, GENDER, FAMILY, AND AGE.

ACQUIRED: RELIGION, POLITIC AFILIATION, ETC.

Performance orientation Oriented promotion to the competition rather than cooperation.

Open and Closed Societies. More opened societies, it is less the importance of assigned belong.

Closed societies, the rules in this are based on assigned belong (estratification)

Groups based on gender

Groups based on age

Groups based on family

Occupation: Occupational Prestige Based On Trades.

MOTIVATION FOR WORK

Materialism and Motivation

Self-discipline, hard work and belief in a just world motivate work and economic development.

Balance between entertainment and productivity

Some cultures that value time more than others and as a result longer works.

Expectation of success and reward

Our enthusiasm reaches a peak when uncertainty is high. CUBA

self confidence

Prone to confrontation and aggressive, affecting labor relations.

hierarchy of needs Motivation theory.

5. - SELF

REALIZATION

4. - ESTEEM

3. - AFFILIATION

2. - SECURITY

1. - PHYSIOLOGICAL

The hierarchy of needs

MORALITY, CREATIVITY,

SPONTANEITY

CONFIDENCE, SUCCESS,

RESPECT

AFFECTION, LOVE

MEMBERSHIP

SECURITY

PROTECTION

FOOD,

BREAK

Preferences of relations

Power Distance

relationship between subordinates and supervisors

short distance to: Netherlands

largest Distance to: Morocco

Individualism and Collectivism

Individualisms: poor dependence of the organization to meet the free time, improve skills.

Collectivism: encourages dependency and satisfactory working conditions and preference for training

Situational differences: Family.

Related risk behavior

Uncertainty avoidance

Relationship with security in their jobs.

Confidence

Each perception is different e.g. Brazil and Norway.

Orientation towards the future

Risks perciations

fatalism

They believe that every event is inevitable, do not accept basic relationship between cause and effect. "God's will"

Ejm: No purchase insurance.

Information processing

Perception of evidence

example: the Arabs have more than 6000 words to name the camels.

Physiological perception.

Obtaining information

from low-context cultures: Europe North

high context cultures: South of Europe

information-processing

example: uses and the Guide telephone vs. Iceland and the given names.

Culturas monocronics and Monocronic

Monocronic : people prefer working in sequence

piolicronica: working simultaneously.

Idealism and pragmatism

idealism: establish general principles rather than try to resolve minor details.

Pragmatism: focus on the details rather than the principles.

Communications

Verbal language: faithfully translate from one language to another is not as simple as it seems. Some words have no direct translation.

Non-verbal language: messages or communicate through nonverbal signals named silent language.

Distance: Distance that people kept while talk time and punctuality Body language Prestige.

Main strategies to make international business successful.

Strategies to deal with cultural

differences

Adaptation

It is the degree in which a culture is willing to

accept the introduction of any service or product

that is foreign.

Cultural Distance

If cultural differences are large or small

Must take into account the perception that prevails

in the country anfrition of its function in the market.

Within each group, there may be cultural

differences

DISNEY

Culture Clash

Some people feel frustrated when they experience

a different culture.

There is this reverse cultural shock happens when the

work period ends and they must return to the

country of origin.

Guidelines of the companies and the

Administration

Polycentrism: an organization or individual

tends to believe that the business units in

different countries must act as local companies.

The policentrica administration tends not to

introduce viable changes since it dedicates to

design strategies for national differences.

Orientations of the enterprises

Ethnocentrism: It reflects the conviction that their

own culture is superior to other countries.

So often ignore the cultural differences and

the markets.

"In Spain journalists do the questions, not answer them

Geocentrism

Between the extremes of the polycentrism and

ethnocentrism are the practices of N.I that integrate

the practices of the company the country's host and

other completely new.

Balance the knowledge of its business and

organizational cultures, needs, capabilities and

restrictions of the country of origin and the host

country.

Strategies for instituting change

Sistema de valores

The more something contradicts our system of

Values it is more dificult to accept

ERITREA

Cost-benefit analysis

Some adaptations to the cultures are beneficial in

other cases are very expensive.

Eg: Virgen de Guadalupe.

Resistance to excessive change

Not to provoke extreme reactions by wrong

decisions.

LEADERSHIP BASE ON OPINION

Use channels of influence

Opinion leader

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