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International Business
Course co-ordinator: Prof. S Yadav
TERM PAPERCourse No. : SML 822
Cultural Aspects of International Business & Learnings
Submitted By:
2009SMN 6720 Mathew P Varghese
2009SMN 6722 Balvinder Singh Chabra
2009SMN 6723 Ranu Srivastava
2009SMN 6734 Kaushal Kishore Verma
Indian Institute of Technology, Delhi
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ContentsContents ............................................................................................................................... 3
.............................................................................................................................................. 5
Three key phases of an international expansion project: ...................................................... 6
Planning for expansion .......................................................................................................... 6
Cross-cultural competence in international business ............................................................ 9
The Iceberg Model........................................................................................................ 11
Low vs. High Context .................................................................................................... 11
Tips for communicating with people from low-context cultures ...................................... 12
Global advice on International Cultural Aspects & Training ................................................ 15
Managers and National Culture ........................................................................................... 19
Cultural Values,Managerial Implications & Organization structure .....................................22
Employee Categorization & Prototype in Chinese Culture .................................................. 24
The Indian Context .............................................................................................................. 25
Management Styles in Various Cultures ............................................................................. 28
Learnings & implications ..................................................................................................... 30
References .......................................................................................................................... 31
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IntroductionIn August 2010, China overtook Japan as the second largest economy in the world, and it is
closing the gap on the United States. The world is changing at a fast pace, driven by
globalisation. Throughout the global financial crisis, agile organisations continued their quest toparticipate in and prosper from the tremendous growth in the emerging markets.
The Globalization Index1 supports many market indicators that the trend towards ambitious
international expansion will continue. This research depicts a global landscape where
organisations execute their international expansion strategies at a rapid pace. This speed of
expansion may indicate the strong desire by companies to be the first-to-market and/or the
imperative to capitalise on new market developments.
The survey was conducted in August 2009, with 520 senior executives worldwide. 38% of
respondents indicated that they currently derive over half of their revenue from overseas
operations. As indicated in the chart below, by 2012 more than half of the respondents expect
this to be the case, with one in four respondents expecting to derive more than three quarters
of their revenue from overseas.Only one in 50 executives surveyed believes containing their
operations within their home country or earning less than 10% of their revenue from overseas
markets by 2012, to be a viable option.
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Three key phases of an international expansion project:
1. Planning for expansion
2. Choosing your location
3. Conducting business overseas.
Planning for expansion1. Strategy
Clearly define and stress test your strategy
What are the implications of international expansion
for your existing business operations?
2. Global trends
Is your organisation exposed to new and emerging markets?
Has the composition of your major competitors changed?
Is foreign direct investment in your industry sector clustered in locations where you do not
have a presence?3 Market research
What research is available to provide you with information on market and industry
conditions?
Is this information up-to-date and what is the future outlook?
Create a short list of new and emerging markets,tap into existing networks, talk to your
advisors and visit your short listed locations.
Choosing the location
4. Political and social climate
Is the political system stable? How do you assess sovereign risk?
Does the country suffer under high levels of sovereign debt?
Is there likely to be social unrest or are workers organised in powerful unions?
5. Local tax and regulatory environment
Is the tax regime business friendly and/or competitive?
Does the country have free trade agreements or double tax treaties?
Does the regulatory regime set the scene for a sound corporate governance framework?
6. Legal system
Is it a common law system? If not, are you sure you understand the outcomes?
Do the laws and the legal and judicial system provide support for and protection of
commercial activities?
7. Innovation and incentives
Should you develop your products in emerging or fast growth markets?Should you have a presence at global innovation clusters?
Are generous grants and incentives available for innovative organisations?
8. Location and infrastructure
Is economic infrastructure secure and reliable?
How would you deal with power outages,telecommunication down time or traffic
congestion?
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Is the location central to your regional markets, suppliers of goods and services?
9. Cultural compatibility
Are there significant cultural differences that may impact the way you conduct your
business?
Are there likely to be language barriers?
Entrepreneurial organisations through their very nature can achieve growth and develop aglobal footprint
relatively quickly. However, it can take a long time to create a diverse workforce
that reflects the variety of markets in which the organisation
operates, and cultural customs can impact significantly on
business practices in the chosen location. Without early
attention to these issues, your management team may be
left behind in terms of cultural awareness and diversity.
