Intercultural Management

Type :

Presentation

Pages :

11 pages

Format :

.doc

Published date :

01/20/2009

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Summary :

 
 

Table of Contents Intercultural Management Table of Contents

 
  1. Introduction.
  2. The problems arising from cultural diversity in companies.
    1. Impact of cultural differences on business affairs.
    2. Mergers.
    3. International negotiations.
    4. Impact of cultures on the functions of the company.
    5. Marketing.
    6. The human resources.
    7. The difficulties of intercultural communication.
  3. Intercultural management: A solution to manage cultural diversity.
    1. Different approaches of intercultural management depending on the company culture.
    2. Elaboration of a common identity extolled by the parent company.
    3. Local differentiation.
    4. The principles.
    5. The competencies of the international manager.
    6. The practices of intercultural management.
  4. Conclusion.
  5. Bibliography.

Abstract

The globalization of markets, the internationalization of companies through operations of mergers, acquisitions, partnerships or alliances have created an economic landscape where the intercultural aspect has became a daily reality for many persons in charge. Companies are increasingly working with individuals coming from different cultures. Therefore, they can no longer ignore the impact of cultural differences on their activities on an international scale. The intercultural situations in a company do not constitute a new phenomenon but the concern of understanding them is recent. In order to better understand the concept of cultural diversity, it is first necessary to determine what culture is. There are many definitions. For certain authors, culture is "a lifestyle which draws its roots from History"; others speak about a "collective mental programming". One generally perceives culture as "a collection of values, attitudes and behaviors shared by individuals and groups and based on deep sub-conscious perceptions". These perceptions are "cultural" because they are acquired (and not innate) and create models that they are shared and transmitted from generation to generation.

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