Professional Documents
Culture Documents
LECTURE 1:
MANAGEMENT
Management;
Meetings; Internal business
communication agenda, minutes,
memorandum
MANAGEMENT
TO MANAGE
1. to control, to be in charge of a business or
organisation, a team of people, a project;
MANAGEABLE (adj.)
possible to deal with or control
MANAGEMENT
MANAGER
A person who is in charge of running a business, a shop, a
department, a project.
MANAGERIAL (adj.)
Connected with the work of a manager
Expressions
to be
appointed as
To become
A finance
(a) director
A marketing
To be elected
A commercial
To be made
A production
director
A research
To act as
To serve as
a director
A sales
An acting
To step down
as
To resign as
To retire as
An assistant
director
A deputy
director
MANAGEMENT
1. the act of running and controlling a
techniques
MANAGEMENT
3. the act of running a particular part of a
people.
poor management of people/ a crisis in the
company
MANAGEMENT BOARD
A group of senior executives that are
Management by
exception
A style of management in which the senior
ORGANISING
Assigning tasks;
Grouping tasks into departments;
Allocating resources to departments;
LEADING
The use of influence to motivate the employees to achieve the organisational goals;
Creating a shared culture and values;
Communicating goals to employees;
Motivating employees;
CONTROLLING
Monitoring the employees activities;
Keeping the organisation on track towards its goals;
Making corrections as needed.
MANAGEMENT SKILLS
CONCEPTUAL SKILLS
Managers thinking, information, processing, planning.
Strategic thinking
Necessary especially for top managers (decision-making, resource allocation,
innovation)
HUMAN SKILLS
The ability to work with people
Relating to people, motivating, facilitating, coordinating.
Necessary for the management which work with employees directly (first-
line managers)
TECHNICAL SKILLS
Mastery of methods, techniques and equipment involved in specific
functions
Specialised knowledge
Analytical ability
Necessary especially for lower management levels
MASLOWS THEORY OF
NEEDS
Frederick HERZBERGs
MOTIVATIONAL & HYGIENE
FACTORS
MOTIVATORS
achievement HYGIENE/MAINTENANCE
FACTORS
recognition
- status
work
responsibility - security
- relationship with
advancement subordinates, peers and
personal growthsupervisors
- personal life
- salary
- work conditions
THEORY Y (PARTICIPATIVE
MANAGEMENT STYLE)
LEVELS OF MANAGEMENT
TOP (LEVEL) MANAGERS / SENIOR MANAGERS /
EXECUTIVES
At the top one or two levels in an organisation
POSSIBLE TITLES: CEO (Chief Executive Officer), CFO (Chief Financial
LEVELS OF MANAGEMENT
MIDDLE (LEVEL) MANAGERS
POSSIBLE POSITIONS: General Manager, Plant
Manager, Regional Manager, Divisional Manager
They are responsible for carrying out the goals
set by top management.
They set goals for their departments.
They can motivate and assist first-line managers to
achieve business objectives.
They may also communicate upward, by offering
suggestions and feedback to top managers.
They may be promoted from first-line management or
may have been hired from other organisations.
LEVELS OF MANAGEMENT
FIRST (LEVEL)/LINE MANAGERS / SUPERVISORS
POSSIBLE POSITIONS: Office Manager, Shift
Supervisor, Department Manager, Foreperson,
Crew leader, Store Manager
They are responsible for the daily management of line
workers (the employees who actually produce the
product or offer the service).
They are the managers that most employees interact
with on a daily basis.
In the past they were promoted from line positions
(production or clerical jobs), now they need formal
education and training.
MEETINGS
Gatherings of three or more people sharing
to
to
to
to
to
to
spread information
gather information
generate ideas
review or evaluate
solve problems
negotiate
Types of MEETING
Information meetings
Decision-making meetings
Board meetings
Departmental meetings
Team meetings
Staff meetings
Weekly
meetings
AGMs (Annual General Meetings)
EGMs (Extraordinary General Meetings)
MEETINGS
An EFFECTIVE meeting has:
A clear purpose
A list of points to discuss
A result
A report of what took place at the meeting
It must also use a minimum amount of time.
arrange
organise
schedule
call
run
chair
have
hold
attend
participate in
take part in
go to
be present at
postpone
cancel
A MEETING
meeting.
