Managing In The Global Environment Discussion 2

Mg615 Managing In The Global Environment Discussion 2 Understanding

Read: Chapter 3: Understanding the Role of Culture Text or Presentation (Deresky & Miller, 2021). Watch: Hofstede Cultural Framework YouTube Video Review: Week 3 - Understanding the Role of Culture lesson plan.

1. Select 1 question from the Ch. 3 Discussion Questions, p. 110, in the Deresky & Miller (2020) text.

2. Prepare a 100-word substantive response to the question; post the response in Discussion #2 forum by Wednesday, January 31st at 11:59PM. To earn full points for participating in the discussion: Each student should post 1 substantive response (that contains at least 100 words) to 1 discussion question.

Paper For Above instruction

The question I have chosen from Chapter 3 Discussion Questions is: “Discuss the types of operational conflicts that could occur in an international context because of different attitudes toward time, change, material factors, and individualism. Give examples relative to specific countries.”

Operational conflicts in international business often stem from differing cultural attitudes toward core values such as time, change, materialism, and individualism. For instance, Western cultures like the United States typically emphasize punctuality, rapid adaptation to change, material success, and individual achievement. Conflicts arise when managers from such backgrounds expect immediate responses, quick implementation of policies, and personal recognition. Conversely, in Japan, there is a cultural emphasis on patience, consensus, collective effort, and long-term stability, which may lead to misunderstandings or frustrations when Western managers expect swift action. Similarly, in collectivist societies like China, decisions often involve extensive consultation, conflicting with more individualistic decision-making processes characteristic of Western nations. These differences can hinder communication, cause delays, and create misunderstandings that impair effective international operations, highlighting the importance of cultural sensitivity and adaptation for managers working across borders.

References

  • Deresky, H., & Miller, G. (2021). Managing International Business: Text and Cases. Pearson.
  • Hofstede, G. (n.d.). Hofstede's Cultural Dimensions. Retrieved from https://www.hofstede-insights.com/models/national-culture/
  • Hall, E. T. (1983). The Cultural Context of Time. In Beyond Culture. Anchor Books.
  • Lewin, K., & Collard, P. (2002). Cross-Cultural Management. Sage Publications.
  • Samuel, P., & Markus, H. (1990). Cultures in Contact: Social Aspects of Cultural Interaction. Sage Publications.
  • Chua, R., Morris, M., & Ingram, P. (2009). Guanxi and Business. Journal of International Business Studies, 40(3), 490-508.
  • Hall, E. T. (1976). Beyond Culture. Anchor Books.
  • Hofstede, G., Hofstede, G. J., & Minkov, M. (2010). Cultures and Organizations: Software of the Mind. McGraw-Hill.
  • Trompenaars, F., & Hampden-Turner, C. (2012). Riding the Waves of Culture. Nicholas Brealey Publishing.
  • McSweeney, B. (2002). Hofstede’s Model of National Cultural Differences and Their Consequences: A Triumph of Faith — A Failure of Analysis. Human Relations, 55(1), 89–118.

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