82 Module 3 Sociocultural Forces FIGURE 3.7 Examples of Country Rankings on Trompenaars’s Dimensions China Dimension Universal------------------------------------------------------------------------ X-------- Particularist Individualist--------------------------------------------------------------- X-------------- Collectivist Neutral-------------------------------------------------------------- X-------------------- Affective Specific----------------------------------------------------------------------------X------ Diffuse Achievement-------------------------------------------------------------------------X--- Ascription Mexico Dimension Universal-----------------------------------------------------------X---------------------- Particularist Individualist----------------------- X------------------------------------------------------ Collectivist Neutral-------------------------------------------------------------------------------X---- Affective Specific---------------------------------------------------------X------------------------- Diffuse Achievement------------X---------------------------------------------------------------- Ascription United States Dimension Universal--------X------------------------------------------------------------------------- Particularist Individualist---------X--------------------------------------------------------------------- Collectivist Neutral--------------------------------------------------------------X--------------------- Affective Specific--------------------- X------------------------------------------------------------ Diffuse Achievement-------- X------------------------------------------------------------------- Ascription When Does Culture Matter? The Global Mind-set As you accumulate experience in international management, you’ll begin to recognize that culture matters all the time, but in different ways at different times. You’ll come across many examples of failures because culture was ignored, and, interestingly enough, examples of brilliant successes because a manager successfully managed around culture. Consider Magdi Batato’s experience at Nestlé Malaysia.29 Batato, a Swiss national, introduced work teams that were self-managed, known as semi-autonomous work teams, in Malaysia, despite the common assumption that due to cultural values (HC in Hall’s terms, high-power distance and high collectivism in Hofstede’s dimensions), they would not succeed. Yet his innovation was remarkably successful and the teams increased production at Nestlé’s manufacturing plants in Malaysia. Batato’s approach was to establish an organizational culture that was transparent, had open communication, and fostered high levels of trust. He established training and development programs for managers and built structures to support them and their teams. He created fit between people and tasks. His subtle and nuanced understanding of culture helped him understand that his organization’s structure could be modified, built on a careful engineering of the fit among people, task, and structure and drawing on a more subtle reading of Malaysian cultural traits. His team was able to create a competitive advantage for Nestlé’s production in Malaysia. LO 3-5 Describe the global mind set and the MBI model. Study Smart and Improve Your Grades Go to http://bit.ly/SmartBookNOW
Geringer_InternationalBusiness
To see the actual publication please follow the link above