Participants have the opportunity to contribute to the
agenda.
Advance notice of meeting time and venue is
provided to those invited.
Meeting facilities are comfortable and adequate for
the number of participants.
The meeting begins on time and has a scheduled
ending time.
The use of time is monitored throughout the meeting.
view.
Participants listen carefully to each other.
There are periodic summaries as the meeting progresses.
No one tends to dominate the discussion.
Everyone has a voice in decisions made at the meeting.
The meeting typically ends with a summary of
accomplishments.
People will carry out any action agreed to during the
meeting.
Minutes of the meeting are provided to each participant
following the meeting.
ESSENTIAL LANGUAGE OF
MEETINGS
INTRODUCING THE AGENDA
OPENING
PARTICIPANTS
point.
The first item on the agenda is
FOR CONTRIBUTIONS
ESSENTIAL LANGUAGE OF
MEETINGS
HANDING OVER TO ANOTHER
PERSON
BRINGING OTHERS IN
TIMEKEEPING
Right, that leaves us with about
at are
So the issues weve looked at so
far are
ESSENTIAL LANGUAGE OF
MEETINGS
DISCUSSION
ASKING FOR OPINIONS
GIVING OPINIONS
I feel
I think
It seems to me that
It is clear that
In my view,
AGREEING
DISAGREEING
I dont agree.
Im sorry, I cant agree with that.
Im afraid I completely disagree with you.
That cant be right.
INTERRUPTING
Excuse me, can I just say a word?
Sorry to interrupt, but
HANDLING INTERRUPTIONS
Could you just let me finish?
Ill come to that later.
Yes, go ahead please.
ACTIVELY LISTENING
Yes, I see.
Right.
Mm, I understand.
ESSENTIAL LANGUAGE OF
MEETINGS
ENDING
SUMMING UP
Now, to summarize whats
been said,
So, weve agreed to
The decisions made here
today are
SUMMARIZING FOLLOW-
UP ACTION
(date, time).
Ill be in touch about the date of
the next meeting.
What day would suit people for
the next meeting? Can you
check your diaries?
AGENDA
It should be circulated in advance to the participants, offering
AGENDA - structure
1. title of the meeting / reason for the meeting
2. date, time, location
3. a list of those required to attend, usually in an alphabetical order
AGENDA
MINUTES
Minutes should be written as soon as possible
MINUTES
LAYOUT (standard format)
a. subject and date of the meeting
b. list of participants (apologies, if necessary)
c. summary of the chairs introduction
d. summary of opinions and suggestions
exchanged
e. action points decided upon, people assigned
to each action and deadlines given
f. date and time of the next meeting
MINUTES
LANGUAGE STYLE
Quite formal
Short, clear, concise, readable sentences
Summarize only the most important points
Long speeches must be summarized and for the
main ideas use bullet points
Minutes shouldnt be longer than one page, no
matter how long the meeting was.
MINUTES - Useful
phrases
GIVING THE LIST OF PARTICIPANTS
Use PRESENT: followed by the list.
SUMMARISING THE CHAIRS INTRODUCTION
Mr/Ms X opened the meeting with the following points: (+ bullet points)
SUMMARISING A DISCUSSION
Mr X was the first to speak / react/ contribute and put forward the
following ideas:
Mr Y agreed / expressed approval and added:
Ms Z disagreed and argued:
Mr X expressed disapproval / concern and insisted
Ms Z accepted that but defended her position on . However, she
conceded that
Mr X agreed / offered / promised / refused / wanted (+ to infinitive)
Mr Y denied / admitted / suggested / recommended (followed by the
gerund)
Ms Z advised / asked / instructed / reminded (+ object + to + infinitive)
Everyone agreed on
MINUTES - Useful
phrases
ACTION POINTS AND DEADLINES
The following action points were decided upon:
MEMORANDUM (MEMO)
It originally meant a reminder or confirmation.
