International business people

The document discusses various aspects of communication and leadership. It covers: 1) The importance of effective communication in the workplace and challenges such as technology and diversity. 2) Models of the communication process including coding, channels, feedback, and barriers like power differences. 3) Aspects of non-verbal communication including facial expressions, body language, and proxemics. 4) Differences in communication styles between genders and cultures, such as high- versus low-context cultures.

This document discusses key factors for successful expatriate assignments. It begins by defining expatriate failure as an early, unplanned return or an ineffective overseas posting. Research shows failure rates range from 10-50% depending on the destination. There are three types of failures - early termination, an unprofitable assignment, or lack of support leading to an employee leaving the company. The document then examines reasons for failure, including individual factors like lack of adaptability or going abroad for the wrong reasons, as well as family pressures. Work factors include poor selection criteria, lack of support, and bad job matches. Finally, the document outlines key success factors such as comprehensive selection processes, relevant training for expatriates and spouses,

This document discusses the importance of diversity and inclusion for employee engagement. It argues that organizations that embrace diversity and inclusion through a long-term strategic effort will see benefits like improved performance, problem solving, recruitment costs and employee well-being. However, many organizations still face barriers to truly embedding diversity and inclusion in their culture and day-to-day operations. The document provides recommendations for overcoming these barriers, including by putting diversity and inclusion at the center of organizational strategy, helping managers build inclusive teams, giving employees a voice, and demonstrating integrity in sustaining an inclusive culture.

The document discusses people management and productivity in small and medium-sized enterprises (SMEs). It provides an overview of research showing that while SMEs tend to have fewer formal HR practices than larger firms, certain informal practices can be effective. Adoption of some formal practices is linked to better firm performance. The document also describes a project providing free HR support to over 400 UK SMEs, finding it increased confidence but not necessarily more strategic HR. Finally, it covers practical implications for managing performance in SMEs through frameworks, communication, objectives, and training.

Fons Trompenaars is a Dutch author known for his work on cross-cultural communication and management. He identified seven dimensions of national culture differences: universalism vs particularism, individualism vs communitarianism, specific vs diffuse, achievement vs ascription, neutral vs affective, sequential vs synchronic, and internal vs external control. The document provides definitions and examples of each dimension, such as how individualism values personal responsibility over group responsibility. It also discusses how these dimensions appear differently in cultures like Turkey, China, and the US.

International assignment failures can be costly for companies. Common reasons for failure include issues with the expatriate's personality, family pressures, lack of cultural skills, and poor living/working conditions. To reduce failure rates, companies should provide realistic previews, careful screening, good orientation, benefits, fair evaluations, and shorten assignment lengths. Failure rates vary by country but are typically 10-40% for US firms and less than 10% for Japanese firms. Causes of failure also differ such as inability to adjust or spouse/family problems. Proper selection, training, support, and commitment can help manage expatriate failure.

People view work differently based on factors like age, gender, and ethnicity. Younger workers prioritize personal growth over money, while older workers have higher job satisfaction due to self-selection and life experiences. Women and minorities face barriers like discrimination, glass ceilings, and lack of opportunities that hinder their career development compared to white men. Mentors and supportive work environments can help promote occupational development for all groups.

This document provides an overview of Chapter 1 from a textbook. It covers several topics related to corporate culture and communication within organizations, including: 1. Definitions of corporate culture and how it evolves from an organization's history, values, and members. Examples of corporate cultures are provided. 2. Means of consolidating corporate culture through symbols, rituals, language, anecdotes, relationships, and humor. Subcultures within organizations are also discussed. 3. Leadership styles like autocratic, democratic, and laissez-faire are defined and compared. Characteristics and suitable situations for each style are provided. The document provides summaries and definitions for several sections within Chapter 1 related to

Leadership can be both innate and learned. The document discusses several theories of leadership, including that effective leaders possess certain traits like ambition and skills like intelligence. Situational leadership theories hold that the best leadership style depends on factors like follower readiness and the task. Contingency theories similarly state there is no single best approach and the optimal leadership depends on internal and external organizational contexts and contingencies. Transactional leaders focus on using rewards and punishments to motivate followers while transformational leaders inspire followers through vision and passion.

