Effect of culture in business Essay Example for Free

Effect of culture in business Essay 1. A growing number of Americans work for foreign-owned firms in the United States. Do you think that these American employees are being influenced by the foreign owners approach to management and the culture of the country of the owner? Because of globalization, businesses are open to do business in new markets and improving profits. Also because of globalization, companies are faced with different cultures, religion and norms. For a company to do business in another country, a manager needs to understand the differences associated with the host country. Globalization is defined as this interdependency of transportation, distribution, communication, and economic networks across international borders (Gibson, Ivancevich, Donnelly, Konopaske, 2012, p 57). Each firm has their own organizational culture. According to Hellriegel, Slocum and Woodman (2001), organizational culture represents a complex pattern of beliefs, expectations, values and behaviors shared by organizational members. The knowledge of the culture in which an employee is working is crucial. In a dynamic and fast changing environment the inter and intra organizational behavior changes the productivity and growth trends (Chaturvedi, 2002). Because of the organizational culture most foreign-owned firms will tend to impose that culture on their employees. Just like U.S. companies settling abroad, foreign-owned companies will face some difficulties operating in a country with different culture. Based on Hofstedes research, which studies how values in the workplace are influenced by culture, four dimensions have been identified as explaining: Uncertainty avoidance: degree to which people are comfortable with ambiguous situations and with the inability to predict future events with accuracy (Gibson et al., 2012, p 69). Masculinity-Femininity: A culture that has a high masculinity orientation tends to emphasize on dominance, assertiveness, and interdependence. A culture with tendency of femininity orientation will emphasize more on interdependence, compassion, and emotional openness. Individualism-Collectivism: Tendency of a cultures norms and values to emphasize on satisfying individual needs or group needs (Gibson et al., 2012, p 69). Power distance: Degree to which members of a society accept differences in power and status among themselves (Gibson et al., 2012, p 69) Because each culture fits differently in the four dimensions, a foreign-owned firm will keep its own culture as it will be easier to deal with than having different organizational cultures in each country it operates. Americans who work for those companies are indeed influenced by their approach of management. 2. Assume that you want to develop your global skills so that you can pursue international assignments with your company. Identify five skills that you would want to develop and describe how you would go about improving these skills. Globalization is defined as this interdependency of transportation, distribution, communication, and economic networks across international borders (Gibson, Ivancevich, Donnelly, Konopaske, 2012, p 57). Managers are more and more in contact with different cultures. According to HRMagazine (2012), business skills, clture and customs skills, geographic, political and economic skills need to be developed. Based on Gibson, Ivancevich, Donnelly, Konopaske (2012), the five main skills are: Global strategic skills: knowing how the economy (i.e. global financial markets), politics (i.e. foreign affairs, international law) are good ways for managers to know how to conduct business in another country. Team-building skills: Companies require more and more that their employees know how to work as part of a team. Team-building is a way to have more done more efficiently. A manager should know how to delegate work and know what each team members can or cannot do. Organization skills: It is important to know how employees react to certain management approach. McGregors motivational theory X and Y provides management approaches that can apply to motivate employees. Communication skills: Communication is essential when working abroad. It is imperative that a manager or employee be able to communicate with peers and superiors effectively. Transfer of knowledge skills: Learning about a practice, technique, or approach in one country that can be transferred elsewhere is a skill that managers can apply on a regular basis (Gibson et al., 2012, p 62). 3. Describe the attitudes a manager would need to be successful and effective in managing in India, China, and Saudi Arabia. A manager would need to have the same basic skills in order to a successful and effective manager in India, China, and Saudi Arabia. According to Gibson, Ivancevich, Donnelly, Konopaske Strong technical skills Good language skills Strong desire to work overseas Knowledge of the culture Well-adjusted family situation Spouse support Behavioral flexibility Adaptability Good relational ability Stress management skills According Goodall and Warner (2007), a manager who wants to work in China would need to be: Open-minded to the culture shock. Desire to learn the language and culture. Good communication skills. Strong organizational commitment: Think not what your company can do for you, but what you can do for your company (Goodall et al., 2007, p 13). In China, it is hard to retain employees due to the competition of labor. China does not have enough skilled labors and is experiencing tremendous growth economically. To be an effective manager, one should be able to retain employees and adapt to the culture in order to not lose such precious asset. According to Bhuian, Al-shammari, Jefri (2001), a manager needs have a strong organizational commitment, strong desire to work with foreign assignment, and especially good communication skills in order to work in Saudi Arabia. Trainings should be available to the expatriate manager. Gibson et al. identified three steps: Predeparture, which helps the manager prepare for the culture shock. Overseas Assignments, which is to help the manager ease into the culture. Having a mentor or a guide to introduce him or her to the culture. Repatriation, which is helping the manager adjusting back to his own culture when returning from assignment. References Assess-and improve-your global skills. (2012). _HRMagazine, 57_(8), 79. Retrieved from http://www.shrm. org/countryguides Bhuian, S. N., Al-shammari, E. S. and Jefri, O. A. (2001), Work-related attitudes and job characteristics of expatriates in Saudi Arabia. Thunderbird Intl Bus Rev, 43: 21-32. doi: 10.1002/1520-6874(200101/02)43:13.0.CO;2-B Chaturvedi, A. (2002). Organizational behavior. _Finance India, 16_(4), 1482-1484. Retrieved from http://search.proquest.com.ezproxylocal.library.nova.edu/docview/224360708?accountid=6579 Gibson, J.G., Ivancevich, J.M., Donnelly, J.H., Konopaske, R. (2012). _Organizations: Behavior, structure, processes_ (14th ed.)_._ New York: McGraw-Hill. Goodall, K.L.N., Warner, M. (2007). Expatriate managers in China: The influence of Chinese culture on cross-cultural management. _Journal of General Management._ Retrieved from: http://www.jbs.cam.ac.uk/research/working_papers/2007/wp0701.pdf Hellriegel, Don, Slocum, John W. Woodman, Richard W.; Organizational Behavior, South-Western Thomson Learney, 2001, pp 671.