A very common form of business
MEMORANDUM (MEMO)
LAYOUT
HEADER:
name of the person / people the memo is addressed
to;
name of the person / people sending the memo;
date
information about the content of the memo
be taken
Closing (the initials of the person sending the
MEMORANDUM (MEMO)
LANGUAGE STYLES
The opening is more direct and less formal than
in a letter or email, with no greeting such as
Dear .
It starts with the introduction to the main
points.
The closing is generally just the initials of the
sender.
Memos are less formal than business letters
the tone is neutral and the language simple.
Short, clear sentences (not bossy though)
Memos often conclude with a request for action.
WORKING ACROSS
CULTURES
LECTURE 2: Metaphors of culture; The Hofstede
Model; The Trompenaars Model; The Hall Model; The
Mole Model
What is CULTURE?
Gary Wederspahn: Culture is the shared
set of
assumptions, values, and
beliefs of a group of
people by which they
organize their common
life.
Geert Hofstede:
Culture is the
collective
programming of the
mind which distinguishes
the members of
one group from another.
obedience/independence; STYLE:
formal/informal; COMMUNICATION:
written/oral)
Physical (BODY LANGUAGE: gestures, facial
expression; APPEARANCE: dress, features)
Politics (GOVERNMENT: centralisation,
bureaucracy; DEMOCRACY)
DISCUSSION TOPIC
An individual is a
member of many
different cultures.
Metaphors of Culture
ICEBERG
ONION
Metaphors of Culture
If culture is like an iceberg, what is
ABOVE THE WATER
AT THE WATER LINE
BELOW THE WATER?
If culture is like an onion, what are the
different layers?
(within a country)
SOCIAL CLASS
DEPARTMENTS within a
company
WORK TEAMS
group
Region/country
Universal human
nature
Self
Team/department
Profession
Organisation
National culture
International business
culture
COMPANY DIMENSIONS
organisational / corporate
culture
DIMENSIONS
EXTREME POINTS
1. Image of leader
a. Hierarchical / flat
2. Company structure
b. Formal / informal
3. Planning
perspective
4. Timing of activities
d. long-term / short-term
6. Decision-making
process
7. Relationship with
colleagues
g. Impersonal / personal
8. Dress codes
(PDI)
2. UNCERTAINTY AVOIDANCE
INDEX (UAI)
3. INDIVIDUALISM/
COLLECTIVISM (IDV)
4. MASCULINITY / FEMININITY
(MAS)
----------
1. POWER DISTANCE
PDI measures how much a culture has
1. POWER DISTANCE
In a LOW POWER DISTANCE culture:
Supervisors
respectfully;
Subordinates may do important work, thus
having the opportunity to get promoted
quickly;
If
something
goes
wrong,
the
superior/authority figure is usually blamed for
having unrealistic expectations or being to
strict;
Managers socialize and interact with workers
more often.
2. UNCERTAINTY
AVOIDANCE
UAI measures a cultures preference for strict
is valued in business;
Citizens are proud of their nation;
Foreigners or minorities are encouraged to
assimilate.
2. UNCERTAINTY
AVOIDANCE
In HIGH UNCERTAINTY AVOIDANCE cultures:
Risk
is avoided in business;
Citizens are often critical of their nation;
People tend to be more superstitious;
Xenophobia is common and foreigners and
minorities tend to be ostracized.
3. INDIVIDUALISM/COLLECTIVISM
INDIVIDUALISM
promotes individual goals, initiative and
achievement.
results in a strong sense of competition.
Each person is encouraged to stand out, be
unique and express himself/herself.
Individual rights are seen as the most
important. Rules ensure independence, choices
and freedom of speech.
People are encouraged to do things on their
own, to rely on themselves.
3. INDIVIDUALISM/COLLECTIVISM
COLLECTIVISM
emphasizes family and work group goals.
Each person is encouraged to conform to
society, to do what is best for the group and to
not openly express opinions or beliefs that go
against it.
Group, family or rights for the common good
are seen as more important than the rights of
individuals.
Rules promote stability, order and obedience.
