Jun 16 2009
Doing foreign business
The dilemma for the organization operating abroad is whether to adapt to the local culture or try to change it. There are examples of companies that have successfully changed local habits, such as in the earlier mention of the introduction of matrix organization in France. Many Third World countries want to transfer new technologies from more economically advanced countries. If they are to work at all, these technologies must presuppose values that may run counter to local traditions, such as a certain discretion of subordinates toward superiors (lower Power Distance) or of individuals toward in-groups (more Individualism). In such a case, the local culture has to be changed; this is a difficult task that should not be taken lightly. Since it calls for a conscious strategy based on insight into the local culture, it’s logical to involve acculturated locals in strategy formulations. Often, the original policy will have to be adapted to fit local culture and lead to the desired effect. We saw earlier how, in the case of MBO, this has succeeded in Germany, but generally failed in France.
perfectresume.Org: we offer resume and cover letter help by online resume writers! Request your professional resume in 36 hours only!A final area in which the cultural boundaries of home-country management theories are important is the training of managers for assignments abroad. For managers who have to operate in an unfamiliar culture, training based on home-country theories is of very limited use and may even do more harm than good. Of more importance is a thorough familiarization with the other culture, for which the organization can use the services of specialized crosscultural training institutes-or it can develop its own program by using host-country personnel as teachers.