This can generate a competitive disadvantage as the
management team will be required to make rapid decisions,
while at the same time ensuring that they have a clear
understanding of the local customs and operating conditions.
In this respect, the importance of language cannot be
overstated, as it will underpin everything the business does in
the target location. Effective communication (or the lack thereof)
has the ability to make or break the business. It is a key
foundation upon which the success of the business may be
built. Your management team will need the language skills to
communicate effectively with those who will interact with your
business including government, regulators, financiers, suppliers,
staff and customers. Even in countries where English iscommonly spoken or is the language of business, regional
nuances can be a source of misunderstanding and can lead to
more serious problems.
10. Local workforce
What is the availability, skill-set and cost structure of the local work force?
When expanding into a global market, your human resources can mean the difference
between success and failure. As your organisation grows off-shore, getting the right
people in the right location can provide a vital competitive advantage. The quality of the
local workforce may often be the deciding factor in determining whether to expand yourbusiness to that location and also in determining how successful such an expansion will
be. When setting up a local workforce in your target location, there are numerous practica
issues to consider. You will need to think about the education level and experience of your
prospective workers and how much you will need to invest in training. You will need to
determine the terms and conditions of employment and you may need to negotiate with
individuals, labour unions or other bargaining agents. There may be local legislation or
regulations concerning working hours, weekends and public holidays and there may also
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be local customs or practices that will impact on the operation and activities of your
workforce. In addition you will need to consider your global remuneration approach and
whether short term and long term incentive programs will be offered to your overseas
employees, as well as the tax and regulatory implications associated with this.
11. Global management teamWho will negotiate with government, customers,suppliers and business partners?
How should you manage risks such as bribery and corruption?
Who will be responsible for the recruitment of staff?
Do you have an international management team or do you need to build one?
Commencing business operations in a new market can involve significant risks, and
therefore it is important to have a strong management team that understands the
challenges ahead. Having established the business in a new country, a variety of issues
may present themselves such as:
• How to ensure that your business operations run smoothly?
• How much hands on involvement is required by your management team?
• How much time and resources will it consume setting up your operations?
• Will some members of your management team be required to spend a lot of personal
time in the new location?
12. Global human resources considerations
What benefits will you provide to expatriates and what are the tax consequences?
Do your employees require security protection?
Do you have a team that can deal with assignent management, immigration and tax
compliance?
Should these functions be outsourced?
13. Financing
What are the cash flow needs of your business?What is your projected revenue growth?
Are your financial models sound or overly optimistic?
Do you need strong partners to finance your expansion?
Have you considered Islamic finance as a source of funds?
What is the debt equity mix of funding?
What are the tax consequences?
14. Choosing the operating structure
Are you looking for slow organic growth?
Will you start out with a sales office or are you looking for a green field development?
Are you looking to establish an immediate local presence? If so, will you set up a jointventure
or will you acquire an existing local business?
15. Supply chain, transfer pricing and intellectual property
Have you identified all possible supply chain efficiencies?
Have you considered potential Australian tax issues as you move functions, intellectual
property and risk offshore?
Is your intellectual property and data protected?
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16. Foreign exchange management and currency risk/controls
Is the local currency stable or volatile?
Is currency hedging available at a reasonable cost?
Could currency restrictions inhibit or even prohibit
the flow of international funds?
Cross-cultural competence in international business
http://www.worldbiz.com/ice.html
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https://www.aperianglobal.com
When George Bush gave Chinese Premier Li Peng a gift of cowboy boots embroidered with the
American and Chinese flags, was it an appropriate gift?
1 Yes, a thoughtful sentiment and a keepsake appropriate to the occasion2 No, a significant miss on the part of administration protocol experts
3 Yes, a good choice, if only he had known the Premier’s correct shoe size
Answer: 2. Unfortunately, in China, the soles of the feet are considered to be the lowliest part of the
body and gifts of footwear, no less embossed with the nations’ respective flag, was a significant miss
on the part of administration protocol experts
In sending an email to a Japanese colleague with whom may wish to collaborate on a potential
business deal, you would be most successful if you
1 Begin the email by addressing the individual warmly and openly, by his first name, immediately
closing the cultural gap
2 Always use Mr. , Miss or Mrs. followed by the last name of the individual, followed by an embracing
and forthright interaction
3 Use the last name, followed by the term “sama” to address your email, followed by clear text set forth
with the utmost formality.
