Requirements Of Managers In Contemporary Business Practices Management Essay

Requirements Of Managers In Contemporary Business Practices Management Essay Topic: Imagine there is a proposed merger between a Chinese company and a South-African company. You are appointed to lead a team consisting of managers from both countries to examine any cultural problems linked to the proposed merger. Applying the work of Hofstede and Trompenaars, how close would the cultural fit be; and how might you seek to improve cultural understanding between the two groups of managers? Introduction In todays business environment, possessing management skills alone is no longer sufficient to be successful. Contemporary business practices require that managers have knowledge and experience regarding the differences between management and leading as well, and how both activities must be integrated for business success. With the importance of International Business environment is raising, understanding the host countrys culture can give managers a competitive advantage. The objective of this assignment is to examine any cultural problems linked to the proposed merger between Chinese Company and a South-African Company, by using Hofstedes dimensions of National culture, and then explore solutions which can improve cultural understanding between the two groups of managers. This assignment mainly has two parts; the first part will give out the cultural problems from two companys side; and the second part is going to find the solutions for the issues. Part One-Cultural Problems China -South Africa team-work As we may realize that the globalization of the world economy, on one hand, has created tremendous opportunities for global collaboration among different countries; on the other hand, however, it has also created a unique set of problems and issues relating to the effective management of partnerships with different cultures. With the increasing importance of the China market in the world economy, many businessmen rushed to enter China to explore business opportunities. Predominantly motivated by the quest for material inputs (oil and other primary commodities) required for its infrastructural investments and booming manufacturing sector, Chinese presence in Africa is rapidly growing (Song Li, 2004). The rapid growth and significance of enhanced Chinese participation in Africa has important implications while talking about cultural aspects. Hofstedes Cultural Dimensions on China and South Africa By applying Geert Hofstedes Cultural Dimensions, the culture difference between China and South-Africa has been displayed in the below charts. Five factors have been discussed on Hofstedes Cultural Dimensions (Hofstede, 1997) Power Distance Index (PDI) that is the extent to which the less powerful members of organizations and institutions (like the family) accept and expect that power is distributed unequally. Individualism (IDV), on the one side versus its opposite, collectivism, that is the degree to which individuals are inte-grated into groups. Masculinity (MAS), versus its opposite, femininity, refers to the distribution of roles between the genders which is another fundamental issue for any society to which a range of solutions are found. Uncertainty Avoidance Index (UAI) which deals with a societys tolerance for uncertainty and ambiguity; it ultimately refers to mans search for Truth. Long-Term Orientation (LTO) which versus short-term orientation. According to Hofstedes Value Dimensions on China (See below chart), it can be concluded that China has a comparatively high long-term orientation. This has a historical relationship with its economy. Commonly, most of Asian countries are belonging to the less developed / developing countries. Suffering bad times taught many Chinese people to think and act on a long-term basis. Prior to Chinas economic reform, the government ruled all strategies, supplies, and financial allocations. Leaders, under the contemporary definition, did not exist, because all organizations had to do was to make sure that the allocated quotas were fulfilled, and that the people assigned to them were cared for. The notion of leaders was fulfilled entirely by Confucian values, aligning allegiance to CEOs with allegiance to the government. However, in 1978, managers of state-owned companies were now responsible for corporate operations and profit-making. Example 1- China Source: Cultural Dimensions on China, 2009 Now looking at the figures of South Africa cultural dimensions, it is easy to find that the South Africa has a comparable high IDV and MAS, and its PDI and UAI are a little bit low. It means that people are tending to work individually and certain of social hierarchy exist which has much relation with its history. Example 2- South Africa Source: Cultural Dimensions on South Africa, 2009 Analysis on different cultural dimensions To clarify the differences between China and Africa, the student will focus on Hofstedes five cultural dimensions: power distance, individualism/collectivism, masculinity/femininity, and uncertainty avoidance and long-term/short-term orientation also called Confucian Dynamism(Hofstede, 1997). China and Africa differ greatly with regard to their economic systems, political systems, social values, and laws, despite the substantial changes that have occurred in China during recent years(McCoy, 2005). Some differences can be found according to Hofstede