CULTURAL BEHAVE THAT

AFFECTS INTERNATIONAL
BUSSINES

SOCIAL ESTRATIFICATION

Assigned and Acquired Belongs

ASSIGNED: BORN, GENDER, FAMILY, AND AGE.

ACQUIRED: RELIGION, POLITIC AFILIATION, ETC.

Performance orientation

Open and Closed Societies.

Oriented promotion to the competition rather than cooperation.

More opened societies, it is less the importance of assigned belong.

Closed societies, the rules in this are based on assigned belong
(estratification)

Groups based on gender

Groups based on age
Groups based on family
Occupation: Occupational Prestige Based On Trades.

MOTIVATION FOR WORK

Materialism and Motivation

Balance between entertainment and productivity

Our enthusiasm reaches a peak when uncertainty is high. CUBA

self confidence

Some cultures that value time more than others and as a result
longer works.

Expectation of success and reward

Self-discipline, hard work and belief in a just world motivate work

and economic development.

Prone to confrontation and aggressive, affecting labor relations.

hierarchy of needs

Motivation theory.

The hierarchy of needs

MORALITY, CREATIVITY,
SPONTANEITY

5.-SELF
REALIZATION
4.-ESTEEM

AFFECTION, LOVE
MEMBERSHIP

3.-AFFILIATION

2.-SECURITY

FOOD,
BREAK

CONFIDENCE, SUCCESS,
RESPECT

1.-PHYSIOLOGICAL

SECURITY
PROTECTION

Preferences of relations

Power Distance
relationship between subordinates and supervisors
short distance to: Netherlands
largest Distance to: Morocco
Individualism and Collectivism
Individualisms: poor dependence of the organization
to meet the free time, improve skills.
Collectivism: encourages dependency and satisfactory
working conditions and preference for training

Situational differences: Family.

Related risk behavior

Uncertainty avoidance

Confidence

Each perception is different e.g. Brazil and Norway.

Orientation towards the future

Relationship with security in their jobs.

Risks perciations

fatalism

They believe that every event is inevitable, do not accept

basic relationship between cause and effect. "God's will"
Ejm: No purchase insurance.

Information processing
Perception of evidence
example: the Arabs have more than 6000 words to name the camels.
Physiological perception.
Obtaining information
from low-context cultures: Europe North
high context cultures: South of Europe
information-processing
example: uses and the Guide telephone vs. Iceland and the given names.
Culturas monocronics and Monocronic
Monocronic : people prefer working in sequence
piolicronica: working simultaneously.
Idealism and pragmatism
idealism: establish general principles rather than try to resolve minor details.
Pragmatism: focus on the details rather than the principles.

Communications
Verbal language: faithfully translate from one
language to another is not as simple as it seems. Some
words have no direct translation.
Non-verbal language: messages or communicate
through nonverbal signals named silent language.
Distance: Distance that people kept while talk
time and punctuality
Body language
Prestige.

Strategies to deal with cultural

differences
Main strategies to make international business
successful.

Adaptation

It is the degree in which a culture is willing to

accept the introduction of any service or product
that is foreign.

Cultural Distance

If cultural differences are large or small

Must take into account the perception that prevails
in the country anfrition of its function in the market.
Within each group, there may be cultural
differences
DISNEY

Culture Clash

Some people feel frustrated when they experience

a different culture.
There is this reverse cultural shock happens when the
work period ends and they must return to the
country of origin.

Guidelines of the companies and the

Administration

Polycentrism: an organization or individual

tends to believe that the business units in
different countries must act as local companies.
The policentrica administration tends not to
introduce viable changes since it dedicates to
design strategies for national differences.

Orientations of the enterprises

Ethnocentrism: It reflects the conviction that their

own culture is superior to other countries.
So often ignore the cultural differences and
the markets.
"In Spain journalists do the
questions, not answer them

Geocentrism

Between the extremes of the polycentrism and

ethnocentrism are the practices of N.I that integrate
the practices of the company the country's host and
other completely new.
Balance the knowledge of its business and
organizational cultures, needs, capabilities and
restrictions of the country of origin and the host
country.

Strategies for instituting change

Sistema de valores

The more something contradicts our system of

Values it is more dificult to accept

ERITREA

Cost-benefit analysis

Some adaptations to the cultures are beneficial in

other cases are very expensive.
Eg: Virgen de Guadalupe.

Resistance to excessive change

Not to provoke extreme reactions by wrong

decisions.

LEADERSHIP BASE ON OPINION

Use channels of influence

Opinion leader

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