Working with others and cooperating is the
norm. Everyone is expected to rely on others for
MASCULINITY /
FEMININITY
MAS describes the degree to which masculine values
male-dominated areas;
a low number of women represented in politics and
business;
professionals often LIVE TO WORK (long work hours
and little use of holiday time )
MASCULINITY /
FEMININITY
In FEMININE CULTURES:
priorities are relationships, nurturance,
environmental protection and quality of life;
a high number of women in politics;
arts and healing are more important than
manufacturing and business;
professionals WORK TO LIVE (short work hours
and high use of holiday time)
LONG-TERM/ SHORT-TERM
ORIENTATION
LTO measures the degree to which the
APPENDIX
Region
county
INDIVIDUALISM
COLLECTIVISM
POWER
DISTAN
CE
UNCERTAI MASCULINITY
NTY
FEMININITY
AVOIDANC
E
NORTH
AMERI
CA
(USA)
individualism
low
medium
masculine
JAPAN
high
masculine
CHINA
collectivism
low
low
masculine/feminin
e
AFRICA collectivism
high
high
feminine
LATIN
AMERI
CA
high
high
masculine
collectivism
INDIVIDUALISM
COLLECTIVISM
POWER
DISTAN
CE
UNCERTAI MASCULINITY
NTY
FEMININITY
AVOIDANC
E
AngloSaxon
individualism
low
medium
low
medium
masculine
Germa
nic
Medium
individualism
low
medium/hi
gh
medium/high
masculine
Balkani collectivism
c
high
high
medium
masculine
Nordic
medium/high
individualism
low
low/mediu
m
feminine
Latin
Europe
medium/high
individualism
high
high
medium
masculine
East
Slavic
collectivism
low
medium
masculine
APPLICATION
1. EMPLOYEE RELATIONSHIPS
2. MONOCHRONIC / POLYCHRONIC CULTURE
3. GENDER
4. TITLES
5. BODY LANGUAGE
6. PUNCTUALITY
7. HIERARCHY
8. LEADERSHIP
9. HUMOUR
10. TIME
11. DIRECTNESS/INDIRECTNESS OF COMMUNICATION
If a meeting is supposed to
DICTIONARY (www.mw.com)
XENOPHOBIA: fear and hatred of
strangers or
strange or
of anything that is
foreign.
DICTIONARY (www.mw.com)
OSTRACIZE: to exclude from a
group by
common consent.
DICTIONARY (www.mw.com)
NURTURANCE: affectionate care and
attention.
Halls Model
HIGH-CONTEXT CULTURE vs. LOW-
CONTEXT CULTURE
MONOCHRONIC vs. POLYCHRONIC
CULTURE
verbal interaction
are generally more
proficient in reading nonverbal cues
Rely more on context and
feeling
Avoid saying NO
Communicate in ambiguous
messages, understand
visual messages readily.
E.G. Japan, China, Muslim
countries
verbal interaction;
Value individualism;
Rely on logic;
Says NO directly;
Communicate in
contexted messages,
provide details, give
authority to written
information.
E.G. North America,
Western Europe (German,
Scandinavian, English)
Schedule is
are subordinated to
subordinated to
schedule;
interpersonal relations;
Schedule co-ordinates
Interpersonal relations
activity; appointment
co-ordinate activity;
time is rigid;
appointment time is
Breaks and personal time
flexible;
are sacred;
Time is flexible and
Time is inflexible and
fluid;
intangible;
Work time is not clearly
Work time is separated
separable from personal
from personal time.
time.
MARKETING
Market research
Key vocabulary for Marketing
The Marketing Mix
MARKET(ING)
RESEARCH
Marketing managers need to collect specific
MARKET RESEARCH:
THE PROCESS
STEPS:
1. Identify the problem or the opportunity and the
research objectives
2. Decide on the research methods (field, secondary,
qualitative, quantitative, focus group, survey, etc.)
3. Decide on the research instrument (questionnaire)
4. Choose contact methods (mail, telephone, Internet,
personal interview)
5. Collect data
6. Analyse /mine data
7. Present findings
EXAMPLES
Questions designed to obtain a single
answer:
Do you buy your own magazines?