Answer: 3. The risk of email is that it lacks certain social contextual cues such as body language, eye
contact and intonation and can therefore create misunderstandings. There is also no way to see the
demeanor or reaction of your counterpart and adjust your communication strategy to compensate for a
misunderstanding once it is created. When in doubt, it is always safer to err on the side of greater
formality and deference. The Japanese have become accustomed to making allowances for informalcommunication from other countries, but you will proceed with more credibility if you make a sincere
effort to adapt to their customs. The use of the term “san” and, for those in a position of high authority,
“sama” is honorific. Use the last name, followed by the honorific term, followed by extreme clarity and
formality in the text, with as few assumptions for context as possible.
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The Iceberg Model
It can be helpful to use an iceberg as an analogy to understand the impact of cultural
differences on behavior and interaction. Culture is like an iceberg in that only a small part
is visible, while the majority of the mass lies, invisible (and often unconscious), below thesurface. The visible and audible aspects of culture are things like dress, rituals and
communication behavior — what people wear, do and say.
These aspects of culture derive
from hidden values, expectations,
assumptions, and beliefs — the
"unwritten rules" that dictate what
is considered "appropriate" or
"inappropriate" in that culture.
Buried deep within each culture's
"iceberg," for example, is its
orientation toward time, its attitude
toward hierarchy, its fundamental
beliefs and sense of values.
Intercultural misunderstandings
occur when we observe the behavior of people from other cultures and misinterpret them based on our
own set of assumptions and values, and vice versa. Learning to interpret our own and others' behavior
from the other culture's perspective is therefore an important skill in being an effective intercultural
communicator.
Low vs. High Context
Low-context communication
One of the ways in which cultural anthropologist Edward T. Hall analyzed cultures is by the extent to
which they utilize contextual information to send and decode messages. In low-context cultures such as
Germany, the United States, and much of Scandinavia, there is a great reliance on explicit verbal or
written messages to transmit meaning, with less attention paid to contextual cues such as physical
setting, relative status of the parties involved, nonverbal signals, and length or strength of the
relationship. Communication tends to be direct and content-focused.
High-context communication
In high-context cultures such as most Asian, Latin American and Arab countries on the other hand,
meaning is derived not only from explicit verbal or written messages, but also from contextual factors
such as the setting in which the communication is taking place, the relative status of the individuals
involved, nonverbal signals, and the strength of the relationship.
Communication may therefore seem much more implicit, indirect, and attuned to feelings than in low-
context cultures, and business decisions may be based on information gathered through extensive
networks and close personal relationships.
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Tips for communicating with people from low-context cultures
• Get to the point fairly quickly, and limit the amount of background informationpresented. If others need more information, they will ask.
• If you imply your conclusions without stating them explicitly, low-context listeners
may miss or misunderstand what you are getting at — it is better to state your pointsvery concretely.
• Use data and facts to support your points.
• Do not take a refusal or a criticism of your idea personally. Low-contextcommunicators tend to separate criticism of issues from criticism of the people
presenting the issues.
• Do not become frustrated if you have to ask many questions to get the information
you want. Low-context communicators tend to assume that you will ask a question if you want to know something, and they may hesitate to offer information that is notdirectly solicited for fear of appearing condescending.
• Conversely, don't assume that someone who asks you a lot of questions is
challenging or attacking you; they may simply be trying to get the specific informationthey need at the moment to make a decision.
• Be careful not to "read between the lines" too much. Don't assume that whatsomeone says today is related to what he or she said yesterday. Always clarify when in
doubt.
• Try to be more direct in your communication style, but be careful that you don’t
overdo it and express yourself too bluntly or aggressively.
• Tips for communicating with people from high-context cultures
• Pay more attention to the context in which a communication is taking place: who isspeaking, who is not speaking, what is not being said, where you are, who else is
present and what their relative status is, etc. An awareness of contextual factors can
help you to more accurately interpret verbal messages.• Pay close attention to nonverbal cues such as eye contact, pauses, posture, andfacial expression. However, it's important not to assume that these cues mean the
same thing they might in your own culture.
• People in high-context cultures often value relationships and may express
themselves indirectly in order to preserve harmony. It is therefore important, forexample, not to assume that people agree with you simply because they don't come
right out and say "No." Learn how disagreement is expressed in that culture, anddevelop alternative strategies for uncovering negative feelings that may not be directlycommunicated.