studies on culture differences. Power Distance China is centralized (though it has shown some tendency toward decentralized power) while Africa is relatively decentralized. In high power distance cultures, authority is inherent in ones position within a hierarchy. There are strong dependency relationships between parents and children, bosses and subordinates and a significant social distance between superior and subordinate. In low power distance or power tolerance cultures, individuals assess authority in view of its perceived rightness. Individualism The student notices in both cases that contrary to western countries which have a strong individualism, China and Africa have a strong collectivism. Individualism-collectivism refers to the relative importance of the interests of the individual versus the interests of the group. In collectivistic societies, the interests of the group take precedence over individual interests. People see themselves as part of in-groups and the in-groups look after them in exchange for their loyalty. In individualistic cultures, the interest of the individual takes precedence over the groups interest. Masculinity Africa has higher value than China in masculinity, which indicates that Africa is medium masculinity while China is medium femininity. Masculinity-femininity or goal orientation pertains to the extent to which traditional male orientations of ambition and achievement are emphasized over traditional female orientations of nurturance and interpersonal harmony (Song Li, 2004). Cultures differ on what motivates people to achieve different goals. Cultures of the aggressive goal behaviour type (masculinity) value material possessions, money, and assertiveness whereas cultures of the passive goal behaviour type (femininity) value social relevance, quality of life and welfare of others. Uncertainty Avoidance China and Africa have higher values for uncertainty avoidance the West. This shows that in both sides, people are relatively risk-avoiding while western people are relatively risk-taking. Uncertainty avoidance captures the degree to which individuals in a culture feel threatened by ambiguous, uncertain, or new situations. Cultures are characterized as either high or low on uncertainty avoidance. Whereas low uncertainty avoidance cultures prefer positive response to change and new opportunities, high uncertainty avoidance cultures prefer structure and consistent routine. Long/Short-term Orientation Africa has a short-term orientation while China has a long-term orientation. Also called Confucian dynamism, this last dimension assesses a societys capacity for patience and delayed gratification. Long-term oriented cultures (China and Hong Kong) tend to save more money and exhibit more patience in reaping the results of their actions. Short-term oriented cultures (African countries) want to maximize the present rewards and are relatively less prone to saving or anticipating long term rewards. It has been widely accepted that cultural differences greatly affect human thinking and behaviour and thus business organizations in which people interact on the basis of shared values. Management is embedded in a wider societal setting, and is heavily influenced by local historical and cultural norms (DiMaggio and Powell, 2003). The significant differences between Africa and China seem to affect some aspects of their business management practice. Part two-Solutions Cultural Differences in business Strategies Because entrepreneurs mature within a societal context, their attitudes toward cooperation are likely to be influenced by the underlying values of their society (Weaver, 2000). As discussed above, Africa and China have a strong collectivism. People depend more on groups or institutions to determine what they should do and emphasize loyalty to the group. They are more likely to cooperate with others to avoid risks and reduce responsibilities. However due to the medium masculinity, Africans sometimes are reluctant to cooperate because their masculine culture view cooperation in general as a sign of weakness and place a high value on independence and control. In the process of cooperation, Chinese tend to pay more attention to relationships. The student has to mention the term Guanxi which in English means relation or connection is at the centre of businesses in China. In Weavers studies (2000), the student found that entrepreneurs from societies that are masculine and individualistic h ave a lower appreciation for cooperative strategies as compared to entrepreneurs from societies that are feminine and collectivist in nature. Cultural Differences in Conflict Management In order to solve conflicts, Chinese and Africans have different ways. For Chinese where harmony and personal relationship are very important, they dont like open conflict; therefore they use indirect ways to work out problems. Anytime there is conflict, they use the authority to end up with it or settle things in private. Negotiation and compromise are determinant for them in this case. Contrary to them, Africans managers like Europeans or Americans, will directly confront problems and bring them out in the open (Richmond and Gestrin, 2008). To resolve problems, everybody is involved in order to bring rational arguments and ideas to suggest solutions. We can notice that Chinese avoid this method because for them that will create disagreement which is very undesirable. African