YES
NO
Who do you live with?
NOBODY
FRIENDS
PARENTS
RELATIVES
OTHER (please specify)
EXAMPLES
A scaled question
Offers statements with which the respondent can show
the amount of agreement or disagreement, or that
rates the importance of something, e.g. from poor to
excellent.
Teenage magazines are expensive. Select the
response that is closest to your opinion:
STRONGLY AGREE
AGREE
NEITHER AGREE NOR DISAGREE
DISAGREE
STRONGLY DISAGREE
EXAMPLES
A prioritising question
Asks the respondents to rank certain points according to
their personal preferences.
Place the following in order of importance to you.
PHOTOS OF MUSIC STARS
LETTERS PAGE
COSMETICS ADVICE
TRUE STORIES
PROBLEM PAGE
MAIN FEATURE
ADVERTISEMENTS
EXAMPLES
An open question
this magazine is
KEY TERMS IN
MARKETING
ADVERTISING: any paid form of non-personal presentation and
KEY TERMS IN
MARKETING
BRAND:
KEY TERMS IN
MARKETING
NEED: a basic human requirement, i.e. food,
CONCEPTS
MARKETING CONCEPT: the belief that a
4.
MORE CONCEPTS
PRODUCTION CONCEPT: the belief that customers prefer
MARKETING MIX
PRODUCT decisions include quality, design,
THE 7 Ps
PEOPLE (PARTICIPANTS)
PROCESSES
PHYSICAL EVIDENCE
PRODUCT
PHYSICAL DISTINCTIONS:
FORM: size, shape, structure
FEATURES: i.e. a word processing softwares new text-editing
tool
PERFORMANCE QUALITY: the level at which the products
primary characteristics function
DURABILITY: the products expected operating life under
natural or stressful conditions
RELIABILITY: the probability that the product will not
malfunction or fail
REPAIRABILITY: the ease with which the product can be
fixed if it malfunctions
STYLE: the products look and feel
DESIGN: the way all the above qualities work together (it is
easy to use, looks nice, and lasts a long time)
SERVICE DISTINCTIONS:
PRODUCT
stands for.
Brands can evoke:
ATTRIBUTES: The car is durable.
BENEFITS: With such a durable car, I wont have
to buy
another for years.
VALUES:
This company certainly
emphasizes high
performance.
CULTURE: I like these cars because they reflect
an
organized, efficient, high-quality culture.
PERSONALITY:
This car really shows off my
stylish side.
USER:
That looks like the kind of car that a
senior
executive would buy.
Characteristics
Marketing
Objectives
Market
Strategies
Product
Introduct
ion
Create product
awareness and
trial
Offer a basic
product
Use heavy
promotions to
create trial
Product
Growth
Maximize market
share
Offer product
extensions
Reduce
promotion due
to heavy
demand
Product
Maturity
Maximize profit
while defending
market share
Diversify brands
Intensify
promotion to
encourage
switching to new
brands
Product
Decline
Declining sales,
profits, and
Reduce
expenditure and
Withdraw weak
products
PRODUCTS
CONSUMER
PRODUCTS/
GOODS
SHOPPING
GOODS/
CONSUMER
DURABLES
CONVENIE
NCE
GOODS
HOUSEH
OLD
GOODS
WHITE
GOODS
INDUSTRIAL
PRODUCTS
UNSOUGHT
GOODS
FAST
MOVING
CONSUME
R GOODS
F.M.C.G.
SPECIALITY
GOODS/
LUXURY
GOODS
BROWN
GOODS
DRY
GOODS
BRAND
BRAND NAME: the name given to a
product or a group of
products as that it can be
recognized.