• Because high-context communicators are less apt to separate feelings from fact, be
extremely careful about how you give feedback or disagree with someone's idea. Try to
do so in private so that the other person does not lose face, and choose an appropriatesetting for the interaction as well. Sometimes it can be more effective to utilize a thirdparty to convey your message.
• A high-context communicator may ask a question as a starting point for an in-depthexchange of information. His or her expectation may be that the person who responds
will go into a great deal of detail, beyond what was explicitly asked. If someone from alow-context culture gives a concise answer that only addresses the specific questionasked, the high-context communicator may feel he or she is being unhelpful.
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• Be prepared to use a variety of approaches to establish credibility and persuade —not just verbal persuasion, facts, and data. Other factors may carry even more weight
in high-context cultures, for example, who you know, how well you listen, how willingyou are to invest in a relationship and spend time socializing, even how you dress.
Some General tips on how to be effective in intercultural interactions
• Check your assumptions about the intentions behind other people's words or
actions. Avoid making quick judgments.
• Consider alternative interpretations that are based on the other culture's attitudes,perceptions and values.
• Check your conclusions, either with the other person, or with a third party who isfamiliar with both cultures.
• Examine your own cultural assumptions and values and be aware that you may be
making judgments that may fit situations in your own culture, but not in others.
• Be willing to carefully explain your intentions when it seems that others are
misunderstanding them.
• Identify ways that you can adapt your behavior, communication style, etc., to makeothers more comfortable.
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Case study
Angola: Making Decisions
THE SITUATION:
Elliot Melos has just been promoted to manager of the Angolan office of his Australian
firm. This is his first time working outside Australia, and he has recently become aware of a serious conflict between two of his most valuable employees, Eduardo Spinola from thenortheast, and Jonas Ndongo, from Huambo, in the central part of Angola: the tensionsbetween the two are almost palpable, they avoid speaking directly to each other even in
meetings, etc. Elliot even hears reports of a shouting match between them, though he didnot witness this himself.
Elliot suspects that one of the factors in the conflict, is the “tribal” differences between the
two, but he is unclear about what these might be, and is afraid to make any assumptionsfor fear of making a bad situation worse by possible tactlessness. He has learned to avoidusing his own brand of self-deprecating Australian humor to defuse situations: in the past,
they have either drawn blank stares or made his Angolan counterparts react in ways thatsuggested he had lost some ground in their eyes, especially after he (a lifetime member of
Australia’s Labour Party) suggested, with tongue very much in cheek, “putting thesocialists on the barbie” at the next Angolan election. This did not go over favorably.
He needs, however, to resolve this issue as speedily as possible. What is
the first thing Elliot should do at this point?
POTENTIAL ANSWERS: RESULTIt may be advisable for Elliot to bring the two parties together and discuss the issue in a
private conference with both of them present. This will allow them to speak freely in thepresence of an authority figure.
This is not the best first step for Elliot to take, though it might be helpful later on, afterother action has been taken. Try another answer.
RESULTIt may be a good idea for Elliot to call in a neutral intermediary to discuss the issue withthe two disputants. This intermediary should be someone without commitments to either
side’s tribe or social group.
This is a possible answer and might help resolve the conflict. But it is not necessarily
Elliot’s best first option. Try a better answer.RESULT
At this point it would be best for Elliot to call aside each of the parties in turn and discuss
the issue with them, letting each one give his story of the dispute.This is the best answer. Elliot can learn great deal by being a sympathetic listener to
each side; he is also likely to learn something about the less apparent tensions in Angolanlife between subgroups.
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Global advice on International Cultural Aspects & Training
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For each statement below, click the button that best expresses the extent to which you agree ordisagree with the statement.
Your responses should reflect YOUR OWN VIEWS when you are IN YOUR OWN CULTURE.
1.
When other team members express a set of
priorities that are different from mine, I shouldcompromise my own wishes and act in unison withthem.
2.
I believe that seniority should be taken into
account along with achievement when distributingawards, benefits, or recognition.
3.
I believe that the entire team should share the
blame even if one individual is responsible for theteam not meeting its goals.
4.
As a manager, I should be able to give advice to
subordinates about their personal lives even if theydo not ask for it.
5.It would be appropriate for me to raise my voice if
angered by the actions of a junior employee.
6.When I am speaking with a junior employee, it is
natural that I should control the conversation.
7.If I am frustrated with a subordinate, I should notreveal my feelings to him/her.
