Which are the BRICS Countries? (listing)
Brazil, Russia, India, China, South Africa
Funktion of BRICS Countries
Function
Cooperation between member nations for development
Financial assistance among member nations
Project and infrastructure development support
Growth and development without “western influence”
Organization of the NDB
Distinguishing characteristics of BRICS countries
Leading developing or newly industrialized economies
Large economies
Rapid economic growth
Significant influence on regional affairs in their parts of the world
Objectives BRICS Countries
Objectives:
Promote infrastructure and sustainable development projects with a significant development impact in member countries
Establish an extensive network of global partners with other multilateral development institutions and national development banks
Build a balanced project portfolio giving a proper respect to their geographic location, financing requirements, and other factors
The practice of conducting and managing business and interactions among various cultures, often with different norms and values
Cross-cultural management
The ability to manage issues involving or extending across two or more cultures
Transcultural Competence
Listing: Three essential components of transcultural competence - What are they?
Three essential components of transcultural competence:
1. Awareness
2. Respect
3. Reconciling
Acknowledgement of the opposing cultural dimensions as relative
Respect
The preferred long-term solution for dealing with cultural differencs in cross-cultural management
Reconciling
The process of finding a way to make two different ideas, facts, or values coexist in a way that facilitations management activities.
Being aware of cultural dimensions and values
Cultural Awareness
Listing: Stages of the Reconcilation Process (Framework)
1.Reaffirm Commitment
2.Recognize Differences
3.Search for Similarities
4.Synthesize Solutions
5.Capture Learning
DISCUSSION: What is the first step in the presented framework for the reconciliation of cross-cultural conflict? Describe what it means in your own words
Reaffirm our commitment to be ongoing relationship and its benefit to both parties
What is the name of the second step and describe what it means.
Recognize Differences
recognise where and how we differ
What is the name of the third step and describe what it means.
Search for Similarities
continue by searching similarities
What is the name of the fourth step and describe what it means.
Synthesize Solutions
Synthesize our solutions or create outcomes which utilise the most appropriate elements of the opposing cultural dimensions
What is the name of the fifth step and describe what it means.
Capture Learning
review the learning process, capture it, and make it avaiable for the future
Listing: Management Tasks (siehe Lektion 1)
Planning
dealing with how the goals and objectives of a company or department are established, as well as determining what actions on an individual level are needed to achieve them
Organizing
Deciding how the world involved is to be divided up and how it is to be coordinated or executed in order to achieve the organizational objectives. Also involves arranging for the necessary resources required
Staffing
The task of hiring employees and allocating them particular positions within an organization. Also involves giving consideration to enabling people to fulfill their potential within an organization
Directing
Leading the organization and its employees towards its goals. How management relates to, communicates with, and supervises employees.
Controlling
Monitoring the performance of an organization through the utilization of different systems and approaches. Also includes various methods for preventing or resolving problems. Differences reflect the relations between the levels of organizational hierarchy as well as the way performance is perceived.
Listing: Model of Culture (dimensions)
Model of Culture:
1. Time focus
2. Space
3. Structure
4. Action
5. Time Orientation
6. Power
7. Communication
8. Competition
MODEL OF CULTURE:
Two prominent cultural time systems relevant to management, Regards preference for punctuality or a more relaxed attitude toward time and scheduling.
Time Focus (monochronic, polychronic)
MODEL OF CULTURE: Time focus
Dimension where time prevails over interpersonal interactions
single tasks are focused upon at once
and schedules take prioity
Monochronic
MODEL OF CULTURE: Time Focus
Dimension where interpersonal relationships and interaction are pioitized over preset schedules and multiple tasks are focused on at once.
polychronic
Describes the value placed on tradition or aspiration
Time orientation (past, present, future)
MODEL OF CULTURE: Time orientation
Value upholding tradition and planning is made with more focus on the company history
Past
Focus on quick results and short term gain
Present
Focus is on long term gains, planning, and benefits
future
Time orientation —> what are the distinctions?
• Past
• Present
• Future
The acceptance and expectation by less powerful members of a society (or company) that power is distributed unequally
Power (hierarchy, equality)
MODEL OF CULTURE: Power
Power and authority are strictly classified and marked out
titles are very important
hierarchy
Informal structures of authority often based on expertise or focused on competencies for certain projects
Equality
The tendency of people and organizations to work for advancement and achievement or toward harmony
Competition (competitive and co-operative)
MODEL OF CULTURE: Competition
Focus is on acquiring wealth, performing well, and achieving ambitions
Competitive
Focus is on job satisfaction and a the creation of a pleasant work environment
Cooperative
The activity state of people and organizations
Action (activity: doing and being)
MODEL OF CULTURE: Action
Stress is placed on working for the moment and living the experience rather than achievement itself
Being
Stress is placed on challenge and achieving personal goals
Doing
The view of property, ownership, and invisible personal boundaries (comfort zone).
Space (private and public)
MODEL OF CULTURE: Space
Space is shared and used by others within the culture
Public
Space is personal, separate from that of others
Privat
The level of explicit or implied messages in communication
Communication (high-context and low-context)
MODEL OF CULTURE: Communication
The message is implied and not gains context and meaning from the situation
High context
The message is explicit and interpretation is not necessary or expected
low context
Relates to the relationship between the individual and the group.
Structure (individualism and collectivism)
MODEL OF CULTURE: Structure
The extent to which cultures (companies) elevate the role of the individual over the group
Individualism
The extent to which the interests of the group prevail over individual interests
Collectivism
Models of Culture Framework:
Listing the 8 Models of culture
Listing the Core Management Tasks
Core Management Tasks:
1. Planning
2. Organizing
3. Staffing
4. Directing
5. Controlling
The ability to stand back from ourselves and become aware of our cultural values, beliefs, and perceptions
Degrees of cultural Awareness
Parochial Stage
» My way is the only way
» The impact of cultural differences tends to be ignored
Ethnocentric Stage
» I know their way, but my way is better
» Differences are perceived as a source of problems
» Significance reduced or ignored
Synergistic Stage
» My way and their way
» “bestway“ chosen situationally
» Diversity used to create new solutions
Participatory Third Culture Stage
» Our way » Shared culture is created » New meanings and rules
A person's capability to function effectively in situations characterized by cultural diversity
Cultural Intelligence
Four parts of cultural Intelligence
Meta-Cognition
» An individual‘s knowledge or control over the thought process that leads to information processing
» Flexibility in self concept
» The ability to integrate new components into one‘s self concept
Cognition
» Using knowledge of self, the social environment, and information processing
» Involves general knowledge about the structures of a culture
Motivation
» Involves a person‘s interest in learnign and functioning in a cross cultural situation
Behavior
» A person‘s ability to exhibit the appropriate verban and non-verbal behabiors when interacting wiht others from a different cultural background
Experiences related to a region that aide in developing a familiarity with or understanding of the norms, values, and beliefs of that region
Cultural exposure
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