Week 8 Written Assignment
Ahmet Abdullah Akdeniz
Southern States University
BU 524 – Strategic Management
Dr. Jesse Alunan
June 4, 2023
Contents
Week 8 Written Assignment 3
Introduction 3
Comparison of American Business Culture with Foreign Business Cultures 3
Strategic Implications for Microsoft 4
Conclusion 4
References 5 Week 8 Written Assignment
Introduction
Microsoft is one of the world’s largest technology companies, operating in various countries and regions around the world. As a result, the company has to operate within different business cultures, each with its unique set of values, customs, and norms. This paper will compare and contrast American business culture with foreign business cultures and will explain why this is a strategic issue for Microsoft.
Comparison of American Business Culture with Foreign Business Culture
American business culture is characterized by informality, directness, and a focus on individualism. The culture emphasizes the importance of time and values efficiency and productivity (Adler, 2015). In contrast, foreign business cultures can vary widely depending on the country or region. For example, Asian cultures place a greater emphasis on hierarchy and respect for authority, while European cultures value more formal
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In addition, in many countries, particularly in Asia, indirect communication is preferred as a means of showing respect and avoiding conflict, which can be quite different from the more direct communication style favored in the United States (Gudykunst, 2012). Moreover, in some cultures, such as those in the Middle East, business negotiations are conducted at a slower pace, with a greater focus on building personal relationships and establishing trust before any business deals are made (Hofstede & Minkov,
The book was written in an articulated economical way that provides academic knowledge for both scholarly and personal audiences. As mentioned earlier, indirectness is the main reason behind communication misconceptions. Americans often associate dishonesty and uncompleted stories with indirectness. Tannen stresses that this view is not fair and unrealistic.
Different social, professional and cultural context may effect relationships and the way people communicate because of lack of understanding into one another’s back ground, religion and culture. social status is an indicator of credibility and legitimacy, and this is seriously effects how one communicates with other. Key elements that are involved in an audience's evaluation include title, reputation, and the extent to which people can identify with the communicator's motives and objectives. Status differences can create a bias against those with the perceived lower status. In our society, Social status have greatly influenced the communication ever since ancient times up until now.
It is in observing how people deal with and react to conflicts that we see clear differences between cultures. Some cultures view conflict as a positive thing, while others view it as something to be avoided. In the United States, conflict is not usually desirable; nonetheless, conventional wisdom in this country encourages individuals to deal directly with conflicts when they do arise. In fact, face-to-face encounters are usually suggested as the way to work through whatever problems exist. By contrast, in many Asian countries, open conflict is experienced as embarrassing or demeaning.
Ford Motor Company's various leveled society affects the affiliation's drive toward higher execution to perform its vision of industry organization. An association's various leveled society describes the qualities, conventions and traditions that impact individual and group practices. Ford uses its progressive society to keep up a world class workforce. As the fifth most noteworthy player in the overall vehicles showcase, the association needs to keep up high productivity and convincing support for mechanical and technique headway (Khosrow-Pour, 2006). These necessities are met through a various leveled society that epitomizes Ford's vision and mission statements, with highlight on flawlessness and joint effort.
Culture refers to the common beliefs and behavior patterns of a group of people. In an organizational setup, it refers to the common values that the stakeholders of the organization share, and impact their decision-making process. According to Cristina De Rossi, “Culture encompasses religion, food, what we wear, how we wear it, our language, marriage, music, what we believe is right or wrong, how we sit at the table, how we greet visitors, how we behave with loved ones, and a million other things” (De Ross, 2015). Western culture refers to the cultures that are heavily influenced by European cultures, and has its roots from the Greco-Roman cultures as well as Christianity and spread through immigration to other parts of the world. Eastern culture is the culture of the Eastern Asian countries including China, Japan, Philippines, Vietnam, and India (Zimmermann, 2017).
In the world of communication, there are many theories that describe diverse ways people communicate with one another. According to S.F. Scudder, who proposed the Communication Theory, said “all living beings existing on the planet communicate although the way of communication is different”. This paper will focus on Stella Ting-Toomey 's, a professor of Human Communication Studies at California State University, Fullerton, communication theory on face negotiation. The Face-Negotiation Theory is used to understand how people from distinct cultures manage relationships and disagreements.