8.It often seems to me that the colleagues I workwith understand things in general better than I do.
0.I am very concerned about how my performance is
evaluated compared with others in my group.
1.When my work does not compare favorably toothers I am reluctant to share this information with
anyone else.
2.If I have made a mistake or done somethingwrong, I let my subordinates know about it.
3.I am uncomfortable when my manager follows theprogress of my work very closely.
4.I usually try to avoid disagreeing openly with otherpeople.
5.
When communicating a message to a colleaguethat he/she may not want to hear, what I say mayhave one meaning on the surface and another
meaning below the surface.
6.When someone says something I try and figure outwhat they really mean.
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Managers and National CultureCultural Links to American Managerial Behavior
Cultural Characteistics Manageial Behavior
Individualism Focus on individual contribution and benefit to self or de
Self-reliance (responsibility) Willingness to take on personal responsibility
Efficiency Stress on bottom-line cost consideration.Favorable view of future(optimism)
Favorable outlook toward success of future projects andgreater likelihood of reaching them
Pragmatic Tendency to make fairly simple judgments of whether aparticular project worked.
Rationality Emphasis on logic and raionality in reaching decisions
Contractual relationships Emphasis on impersonality in work behavior
Puritanism In some cases, overemphasis on work, but also strongmoral commitment
HumanitarianismSympathy for subordinates and peers, but usually directtoward non-work situation
MaterialismHeavy reliance on economic moivation to spur work forcequaing value of project with profitability
Time consciousness Equality Short-term perspective on output
Competitive
Rewards based more on what one does rather than whoone is. Worth in organization predicated on ability todeliver Pressure to strive to do better
Openness and direct behaviorMoralism Telegraphing clearly where one stands
Loyalty Commitment bordering on ideology
More often directed toward self, section, department thaentire enterprise
If we see how a typical American manager saw his/her life/job in general we would use following values
: Legitimacy of achievement and success ;belief in hard work; optimism; Puritanism; commitment to a
scientific & rational orientation; impersonality in work settings; belief in equality of opportunity;
acceptance of competition as fact of life, individualism. Perhaps no other country holds all these values
as strongly as do American workers.
Two major factors affect managerial behavior in Britain: tradition as a dominant andpositive social value, and an unchallenged class system. British society lalues tradition:the sense that behavioral codes that have worked well in the past should be preserved andthat change should only be introduced when un¬ avoidable. Although such attitudes seem torestrain development and innovation, «ome advantages are apparent. First, to minimizeexperimentation is to limit the possibility of losses from inappropriate projects. The typicalBritish manager waits for others to demonstrate the merits of a new venture. If a newsystem, such as a local area network, is introduced, such a step will be taken only in order to minimize potential losses from competitors, who might succeed in generating beneitsfrom the use of such systems.
Second, when implementing a new project, managers minimize risk by col¬ laborating
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with others, so that any associated losses are widely distributed. Third, unsuccessfulmanagers admit their mistakes and pay the consequences, thereby allowing their successorsto reap the benefits of successful policy changes. As a corollary, unionization amongmanagers has not been a significant factor in compensation arrangements, although some40 percent of managers are formally afiliated with such unions, paticularly in the public sector.
These attitudes contrast with those prevailing in the United States, where
managers face strong pressures from shareholders to take risks in their decision making, soas to maximize the possibility of short-term gains. Consequently, mistakes are not freelyadmitted. When the admission of failure is inevitable, U.S. managers evade soleresponsibility, as far as is possible. Such behavior makes it dificult for the Board of Directors, or for shareholders, to identify errors at an early stage. In addition, it may bedificult to alter erroneous decisions when managers make obscure mistakes or relate their actions to external factors.
To be sure, the conservative cast of typical British managers is one reason for the country's sluggish economic growth .Yet resistance to change .buttresses the classsystem, so that management becomes a status rather than a profession. Managers who werenot born into the appropriate class face major obstacles when seeking promotion. At thesame time, since management is a social class, there is limited emphasis on managementeducation and training. Intuitive judgments based on experience and wisdom are preferred to
scientiic assessment. Whereas management is considered a profession in the United Statesand university degrees are usually required for advancement, social class is the most common"pass" required of new entrants in Britain. Although this orientation is most evident within thepublic sector, it signiicantly inluences managerial career development within the private sector as well.