This document discusses the selection, training, and compensation of expatriate managers. It describes three types of staffing policies organizations use to fill international positions. It also identifies four dimensions that predict expatriate success: self-orientation, others orientation, perceptual ability, and cultural toughness. Regarding training, it states that cultural, language, and practical training can help reduce expatriate failure. Finally, it outlines the common components of an expatriate compensation package, including base salary, allowances, and ensuring equal purchasing power across countries through adjustments.

This document discusses various theories and models of leadership. It defines leadership as making sound decisions and inspiring others to perform well. It describes three main leadership styles: authoritarian, where the leader uses strong control; democratic, where the leader collaborates with followers; and laissez-faire, where the leader avoids responsibilities. Additionally, it discusses traits approaches to leadership, noting certain traits like intelligence may enhance perceived leadership abilities. Finally, it outlines Fiedler's contingency model of leadership which considers both a leader's orientation and the situation.

Here is a 1.5 page essay on the similarities and differences between Nigerian managers and American managers: Nigerian and American managers share some similarities but also have notable differences in their management styles and practices. Both aim to effectively lead their organizations, but cultural factors influence how they approach this task. One similarity is the universal management functions that all managers must perform, such as planning, organizing, leading, and controlling. Regardless of nationality, managers are responsible for setting goals and strategies, structuring work flows, motivating employees, and monitoring performance. Both Nigerian and American managers also face pressures to maximize profits and efficiency. However, differences emerge in how these common functions are carried out. Nigerian culture places high value

The document explores various HR issues within an organization (MNC) due to cultural diversity. Hofstede framework is used and example of Merill Lynch, Bank of America and Google haven been discussed.

Kate Gould's presentation delivered at the Get on Board Australia information breakfast in Adelaide on Tuesday 5 May 2015.

This document discusses culture and communication in the global workforce. It begins by defining culture and explaining how cultural norms, values, beliefs, and language make groups distinctive from one another. It then discusses how culture blends in work environments as companies take on multinational operations and managers must deal with diverse cultures. Effective cultural competency training is needed to avoid issues like miscommunication and conflict that can endanger productivity. Developing cultural competence allows one to understand, communicate with, and interact effectively across cultures in today's global business environment.

This document discusses international human resource management, specifically expatriate management. It covers approaches to staffing expatriates such as recruitment and selection procedures. Factors that contribute to expatriate success and failure are examined. The roles of non-expatriates in international business are also reviewed. Barriers to and advantages of female expatriates are outlined. Trends in global staffing like diversity and dual career couples are mentioned.

This document discusses the importance of cultural diversity and global leadership skills. It notes that workforces are becoming more diverse as globalization increases international experience. Leaders must value diversity and understand cultural differences to effectively motivate diverse groups. Managing diversity well offers advantages like lower costs and a competitive edge in recruiting. Cultural factors like values influence leadership styles in different regions. Developing cultural intelligence and sensitivity helps leaders inspire people from other countries.

Prof. Preeti Bhaskar's presentation discusses key aspects of international staffing and expatriate management. It covers approaches to staffing multinational corporations, including ethnocentric, polycentric, geocentric, and regiocentric policies. It also examines factors for expatriate success and failure, selection techniques for expatriates, and ways to reduce expatriate failure rates such as improving selection procedures.

Managing diversity aims to encourage productive interactions among employees from diverse backgrounds by providing an optimal work environment and business results. Diversity refers to differences in qualities beyond just ethnicity, race and gender, including work experience, education and more. Managing diversity means promoting inclusion and community despite these differences. Managers play a key role in guiding diversity to benefit innovation and inclusion through practices like diversity training. Strategies for managing diversity include developing inclusive recruitment and policies, cultural sensitivity training, and seeking employee feedback. Workplace diversity can provide benefits like improved morale if properly managed, and ignoring diversity issues risks costly consequences.

This document summarizes a workshop aimed at helping international graduates adjust to the Canadian workplace. The workshop covered defining culture and comparing Canadian culture to other countries using Hofstede's cultural dimensions. It also addressed adapting to culture shock, Canadian workplace expectations, and transitioning from school to work. Evaluation results showed participants felt more prepared to assess workplace culture and manage their careers after attending. Next steps included following up with participants and expanding the workshop's reach.

All the topics connected to Cross cultural management are covered such as Socio-cultural context, Culture and employee management issues, responding to diversity, challenges of localization, global integration cultural shock and cultural sensitivity etc.