国际企业管理文化战略与行为 期末重点复习精品管理资料Word文件下载.docx
- 文档编号:21447702
- 上传时间:2023-01-30
- 格式:DOCX
- 页数:11
- 大小:21.21KB
国际企业管理文化战略与行为 期末重点复习精品管理资料Word文件下载.docx
《国际企业管理文化战略与行为 期末重点复习精品管理资料Word文件下载.docx》由会员分享,可在线阅读,更多相关《国际企业管理文化战略与行为 期末重点复习精品管理资料Word文件下载.docx(11页珍藏版)》请在冰豆网上搜索。
2.Collectivism:
thepoliticalphilosophythatviewstheneedsorgoalsofsocietyasawholeasmoreimportantthanindividualdesires。
3.Socialism:
amoderateformofcollectivisminwhichthereisgovernmentownershipofinstitutions,andprofitisnottheultimategoal。
Legalandregulatoryenvironment
Therearethreefoundationsonwhichlawsarebasedaroundtheworld。
Brieflysummarized,theseare:
1.Islamiclaw:
lawthatisderivedfrominterpretationoftheQur’anandtheteachingsoftheProphetMuhammadandisfoundinmostIslamiccountries。
2.Commonlaw:
lawthatderivesfromEnglishlawandisthefoundationsoflegislationintheUnitedStates,Canada,andEngland,amongothernations。
3.Civilorcodelaw:
lawthatisderivedfromRomanlawandisfoundinthenon—Islamicandnonsocialistcountries.ThelawChinausediscivilorcodelaw.
Basicprinciplesofinternationallaw:
1.Sovereigntyandsovereignimmunity:
principleofsovereignty:
aninternationalprincipleoflawwhichholdsthatgovernmentshavetherighttorulethemselvesastheyseefit。
2.Internationaljurisdiction:
whichincludesnationalityprinciple,territorialityprinciple,protectiveprinciple.
Nationalityprinciple:
ajurisdictionalprincipleofinternationallawwhichholdsthateverycountryhasjurisdictionoveritscitizensnomatterwheretheyarelocated。
Territorialityprinciple:
aprinciplewhichholdsthateverynationhastherightofjurisdictionwithinitslegalterritory.
Protectiveprinciple:
ajurisdictionalprincipleoflawwhichholdsthateverycountryhasjurisdictionoverbehaviorthatadverselyaffectsitsnationalsecurity,eveniftheconductoccurredoutsidethatcountry。
3.Doctrineofcomity:
ajurisdictionalprincipleoflawwhichholdsthattheremustbemutualrespectforthelaws,institutions,andgovernmentsofothercountriesinthematterofjurisdictionovertheirowncitizens.
4.Actofstatedoctrine:
aprinciplewhichholdsthatallactsofothergovernmentsareconsideredtobevalidbyU.S.counts,evenifsuchactsareillegalorinappropriateunderU.S。
law。
5.Treatmentandrightsofaliens:
countrieshavethelegalrighttorefuseadmissionofforeigncitizensandtoimposespecialrestrictionsontheirconduct,theirrightoftravel,wheretheycanstay,andwhatbusinesstheymayconduct.
6.Forumforhearingandsettlingdisputes:
thisisaprincipleofU。
S.asitappliestinternationallaw。
U。
S.courtscandismisscasesbroughtbeforethembyforeigners。
Examplesoflegalandregulatoryissues:
1.Financialservicesregulation。
2.Foreigncorruptpracticesact(FCPA):
anactthatmakesitillegaltoinfluenceforeignofficialsthroughpersonalpaymentorpoliticalcontributions。
3.Bureaucratization
Chapter4
Culture:
acquiredknowledgethatpeopleusetointerpretexperienceandgeneratesocialbehavior.Thisknowledgeformsvalues,createsattitudes,andinfluencesbehavior。
Characteristicsofculture:
1.Learned。
Cultureisnotinheritedorbiologicallybased;
itisacquiredbylearningandexperience。
2.Shared:
peopleasmembersofqgroup,organization,orsocietyshareculture;
itisnotspecifictosingleindividuals。
3.Transgenerational:
cultureiscumulative,passeddownfromonegenerationtothenext.
4.Symbolic:
cultureisbasedonthehumancapacitytosymbolizeoruseonethingtorepresentanother。
5.Patterned:
culturehasstructureandisintegrated;
achangeinonepartwillbringchangesinanother.
6.Adaptive:
Cultureisbasedonthehumancapacitytochangeoradapt,asopposedtothemoregeneticallydrivenadaptiveprocessofanimals。
Culturaldiversity
Inoverallterms,theculturalimpactoninternationalmanagementisreflectedbybasicbeliefsandbehaviors。
Herearesomespecificexampleswherethecultureofasocietycandirectlyaffectmanagementapproaches:
1.Centralizedvs。
decentralized
2.Safetyvs.risk
3.Individualvs.group
4.Informalvs。
formal
5.Highvs。
loworganizationalloyalty
6.Cooperationvs.competition
7.Stabilityvs。
innovation
Themodelofculture:
Therearethreelayersofculture:
1.Theimplicit,basic,assumptionsthatguidepeople'
sbehavior;
2.Thenormsandvaluesthatguidethesociety;
3.Theexplicitartifactsandproductsofthesociety。
Valuesinculture
Values:
basicconvictionsthatpeoplehaveregardingwhatisrightandwrong,goodandbad,importantandunimportant。
Hofstede’sculturaldimensions:
1.Powerdistance:
theextenttowhichlesspowerfulmembersofinstitutionsandorganizationsacceptthatpowerisdistributedunequally。
Lower-power-distance:
generallybedecentralizedandhaveflatterorganizationstructure;
High—power-distance:
havealargeproportionofsupervisorypersonnel,centralizedandhaveathinnerstructure.
