任任任 任任任 任 任 任 任 任 任 任任任 任任任任 任任任任 : 任任任 任任任任 任任任任 : Managing in a Global Environment Managing in a Global Environment Culture is the collective programming of the Culture is the collective programming of the mind which distinguishes the members of one mind which distinguishes the members of one human group from another. human group from another. — Geert Hofstede — Geert Hofstede
47
Embed
任維廉 管 理 學 第四章 國際管理:全球環境 Managing in a Global Environment Culture is the collective programming of the mind which distinguishes the members of one
This document is posted to help you gain knowledge. Please leave a comment to let me know what you think about it! Share it to your friends and learn new things together.
Transcript
任維廉任維廉
管 理 學管 理 學第四章 國際管理:全球環境 第四章 國際管理:全球環境
Managing in a Global EnvironmentManaging in a Global Environment
Culture is the collective programming of the mind Culture is the collective programming of the mind which distinguishes the members of one human which distinguishes the members of one human group from another.group from another. — Geert Hofstede— Geert Hofstede
1.妳今天早上怎麼起床的? 2. “culture shock”
3. national culture vs. organization culture, 何者影響員工行為更大?
4.企業界最有用的語言是英文,第二呢?5. Global thinking, local action. 開車一定是向右
行駛?西方人如何分辨來自東方的觀光客?龍的傳人?洗門風 ?
2
綱 要綱 要1. What’s your global perspective?
全球視野 vs. 偏狹地域觀念2. Understanding the global environment:
變遷的全球環境 3. Doing business globally: 國際化之三階段4. Managing in a global environment,
外國環境之管理
3
11.. 全球視野全球視野 Parochialism
Is viewing the world solely through its own eyes and perspectives.
Is not recognizing that others have different ways of living and working.
1. 歐盟 , The European Union (EU), A unified economic and trade entity, Economic and monetary union (Euro)
2. 北美自由貿易協定 , North American Free Trade Agreement (NAFTA), Eliminated barriers to free trade (tariffs, import licensing requirements, and customs user fees), United States, Canada, and Mexico
3. 東協 , Association of Southeast Asian Nations (ASEAN), Trading alliance of 10 Southeast Asian nations, 加 1,3,6
蘇東坡? African Union, Southern Cone Common Market (Mercosur),
13
European Union CountriesEuropean Union Countries
14
Mercousur MembersMercousur Members
15
ASEAN MembersASEAN Members
16
The World Trade Organization The World Trade Organization ((WTOWTO))Evolved from the General Agreement on Tariffs and
Trade (GATT) in 1995.
Functions as the only global organization dealing with the rules of trade among nations.
Has 153 member nations and 30 observer governments.
33. . 國際化之三階段國際化之三階段How Organizations Go Global1.外包2.進出口,授權,特許加盟3.策略聯盟,合資,外國子公司
19
Multinational Corporation (Multinational Corporation (MNCMNC): ): Maintains operations in multiple countries.Maintains operations in multiple countries.
1. Multidomestic Corporation: Is an MNC that decentralizes management and other decisions to the local country.
2. Global Company: Is an MNC that centralizes its management and other decisions in the home country.
3. Transnational Corporation (Borderless Organization): Is an MNC that has eliminated structural divisions that impose artificial geographic barriers and is organized along business lines that reflect a geocentric attitude.
Managing in A Global EnvironmentManaging in A Global Environment
The Legal Environment
Stability or instability of legal and political systemsLegal procedures are established and followedFair and honest elections held on a regular basis
Differences in the laws of various nationsEffects on business activitiesEffects on delivery of products and services
29
The Economic EnvironmentThe Economic EnvironmentEconomic Systems
Market economyAn economy in which resources are primarily owned and
controlled by the private sector.Command economy
An economy in which all economic decisions are planned by a central government.
Monetary and Financial FactorsCurrency exchange rates, Inflation rates, Diverse tax
policies
30
The Cultural EnvironmentThe Cultural EnvironmentNational Culture
Is the values and attitudes shared by individuals from a specific country that shape their behavior and their beliefs about what is important.
May have more influence on an organization than the organization culture.
31
Exhibit 4Exhibit 4––66 What Are Americans LikeWhat Are Americans Like
Americans are very informal.
Americans are direct.
Americans are competitive.
Americans are achievers.
Americans are independent and individualistic.
Americans are questioners.
Americans dislike silence.
Americans value punctuality.
Americans value cleanliness.
32
Hofstede’s Framework for Assessing CulturesHofstede’s Framework for Assessing Cultures
33
Examples of HofstedeExamples of Hofstede’’s Cultural Dimensionss Cultural Dimensions
Source: Based on G. Hofstede, “Motivation, Leadership, and Organization: Do American Theories Apply Abroad?” Organizational Dynamics, Summer 1980, pp. 42–63.
34
Exhibit 4–5 Hofstede’s Five Dimensions of National Culture
(1) Individualistic — people look after their own and family interests Collectivistic — people expect group to look after and protect them Individualistic
Collectivistic United States, Canada Japan Mexico, Thailand
Australia
(2) High power distance—Accepts wide differences in power, great deal of respect for those in authority
Low power distance—Plays down inequalities: employees are not afraid to approach nor are in awe of the boss
High power distance Low power distance Mexico, Singapore, Italy, Japan United States, Sweden
Exhibit 4–5 Hofstede’s Five Dimensions of National Culture
(3) High uncertainty avoidance—Threatened with ambiguity and experience high levels of anxiety
Low uncertainty avoidance— Comfortable with risks; tolerant of different behavior and opinions
High uncertainty avoidance Low uncertainty avoidance Italy, Mexico, France United Kingdom Canada, United States,
Singapore
(4) Achievement—Values such as assertiveness, acquiring money and goods, and competition prevail
Nurturing—Values such as relationships and concern for others prevail
Achievement Nurturing United States, Japan, Canada, Greece France,
Sweden Mexico
Exhibit 4–5 Hofstede’s Five Dimensions of National Culture
(5) Long-term orientation—People look to the future and value thrift and persistence
Short-term orientation — People value tradition and the past
Global Management in Today’s WorldGlobal Management in Today’s World
ChallengesOpenness associated with globalizationSignificant cultural differences (e.g., Americanization)Adjusting leadership styles and management approaches
RisksLoss of investments in unstable countriesIncreased terrorismEconomic interdependence
39
補充:補充: Team workTeam work
1. Case study: a manager’s dilemma(p.86)
2. Thinking critically about ethics(p.96)
3. Internet-based exercise (p.103)
3. 上網測量自己的 cross cultural awareness http://www.kwintessential.co.uk/cross-cultural/cross-cultural-awareness.html
討論:遙測 (remote sensor) 技術, GPS , GIS , Digital Earth
44
45
Terms to KnowTerms to Know parochialism ethnocentric attitude polycentric attitude geocentric attitude European Union (EU) Euro North American Free Trade
Agreement (NAFTA) Association of Southeast Asian
Nations (ASEAN) World Trade Organization (WTO) multinational corporations (MNCs) multidomestic corporation global company transnational or borderless
organization
born globals global sourcing exporting importing licensing franchising strategic alliances joint venture foreign subsidiary market economy command economy national culture GLOBE wikis blogs
46
交通大學管理學院 任維廉教授 47
Takeaway: Takeaway: important, and non-obvious, important, and non-obvious, 喔!這個地方我原來沒想到!喔!這個地方我原來沒想到!