managers are reluctant to devote their time and efforts together in solving business conflicts. Other peoples help is needed. In contrast, according to Bond (2001), the strong collective orientation and uncerta inty avoidance values in China encourage Chinese managers to use indirect forms of influence that involve the assistance of a third party. Indirect forms are used by Chinese managers to deal with a difficult or controversial request. In this way, they avoid losing face or damaging guanxi. Cultural Differences in Decision-making Risk-taking/Risk-avoiding Chinese and African managers differ from in the attitudes toward risks when they make decisions for their different values in uncertainty avoidance. Chinese managers with a high uncertainty-avoidance have a lack adventurous spirit and the sense of risks. Immediate decisions which make them lose the opportunity to compete in a market are avoided in the case they feel the circumstance is uncertain. Most of the time, they want to be safe by taking less risky decisions. For African managers, it is almost the same. Middle and lower level supervisors are less willing to make decisions without deference to superiors. The result is that decision-making takes much longer than anticipated and requires more input from players at various social and professional levels. Uncertainty Avoidance measures for Africa indicate low risk taking and a resistance to change which can further delay projects which encounter problems mid-cycle. Levels of Participation in Decision-making The decision-making process involves making sense of ambiguity and taking risks (Jackson, 2003).The decision maker is working on the information available about what has already happened, what is assumed to have happened or is happening. The second aspect is future oriented (Brady, 2000). A risk is being taken because one is applying a perspective based on knowledge of the past, and projecting this to what might happen in the future if a certain course of action is followed. Chinese managers or African managers have different level of participation in decision- making. In China, decisions are participatory. Employees accept decisions handed down by their supervisors. Because of their unquestioning attitudes towards their supervisors, they resist participation in decision-making. In Africa, managers make individual decisions. They dont consult with others but can defer to their supervisors. They value personal equality. To summarize, the student can say that Chinese managers adopt the no participatory approach to decision-making. The decisions come from the higher superiors to the subordinates. However, since the reforms in China, things are changing. More and more, participatory decision-making is starting to be used in a certain number of companies. Cultural Differences in Work-group Characteristics The first difference about the work-group characteristics is the concept of brotherhood, network, family feeling which is at the heart of all Chinese interactions. In African business style which is quasi the western business style, managers focus on the deal, the possibilities, the risks and so on. There is less focus on the people they are doing business with. They may encourage their group members to learn from each other, to focus on task rather than on social and interpersonal relations, and to build the confidence required for superior performance. They make difference between personal relationship and work. In China, it is the opposite. Chinese managers may initially focus more effort on building social and interpersonal relations (Guanxi) before entering into business or contractual relationship. They would like to spend time developing and maintaining guanxi during the process of interaction and consider it as a prerequisite to do business. A good deal of time is spent exploring peoples characters. People want to know your background, your family situation, your likes and dislikes. A good deal of business is conducted in banqueting halls. Chinese believe a persons true character comes out during these moments. The only purpose during these meetings is to see a persons other side, the human side. If they are comfortable with you, and if they think they can trust you, that you can be invited to join the family, you and your business are made. Chinese managers are not interested in short term; they want long, life-long business relations. However, as the economy has become increasingly marketized, privatized and competitive, the value and effectiveness of the Guanxi system has greatly deteriorated. In industries that have been substantially deregulated or privatized, or where there is vigorous competition, business is business, and Guanxi has been neutralized or marginalized. Relationships or connections now resemble that which we find elsewhere. Cultural Differences in Motivation Systems In business contexts, the motivations of employees, partners, superiors, social associates, and members of a society spring from cultural values, or what people think is important. In order to understand how to do business with members of another culture, it is necessary to understand what motivates them, to know where to begin and what you need to cover all necessary bases. According to Aguinis (2002), employees can be rewarded according to their performance, equally, or based on their needs. In general, the equity principle is common in individualistic cultures