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Selected Cultural Values and Related Managerial Behavior Saudia Arabia
Cultural Values Managerial Behaviors
Tibal and family loyalty Work group loyalty
Paternal sociability Stable employment and a sense of A pleasant workplace
Caeful selection of employees Nepotism
Arabic language Business as an intellectual acivity
Access to employees and peers Management by walking around Conversaion as receation
Close and warm fiendships A person rather than task and money orientaion
Theory Y management Avoidance of judgment
Islam Sensitivity to Islamic virtues
Observance of the Qur'an and Shaia Work as personal/spiritual growth
Majlis Consultative management
A full and fair heaing Adherence to norms
Honor and shame Clear guidelines and conflict avoidancePositive reinforcement Training and defined job duties
Private correction of mistakes Avoidance of competition
An idealized self Centralized decision making
Empathy and respect for the self-image of others
Polychrome use of ime Right and left brain facility
A bias for acion Patience and flexibility
Independence Sensitivity to control,Interest in the individual
Male domination Separation of sexes
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Cultural Values,Managerial Implications & Organization structure
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Employee Categorization & Prototype in Chinese Culture
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Management Styles in Various Cultures
Pareek (1988; 1997: 188-90) describes these twelve styles as follows:
1. Supportive (+NP): In this style, support is provided when needed. Managers with this style are
supportive coaches. They encourage their subordinates, cheer them up, and provide the necessary
conditions for their continuous improvement. They help them to help themselves.
2. Rescuing (—NP): In this style, support is provided by almost imposing oneself on others. The belief
is that the subordinate is not Capable of taking care of himself. This style inculcates dependency-
proneness.
3. Normative (+CP): Managers with this style are interested in developing proper norms of behaviour
for their subordinates and helping them to understand how some norms are more important than
others. The manager is concerned with setting appropriate norms by involving his subordinates in
evolving these norms, and also in deciding how such norms will be followed.
4. Prescriptive (—CP): People with this style are critical of others' behaviour. They impose themselves
and want others to do what they think is right or wrong. Managers with this style prescribe solutions
rather than helping subordinates to work out alternative solutions to the problem.
5. Problem-solving (+A): In this style the concern of the person is to solve the problem by himself
working and involving others in it. He does not see the problem as being merely conined to the tasks.
For him the problems have various dimensions.
6. Task obsessive (—A): The manager with this style is primarily concerned with tasks, and is so
obsessed with the work to be done that he overlooks various other things. They are not concerned with
feelings and, in fact, fail to recognize them, since they see them as
not related to the task. They function like computers.
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7. Innovative (+FC): People with this style are enthusiastic about new approaches, and take others
along with them. They pay enough attention to mustering an idea so that it results in concrete action,
and is internalized in a system.
8. Bohemian (+FC): Such a manager does not stay with one idea and is obsessed with new ideas all
the time. He overwhelms his sub¬ ordinates with new ideas. He is less concerned about the working of these new ideas, and is mainly concerned with the ideas them¬ selves. He hardly allows an idea or a
practice to stabilize. He goes from one idea to another.
9. Confronting/Assertive (+RC): In this style the person is concerned with the exploration of a problem.
Perseverence is the main characteristic. Such managers confront the organization in order to get things
done for their subordinates. Even when something is.to be explored with the person, the focus is
always a particular issue or a problem and the person is not the target.
10. Aggressive (—RC): A person with this style is likely to show his aggressiveness by in-ighting,
making heavy demands, ighting or going back to issues and never allowing these to be settled.
Managers with this style will help achieve results. Their aggressiveness, however, makes people ignore
them and not take them seriously.
11. Resilient (+CC): This style is characterized by functional compliance. The person respectfully
accepts others' ideas which appeal to him, and changes his approach when needed.
12. Sulking (—CC): A manager with this style keeps negative feelings to himself, Finds it difficult to
share them and avoids meeting people if he has not been able to fulil his part of the contract. Instead of
confronting problems, a person with this style avoids them, feels
bad about situations but does not express himself.
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References
1 Management and Cultural Values , Indigenization of Organizations in asia
Sage Publications ISBN 0-7619-9318-5
Henery S R Kao , Durganand Sinha , Bernhard Wilpert2 Managers and National Culture , A Global Perspective
Quorum Books Wesport Connecticut
Edited by Rochard B Peterson
3 Indian Business Culture
Viva Books Private Limited ISBN 81-7649-081-4
Rajiv Desai
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