2.Uncertaintyavoidance:
theextenttowhichpeoplefeelthreatenedbyambiguoussituationsandhavecreatedbeliefsandinstitutionthattrytoavoidthese.
High—uncertainty—avoidance:
haveagreatdealofstructuringoforganizationalactivities,morewrittenrules,lessrisktakingbymanagers,lowerlaborturnover,andlessambitiousemployees。
Low-uncertainty-avoidance:
lessstructuringofactivities,fewerwrittenrules,morerisktakingbymanagers,higherlaborturnover,andambitiousemployees.
3.Individualism;
thetendencyofpeopletolookafterthemselvesandtheirimmediatefamilyonly。
Hofstedefoundthatwealthycountrieshavehigherindividualismscoresandpoorercountriesandregionshighercollectivism.
4.Masculinity:
aculturalcharacteristicinwhichthedominantvaluesinsocietyaresuccess,money,andthings。
Femininity:
aculturalcharacteristicinwhichthedominantvaluesinsocietyarecaringforothersandthequalityoflife.
5.Timeorientation:
presentvs。
future
6.Indulgencerestraint
Trompenaar’sculturaldimensions
1.universalismvs.particularism
universalism:
thebeliefthatideasandpracticescanbeappliedeverywhereintheworldwithoutmodification。
Particularism:
thebeliefthatcircumstancedictatehowideasandpracticesshouldbeappliedandthatsomethingcannotbedonethesameeverywhere。
2.Individualismvs。
communitarianism
Communitarianism:
referstopeopleregardingthemselvesaspartofagroup.
3.Neutralvs。
emotional:
Neutralculture:
culturewhichemotionsareheldincheck。
Emotionalculture:
cultureinwhichemotionsareexpressedopenlyandnaturally.
4.Specificvs.diffuse:
Specificculture:
culturewhichindividualshavealargepublicspacetheyreadilysharewithothersandasmallprivatespacetheyguardcloselyandsharewithonlyclosefriendsandassociates。
Diffuseculture:
culturewhichpublicspaceandprivatespacearesimilarinsizeandindividualsguardtheirpublicspacecarefully,becauseentryintopublicspaceaffordsentryintoprivatespaceaswell。
5.Achievementvs.ascription:
Achievementculture;
culturewhichpeopleareaccordedstatusbasedonhowwelltheyperformtheirfunctions。
Ascriptionculture:
culturewhichstatusisattributedbasedonwhoorwhatapersonis。
6.Time:
future.
7.Theenvironment:
inner-directedenvironmentvs。
outer—directedenvironment。
8.Culturalpatternsorclusters。
Globe’sculturaldimensions:
1.Uncertaintyavoidance
2.Powerdistance
3.Societalcollectivism
4.In—groupcollectivism
5.Genderegalitarianism
6.Assertiveness
7.Futureorientation
8.Performanceorientation
9.Humanorientation
Chapter6
Organizationalculture:
sharedvaluesandbeliefsthatenablememberstounderstandtheirsolesinandthenormsoftheorganization。
Characteristic:
1.Observedbehavioralregularities
2.Norms
3.Dominantvalues
4.Philosophy
5.Rules
6.Organizationalclimate
Dimensionsofcorporateculture:
1.Motivation:
activitiesvs。
outputs
2.Relationship:
jobvs.person
3.Identity:
corporatevs。
professional
4.Communication:
openvs。
closed
5.Control:
tightvs。
loose
6.Conduct:
conventionalvs。
pragmatic
Fourstepsthatareusedintheprocessofmergersoracquisition:
1.Thetwogroupshavetoestablishthepurpose,goal,andfocusontheirmerger;
2.Developmechanismtoidentifythemostimportantorganizationalstructureandmanagementroles;
3.Determinewhohastheauthorityovertheresourcesneedforgettingthingsdone.
4.Identifytheexpectationsofallinvolvedpartiesandfacilitatecommunicationbetweenbothdepartments.
ThreeaspectsoforganizationalfunctioningthatseemtobeespeciallyimportantindeterminingMNCorganizationalculture:
1.Thegeneralrelationshipbetweentheemployeesandtheirorganization;
2.Thehierarchicalsystemofauthoritythatdefinestherolesofmanagerandsubordinates;
3.ThegeneralviewsthatemployeesholdabouttheMNC'
Spurpose,destiny,goals,andtheirplaceinthem。
Fourtypesoforganizationalculture:
1.Familyculture:
culturethatischaracterizedbyastrongemphasisonhierarchyandorientationtotheperson;
2.EiffelTowerculture:
culturethatischaracterizedbystrongemphasisonhierarchyandorientationtothetask;
3.Guidedmissileculture:
culturethatischaracterizedbystrongemphasisonqualityintheworkplaceandorientationtothetask;
4.Incubatorcultu
- 配套讲稿:
如PPT文件的首页显示word图标,表示该PPT已包含配套word讲稿。双击word图标可打开word文档。
- 特殊限制:
部分文档作品中含有的国旗、国徽等图片,仅作为作品整体效果示例展示,禁止商用。设计者仅对作品中独创性部分享有著作权。
- 关 键 词:
- 国际企业管理文化战略与行为 期末重点复习精品管理资料 国际 企业管理 文化 战略 行为 期末 重点 复习 精品 管理 资料