国际企业管理文化战略与行为期末重点复习.docx
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国际企业管理文化战略与行为期末重点复习.docx
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国际企业管理文化战略与行为期末重点复习
国际企业管理(文化、战略与行为)-期末重点复习
Chapter1
Management:
processofcompletingactivitiesefficientlyandeffectivelywithandthroughotherpeople.
Globalization:
theprocessofsocial,political,economic,cultural,andtechnologicalintegrationamongcountriesaroundtheworld.
NAFTA:
NorthAmericanFreeTradeAgreement.
FTAA:
FreeTradeAgreementoftheAmericas.
FDI:
foreigndirectinvestment
Globaleconomicsystems:
1.Marketeconomy
2.Commandeconomy
3.Mixedeconomy
CHAPTER2
Ideologies:
1.Individualism:
thepoliticalphilosophythatpeopleshouldbefreetopursueeconomicandpoliticalendeavorswithoutconstraint.
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:
presentvs.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:
culturethatischaracteriz
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