while the equality principle is widely used in collectivistic cultures. Pay for performance and pay equity are the two main differences in motivation systems. From the 1950s until the 1980s, every aspect of Chinas economic activity was planned, controlled and operated by the government (Helen, D. 2008). There was no private ownership of any property or asset, and, consequently, no profit motive for individuals or enterprises. The government would allocate everyone a pre-defined slice of the big pie. If anyone wanted more than what was allocated to him/her, it meant circumventing that system and getting someone in that allocation chain to provide a special favour. People were obliged to sacrifice their individual interests for those of the society. Cooperation, interdependence, group goals that create group harmony are applied in China. The sense of belonging and devoting to the group are important for Chinese people. Focusing on the view that ones success is mainly based on group work; they believe that one cannot claim the reward just for oneself. Contrary to what some Chinese researchers argued on this part, the student can say while setting salaries Chinese managers will not pay more attention to the working experience and academic qualifications of employees. In that case, the equality principle is reflected in the motivation system. For African managers, individual achievement is important. They are expected to achieve success only by their individual efforts. Value competition, achievement and personal goals are their main motivations in order to have plans to recognize their individual contributions. Their success relies on their own efforts. Talents and work performance of the employees will be considered by their superiors for salary increases and promotion. Conclusion As a result, understanding other cultures is more important than ever. If we consider that people from the same economic, political, and cultural background have problems communicating effectively; we can appreciate the difficulties and challenges that people from diverse cultures face when trying to communicate. Misunderstandings will always be a part of cultural aspects. Companies need to think outside the proverbial box when formulating their business strategies and when collaborating and forming business partnerships. As sometimes companies move to do business in other countries, a greater sensitivity to culture will be required and an understanding of cultural realities should facilitate business transactions. Knowing another culture is a legitimate concern of businesses. More than that, it is essential. Those who make effort the effort to understand another culture gain knowledge about how to behave in that culture. Otherwise, if you know what people value and understand their attitudes, you wont unintentionally do something that offends and diminishes your chances for business success. In todays global businesses context, the winners are not those who study the markets they deal with even if its important but those who study people they deal with.

Fight Club Compared To Siddhartha :: essays research papers

Since the beginning of time, man has been on a quest to find his inner self. This topic has been the theme of many books and researches. This is no exception, in the 1959 book, Siddhartha by Hermann Hesse. In this particular story the main character, Siddhartha, is trying to find his ‘inner self’. He tries to accomplish this in many ways, one being self denial or destruction. This is also the case in the 1996 book, Fight Club by Chuck Palahniuk, in which the main theme promoted is that destruction leads to purity. These two works, written almost 40 years apart, which at first glance seem to be complete opposites, are actually spawns from the archetypal theme of man’s quest from self knowledge. Many issues in each of these stories give reason to believe that the authors had the same idea in mind. It could also be said that the author of Fight Club may have read Siddhartha. This is so because of the fact that many quotes in Fight Club relate to Hinduism, which is the religion of the heron in Siddhartha. For example, at a point in Fight Club, a character questions his safety. The reply from the character, Tyler Durden, is, â€Å"You’re as safe as a Hindu cow†, is a metaphor that since the cow is very respected in the Hindu religion and is not harmed. This may be mere coincidence, but other information gives reason to believe otherwise. Other than just saying that there is a connection with something that is said in the two books, there is also connections with the themes and styles of each book. In Siddhartha the charters often speak in ways the you may have to think about to understand the full meaning. This is also true in the case of Fight Club. At one point in Siddhartha, the character Govinda [Siddhartha’s friend] says, â€Å"He who in contemplation, with purified mind, immerses himself in Atman, Inexpressible in words is his heart’s bliss.† These quotes convey the idea of the actually enlightenment. In Fight Club, it is common to see quotes like, â€Å"You are not a beautiful and unique snow flake† which tells Tyler Durden’s followers that what they may think they are is completely false. This type of put down is a major ingredient in the stew of mayhem which leads to enlightenment. When you compare the actual meanings of Fight Club and Siddhartha, you will find that they are very much alike. Fight Club is a release for people. It helps you know yourself, know what you can do, and know your limits. In the book, it would often be used by people with

