MBA News Worldwide
TESTS cultural waters. (Management of cultural differences in international commercial transactions)
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SS in a foreign country, they based their decision on two factors: it is a good market for the product and the selected country is politically stable. They are not really concerned as much about cultural differences. Before they can no longer be avoided. Ask the director of the Deutsche Bank [public.deutsche-bank.de], which absorbs only Bankers Trust, to give an idea of what they have to do. “German banks have a culture of long-term commitment, especially if the job in a retail banking such as the environment at Deutsche Bank,” said Terry Garrison, a professor at Henley Management College, Oxford, United Kingdom, specializes in cultural issues Confiict. “They have problems understanding some American investment bankers think of himself as” Hotshots “, not really look on” solution “for the moment.” For a manager plans to move to a foreign market, it is often difficult to find a way to anticipate cultural practices confiicts. How do leaders know what to expect? While it is a sea of scientific literature on this subject, Geert Hofstedte, and no shortage of advisers to explain how to drink tea in Japan and why negotiations with the Italians last so long. But Hofstedte reading or learning the tea ceremony is not helping, a director needs a simple practice of nature and the way to cultural differences, the impact on their business. It needs a method to determine why their leaders are not consolidated with those of the company and management styles, which could adopt, so that the two groups work together effectively. Finally, they must contribute to the supervision of the homeland and the target market learn to communicate on the cultural divide, everyone must understand that the other perceives and interacts in a way fundamentally different. About cultures Garrison has invented a practical solution, a sort of “Due Diligence” for culture. Known as the triangle Test for technical conduct of these investigations forces understand their attitude vis-à-vis a number of business and management issues. The results leave the viewer to clearly identify where and how the leaders of a country in conflict with those of another. The test is designed to measure these factors in the context of daily affairs. “The Triangle test is a good instrument”, said Prabhu Guptara, head of organizational learning within the Union Bank of Switzerland in Zurich and longstanding specialist in intercultural issues. “[It] offers a lens with the view of the new market.” Garrison is the first to admit that his work is not strictly science. “The areas I integrate anthropology, sociology, psychology, economics and politics,” he said. “But I think that a strictly scientific approach is too limited. I work in implementing solutions, not research. Major part of what I would not usually as research in the social sciences.” In fact, Garrison’s work has been violated by scientists. No one has apparently academic in each store, and his books are not verified. But attention, and Garrison has activity on board Motorola, Sony, BASF, Bank of New York, and British Gas. It is a longstanding expert in European Management and author of the European Business learning strategy of a book now in its eighth edition. Garrison over the Faculty of International Management at Henley and also teaches at the University degli Studi di Torino, Italy, the Indian Institute of Management Calcutta, and the Centre de Recherches et d’Etudes de Paris. |