Professional Documents
Culture Documents
Contemporary
Management
Chapter
Learning Objectives
After studying the chapter, you should be able to:
Explain why the ability to perceive, interpret, and
respond to the organizational environment is crucial
for managerial success.
Identify the main forces in a global organizations
task and general environments, and describe the
challenges that each force presents to managers.
Explain why the global environment is becoming
more open and competitive and why barriers to the
global transfer of goods and services are falling,
increasing opportunities, complexities, challenges, and
threats that managers face.
Copyright 2004 McGraw-Hill. All rights reserved.
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Figure 4.1
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Brand loyalty
Customers preference for the products of
organizations currently existing in the task
environment.
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low
high
Entry barrier
e.g.,
$
e.g.,
high
e.g.,
e.g., ,,
etc
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Figure 4.2
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Figure 4.3
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Culture
Language barriers and cultural practices made
managing overseas businesses difficult.
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Values
Ideas about what a society believes to be good,
desirable and beautiful.
Provides conceptual support for democracy, truth,
appropriate roles for men, and women.
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Figure 4.4
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Collectivism
A worldview that values subordination of the
individual to the goals of the group.
Widespread under communism and prevalent in
Japan as well.
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Power Distance
A societys acceptance of differences in the well
being of citizens due to differences in heritage, and
physical and intellectual capabilities (individualism).
In high power distance societies, the gap between
rich and poor becomes very wide (e.g., Panama and
Malaysia).
In the low power distance societies of western
cultures (e.g., United States and Germany), the gap
between rich and poor is reduced by taxation and
welfare programs.
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Uncertainty Avoidance
Societies and people differ in their tolerance for
uncertainty and risk.
Low uncertainty avoidance cultures (e.g., U.S. and
Hong Kong) value diversity and tolerate a wide
range of opinions and beliefs.
High uncertainty avoidance societies (e.g., Japan
and France) are more rigid and expect high
conformity in their citizens beliefs and norms of
behavior.
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Copyright 2004 McGraw-Hill. All rights reserved.
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