Brand and River Blindness

Stake for Vagelos as CEO and for Merck as a company in deciding whether to invest in Dr. Campbell’s idea Although Dr. Campbell’s idea of a drug (Ivermectin) that could cure River blindness was a path-breaking opportunity for Merck, the company was faced with a number of ethical, financial and moral issues that forced its CEO to undergo deep thought and contemplation before investing in this idea. * Feasibility: There were concerns about the use of this drug on humans and the potential adverse side effects, if any. High Costs: The high costs associated with research and development coupled with the fact that the drug was to be used by lower income groups meant that it showed little or no economic promise. * Cannibalization: From a pure business standpoint, Merck worried that this drug could cannibalize profits from the animal version of the drug through the creation of possible black markets in the affected countries. Percentage of research budget that Merck should inves t in drugs that will produce a substandard return on investmentAs a company that produces drugs to cure diseases in both humans and animals, Merck operates in a complex dynamic that requires it to take decisions that may not lead to profitability. Further, its corporate philosophy always revolved around the fact that the company’s first priority was the safety of people and only then did profits follow. I, therefore, believe that Merck should invest a large amount ( ~80%) of its research budget even on drugs that will produce a substandard ROI, provided the drugs promise to fully cure diseases without harmful side effects and they are the first in the market to do so.This could help them build a strong brand equity, goodwill and reputation in the long run thereby creating a foundation for profitability in future. For instance, I believe that Merck has a social responsibility and a moral obligation to invest heavily in the cure for River blindness. Merck’s explanation t o a shareholder who might complain about a decision to invest in research on River blindnessMerck could use the following points to strengthen its decision to invest: * Improves image of the company: The decision will lead to a positive impression about the management and its commitment leading to high brand equity and good reputation, resulting in future profits. * Improves employee productivity: Working towards a philosophy that the company consistently stands for will motivate employees and lead to higher job satisfaction thereby increasing employee productivity and hence profits. Attracts support from investors and society: The decision could be a significant differentiating factor. This coupled with superior brand image could generate investor interest and support from the community. It could also be used as a marketing tool. Merck’s selection of drugs to invest in As stated earlier, Merck must strive to achieve a balance between profitability and corporate social respon sibility.The following criteria could be used to make decisions: * Definite and safe treatment: The drugs have a strong potential to result in safe treatment to life-threatening diseases, without harmful side effects. * First mover advantage: Merck must invest in drugs that give it a strong advantage to develop patents and move into market spaces that are unexplored by other drug companies. * Profitability: While it must remain true to its corporate philosophy, it must also target profitability to sustain itself and maintain its position in the industry in the long run.

Harper Lees To Kill a Mockingbird - 816 Words

The novel To Kill a Mockingbird by Harper Lee focuses on many themes but courage is mostly shown in the novel. In the novel, there are many examples where the characters have shown courage even when he/she knows that he/she is going to lose it. Atticus Finch is a great example of showing courage in the novel. He shows great courage because he defends a black man even though he knows he is going to lose the case. Another example of showing courage is Mrs. Dubose. She shows courage because she wants to break her morphine addiction even though she knows she is going to die. Boo Radley also shows courage in the novel when he comes out of isolation in order to save the children even though he knows he might be hurt into the spotlight. These three characters are the most important characters that will be featured about showing courage from the novel. In the novel, Atticus expresses one of man’s highest ideals, courage in the face of defeat. Atticus is appointed to defend Tom Robinso n, a Negro who was accused of raping Mayella Ewell. He simply is defending Tom because it was the right thing to do. He knows he would cause him troubles and perhaps his children will be involved, but Atticus is a very moral person. Another reason why he decides to defend Tom is to teach his children to do the right thing. Even though he accepted the case, he knows that he is going to lose: â€Å"‘Atticus, are we going to win it?’ ‘No, honey.’ ‘Then why–’ ‘simply because we were licked a hundred yearsShow MoreRelatedAnalysis Of Harper Lees To Kill A Mockingbird1210 Words   |  5 Pagesfrom who and what surrounds us, things that help to form our identity. Prejudice is an integral theme in Harper Lee’s, To Kill A Mockingbird. Prejudice is evident throughout the novel, not just in the appalling racism but also through, prejudice against different sexual orientations, gender constructs and feminism. Society had certain constr ucts that had to be met. Throughout To Kill A Mockingbird, Lee breaks the bounds to overcome barriers, and challenge social constructs. This feature article delvesRead MoreHarper Lees To Kill a Mockingbird Essay567 Words   |  3 Pagesexample in Harper Lees To Kill A Mockingbird, the small town of Maycomb struggles with these aspects. Each character of the novel has a strong personality. Scout Finch is tough, always has an opinion, and is a tomboy. On the other hand Boo Radley stays hidden most of the time, but we all know he is actually a friend to Jem and Scout. Then there is Tom Robinson, a hardworking, strong, and innocent man. But what do all these characters have in common? They can all be analyzed as mockingbirds. ThroughoutRead More Harper Lees To Kill a Mockingbird Essay1367 Words   |  6 PagesHarper Lees To Kill a Mockingbird In the early twentieth century, the United States was undergoing a dramatic social change. Slavery had been abolished decades before, but the southern states were still attempting to restrict social interaction among people of different races. In particular, blacks were subject to special Jim Crow laws which restricted their rights and attempted to keep the race inferior to whites. Even beyond these laws, however, blacks were feeling the pressure of prejudiceRead More Harper Lees To Kill A Mockingbird Essay1391 Words   |  6 PagesHarper Lees To Kill A Mockingbird In the novel by Harper Lee named, To Kill a Mockingbird, there is one main tragic event that occurs. The feelings and expressions dealt with in the novel are seen through the eyes of the main character, named Scout. In the novel Tom Robinson is a black male accused of rape in Maycomb County. During the same time period as the novel there were many historical events that were almost identical in setting and conclusion. There were many things that happenedRead MoreEssay on Harper Lees To Kill a Mockingbird1054 Words   |  5 PagesHarper Lees To Kill a Mockingbird Courage is the quality of mind that enables one to face danger with confidence, resolution, and gain a firm control of oneself. Many of the characters in To Kill a Mockingbird showed courage in their own way. Courage can come in many different forms: physical, mental, emotional and moral. Courage is not the only main theme displayed in To Kill a Mockingbird; prejudice and education are also very important themes exhibited throughout the progression of theRead More Harper Lees To Kill A Mockingbird Essay1378 Words   |  6 PagesHarper Lees To Kill A Mockingbird The United States has been dealing with the issue of racism ever since Columbus landed on Plymouth Rock. The Indians were the first to endure harsh racism in this country. Pilgrims moving west ran them off their land wiping out many tribes and destroying many resources in their path. However, when many think of racism today, the issue of blacks and whites is the first to come to mind. African Americans have come a long way in today’s society as comparedRead MoreHarper Lees To Kill a Mockingbird Essay1073 Words   |  5 PagesTo Kill a Mockingbird written by Harper Lee is novel set in a three year period through the ‘great depression’. Atticus Finch (Jem and scouts father) is originally portrayed as a friendly and understanding person, though when he attends court defending a ‘black man’ as his job, suddenly he and his family begin to suffer racial hatred from their community. The story features on the themes of racism, community morals and the r ealisation of certain truths whilst growing up. It is a fascinating novelRead MoreEssay on Harper Lees To Kill A Mockingbird2478 Words   |  10 PagesHarper Lees To Kill A Mockingbird During the 1930s, during the time when the novel was set, society was very different to what it is now. To Kill a Mockingbird is Harper Lees story about life in a small town in Southern America during the 1930s. The story is based in the state of Texas, Alabama, in this state slavery was very common and because of this it became to be known as the Slave State. The story involves Atticus Finch a lawyer who must defendRead MoreHarper Lees To Kill a Mockingbird Essay3848 Words   |  16 PagesHarper Lees To Kill a Mockingbird The story of To Kill a Mockingbird takes place during the 1930s in a small town in Alabama in the southern United States - much like the town where the author Harper Lee herself grew up. To understand what the book is saying about racism, you need to know something of the history of race relations in the southern USA. Plot ---- The novel is about three years in the life of the Finch family: Atticus and his son JemRead More Mythology and Archetypes in Harper Lees To Kill a Mockingbird2536 Words   |  11 PagesMythology and Archetypes in Harper Lees To Kill a Mockingbird      Ã‚  Ã‚   Of all the various approaches to criticism, the Mythological/Archetypal achieves the greatest impact over the entire literary scope, because the themes and patterns unearthed apply universally to all works, yielding results that can be applied to a great many texts. This is because the very nature of the Mythological/Archetypal approach is the exploration of the canon for widespread and pervading symbols, plots, and