easily
MAKE:
itself
MODEL:
BRAND:
COLLOCATIONS
RECOGNITION
II. BRAND PROMISE
III.BRAND IMAGE
IV.BRAND IDENTITY
V. BRAND PREFERENCE / LOYALTY vs.
BRAND
SWITCHING
VI. BRAND EQUITY
BRAND:
COLLOCATIONS
BRANDED
PRODUCTS
MANUFACTURE
RS BRAND
PRIVATE
BRANDS
OWN BRAND /
LABEL
PRODUCT
UNBRANDED
PRODUCTS
GENERIC
PRODUCTS
PRODUCT: Informal
Register
PLAIN VANILLA
A product lacking
adornments or special
features; basic or
ordinary
BELLS AND
WHISTLES
Innovative and flashy, but
often unnecessary and
confusing, features of a
product
PRODUCT: COLOURS
Oran
ge
Red good
good s
s
Yello
w
good
s
PRICE BOOM:
prices are rising
PRICE:
COLLOCATIONS
CEILING: the maximum level of a price
TYPES OF PRICE
FACTORY PRICE
COST PRICE (SELLING PRICE =
PURCHASE/PRODUCTION PRICE)
CATALOGUE / LIST PRICE
MARKET PRICE / RETAIL PRICE / CURRENT PRICE
/ SPOT PRICE
NET PRICE
PRICE /
VS.
PRICE:
UPMARKET &
BASIC MODEL SOPHISTICATED MODEL
DOWNMARKET
ENTRY LEVEL / LOW-END / HIGH-END / TOP-END
BOTTOM-END PRODUCTPRODUCT
MID-RANGED PRODUCT
1. From basic products to high-end products:
MOVE UPMARKET
TRADE UP
2. From sophisticated products to mid-ranged or basic
ones:
MOVE DOWNMARKET / DOWNSCALE
TRADE DOWN
PRICE:
PLACE(MENT)
DISTRIBUTION LOGISTICS DELIVERY
Involves
arranging for a
product to pass
from one
business to
another until it
reaches
somewhere, for
example a
shop /store,
where people can
buy it.
Involves
physically
collecting,
transporting
and
delivering
goods.
Involves
giving the
goods to
the
customer.
DISPATC
H
Refers to
the
process of
goods
leaving a
factory or
office.
DISTRIBUTION
CHANNELS
DIRECT (telemarketing, mail-order, catalogue
SUPPLIER/ VENDOR
parts
Supplies finished goods
WHOLESALERS (sell in
large
quantities)
RETAILERS (sell to the
public)
RESELLERS (esp. for IT)
CONSUMERS
BUSINESSES
PRODUCER
DISTRIBUTORS
CUSTOMERS
CHAIN
STORE
Part of a group of
shops, all with the
same name
CONVENIEN
CE
STORE
A small shop in a
residential area,
usually open long
hours
DEPARTME
NT
STORE
A shop which has
several
specialized
departments
DEEP
DISCOUNTE
R
A supermarket
with very low
prices
DRUGSTOR
E
A shop in a town
centre in the US
which sells
medicines; you
can also have
coffee and meals
there.
HYPERMAR
KET
Very large shop
with a wide
variety of goods,
usually outside of
a town
SUPERMAR
KET
Very large shop
selling mainly
food
SHOPPING
MALL
An area with shops
outside towns,
having much parking
space
TYPES OF PROMOTION
MEDIA TV
radio
cinema
newspapers and
magazines
Internet
PRINTED MATERIALS inserts
inside
magazines
flyers
booklets
leaflets
brochures
catalogues
limited offers
coupons in
magazines
loyalty cards
special offers
competitions
with prizes
IN-STORE
free samples
merchandising
P.O.S. displays
free tasting
OTHER product placement
endorsement
telephone sales
sponsorship
trade fair stands
ADVERTISING
ADVERTISING:
ADVERTISING
ADVERTORIAL
ADVERTISING: KEY
WORDS
COPYRIGHTER
ART DIRECTOR
SLOGAN
JINGLE
LOGO
ADVERTISING
BUDGET
ADVERTISING BRIEF
MEDIA PLANNING
SALES
AGENT: given authority to carry out a particular
2.
3.
SALE: IDIOMS
FOR SALE:
ON SALE:
available to be bought
1. available to be bought, esp.
in a shop or store
2. being offered at a reduced
price
SALES
1. the amount of goods or services sold
quarterly / annual / high / strong / weak / slow
sales
To boost / generate sales
2. the business of selling things, the department
team / force
Sales pitch