As described earlier in the introduction part, I have recalled different courses of negotiation in my life from which I have tried to figure out my weaknesses and strengths. Before the negotiation course, I could only realize some of my capacity and limits, for example I might be good at emotional control and bad at active listening. I believed they were not all the weaknesses and strengths that I should realize. In addition, I found it hard to hone my strengths and improve my weaknesses because (i) I did not see negotiation in systematic viewpoint (ii) I have not had enough negotiation experiences. Thankfully, this course has shed the new light on the wide scope of negotiations and how they should be conducted.
In social situations, people are prone to being gregarious, talkative, and open to making small conversations. At business meetings, this cultural characteristic fosters a warm and inviting atmosphere that makes it simpler to forge bonds of trust. However, there is body language that can create a rift, for example, “it is considered rude to speak with your hands in your pockets”(Culture).
If we conduct businesses and we fail to make them understand or fail to make any appropriate adjustments, we might unwillingly offend them without noticing it. In Japan, communication can be very complex. Spoken words can have many different meanings; that why both non-verbal and verbal communication is very important for us. Non-verbal communication is important it is because it can be interpreted in many different ways.
Lewicki and Hiam (1999:190-191) provide a list of reasons or circumstances a negotiator might decide to be accommodative. These include trust, respect, good feeling, and peace, to name but a few. The issue of trust is the foremost important objective for choosing accommodating negotiation style. All parties may want to build some level of trust between each other or not to destroy trust by pressing too much on one’s own outcome concerns. Second, a negotiator may also want to maintain or show some degree of respect to the other party’s skills as well as their contribution to
587), "Americans and Japanese conceive of business management very differently from each other and have a striking different conception of themselves as a manager and of correct management practices. " The impact of cultural influence on management styles cannot be underestimated in today's global business environment and an increasing number of multinational operations in the U.S. owned by the Japanese. There are plenty of cultural factors that account for many of the differences between U.S. and Japanese management practices. Many of these differences come from a cultural environment that promote different values and ways of thinking. In the West (U.S.) and Japan (Asia), these values and ways of thinking are caused by cultural differences.
The adjustment in negotiation style could be in time orientation, focal point selections (substance or relationship), team setting (individual or group) and communication patterns (the way to start negotiation, make offer or refuse offer, etc.). Good preparation and better understanding the cultural differences is believed to create chance to reveal both sides’ interests and expand the bargaining zone. As a result, it will be more possible that the deal could be made in win – win
PSB Academic Chen Zongbin 4655679 Reflective journal Communication flow are affected by three factors, individual, organization, culture. In the business communication, these three factors are described as interpersonal communication, intercultural communication and organizational communication. By handling problems that bring by these factors, the communication within the group will be more efficiency. In a group working, an effective communication can help us have a better understanding of others’ opinions, this is the fountainhead of productivity and efficiency.
The use of power based negotiation can foster mistrust and anger. The parties view each other as adversaries, and can withhold information that may hinder the negotiation. One of the major downsize of power based negotiations is that the parties may lose sight of the real issue. Personal Application As a
These are the key aspects that can affect the organisation and management structure of a firm, all these interpersonal communication, management attitude, and social norms have yet been taken into consideration for Porter’s diamond framework. Moreover, Porter’s diamond framework does not cover how national culture will then affect the competitiveness in the national business system (Bosch & Man, 1997). Porter also mentioned that in firm structure and strategy, Japan business system prefers to maintain long-term relationship with their suppliers in the automobile industry is not based on their cultural perspective but rather it is due to pressure under those economic circumstances. This sentence is proven wrong by Whitley (1991), Japanese culture is well known for close connection and long-term employment in order to make their business system unique. Businesses in Japan have strong bonding with their partners to create strategies in reducing uncertainties, likewise these cultural factors is the action that leads to keiretsu being formed in Japan business system (Earley & Singh,