unit5-management-and-cultural-diversity--陳海萍(編輯修改稿)
2025-08-22 09:20 本頁(yè)面
【文章內(nèi)容簡(jiǎn)介】 ung, dynamic, aggressive manager with an MBA (Mater in Business Administration degree) can quickly rise in the hierarchy. In most Latin and Asian cultures, on the contrary, status is automatically accorded to the boss, who is more likely to be in his fifties or sixties than in his thirties. This is particularly true in Japan, where panies traditionally have a policy of promotion by seniority. A 50yearold Japanese manager, or a Greek or Italian or Chilean one, would quite simply be offended by having to negotiate with an aggressive, welleducated, but experienced American or German 20 years his junior. He would also want to take the time to get to know the person with whom he was negotiating, and would not appreciate an assertive American who wanted to sign a deal immediately and take the next plane home. In northern cultures, the principle of payforperformance often successfully motivates salespeople. The more you sell, the more you get paid. But the principle might well be resisted in more collectivist cultures, and in countries where rewards and promotion are expected to e with age and experience. Trompenaars gives the example of a sales rep in an Italian subsidiary of a US multinational pany who was given a huge quarterly bonus under a new policy imposed by head office. His sales – which had been high for years – declined dramatically during the following three months. It was later discovered that he was deliberately trying not to sell more than any of his colleagues, so as not to reveal their inadequacies. He was also desperate not to earn more his boss, which he thought would be an unthinkable humiliation that would force the boss to resign immediately. Trompenaars also reports that Singaporean and Indonesian managers objected that payforperformance caused salesmen to pressure customers into buying products they didn’t really need, which was not only bad for long term business relations, but quite simply unfair and ethically wrong. Another example of an American idea that doesn’t work well in Latin countries in matrix management. The taskoriented logic of matrix management conflicts with the principle of loyalty to allimportant line superior, the functional boss. You can’t have two bosses any more than you can have two fathers. Andre Laurent, a French researcher, has said that in his experience, French managers would rather see an anization die than tolerate a system in which a few subordinates have to report to two bosses. In discussing people’s relationships with their boss and their colleagues and friends. Trompenaars distinguishes between universalists and particularists. The former believe that rules are extremely important。 the latter believe that personal relationships and friendships should take precedence. Consequently, each group thinks that the other is corrupt. Universalists say that particularists ‘cannot be trusted because they will always help their friends’, while the second group says of the first ‘you cannot trust them。 they would not even help a friend’. According to Trompenaars’s data, there are many more particularists in Latin and Asiancoutries than in Australia, the USA, Canada, northwest Europe. 2c Comprehension ?How can you explain the concept of ‘glocalization’? the bination and optimum balance of globalization and localization ?Why might a 50yearold Japanese manager be offened if he had to negotiate with or report to a welleducated but inexperienced 30yearold American? In Japan, they value the experience much and Japanese panies traditionally have a policy of promotion by seniority. ?Why was the American concept of payforperformance unpopular in Italy, and in Asia, in Trompenaars’s example? In those countries, rewards and promotion are expected to e with age and experience. ?Why do universalists disapprove of particularists, and vice versa? Universalists believe that rules are extremely important, while particularists believe that personal relationships and friendships should take precedence. 2d Vocabulary Find words in the text which mean the following. 1 the use of reasoning rather that emotions or beliefs logic 2 understanding or knowing without consciously using reason intuition 3 respect, prestige or importance given to someone status 4 having a higher rank because one is older seniority 5 to have hurt feelings because someone is being disrespect
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