Transformation of Islam: Islam in the societies of Central Asia Essays

Arab conquest led to the spread of the Arabic culture within Central Asia, including the spread of the Arabic language as the state and literary language. However, from 700s the authority of Arab governors and military leaders declined, and the flowering of the literature in non-Arabic languages began under the rule of the Samanids and the Karakhanids. Non-Arab peoples adjusted the Islamic religion to their way of life. Therefore, this decline in the prestige of the Arabs in politics did not symbolize a failure of Islam, but represented a transformation of Islam in Central Asia. This paper will evaluate how the gradual changes in the social status of Arabs and non-Arabs from the 600s to the 700s affected development of Islam. In order to characterize the transformation of Islam, this essay will first look at the biographical notes of Ibn Sina. Then, Ferdowsi’s â€Å"Shahname† will be discussed. Last, Islam during the period of Turkic rules will be analyzed. As a result of the Islamization process, the Arabic language became an important element of the spiritual, political and social life of the conquered nations (Soucek, page 69). Islamization was accompanied by a transformation of the Arabic language and literature to popular and prestigious means of communication. Due to the fact that the Koran was written in Arabic and translation of holy texts was forbidden (Soucek, page 71), in order to understand Islam conquered tribes had to learn Arabic. Thus, they eventually became carriers of Arabic language and culture. Proficiency in Arabic was an important condition for well being, especially as guarantee of political success (lecture 2, week 4) and prosperity. Moreover, Arabic also became language through which scholars studied and wro... ...is not restricted only in Arabic. In general, to be Muslim in 600s was not the same as in 700s. If at 600s propagating Islam meant being ethnic Arab, and if not, strictly obeying shariah, comparatively, since 700s new elements in Islam began to emerge. Core concepts of Islam combined with ancestor’s cult, belief in omens, and belief in fire power formed new liberal Islam in Central Asia. This transformation is evident in ibn Sina’s works, which promoted Islam as a religion hospitable to science, in Ferdowsi’s â€Å"Shahname†, which offered an example of new form of Islam containing local elements, and in the Turks’ conversion to Islam. Overall, it can be assumed that main principles of Islam remain the same; however, people adjust religion to their lifestyle by introducing local features, and, apparently, these transformations positively affect actuality of Islam.

In India, the Micro and Small Enterprises Essay

It has been our commitment to develop a strong and vibrant SMEs segment that acts as the backbone of India’s industrial sector. SMERA has been contributing to this goal by providing ratings to these firms, to enable their sustained and vibrant growth. SMERA recognises this potential of the SME segment and the benefits it holds for our nation. It is in this context SMERA, jointly with Dun & Bradstreet India, is proud to launch the publication series, Emerging SMEs of India. The high fragmented nature of the SME segment makes availability of information difficult. A one-point reference document listing SMEs was imperative at this juncture. We hope to fulfil this long felt need. The publication has attempted to provide critical information on 370 companies and provide a concise profile of their activities. It aims to bring out the best SMEs and project them before domestic corporates outsourcing their needs to SMEs and also potential importers on the lookout for reliable SMEs to source their requirements. The current endeavour is an effort to fill the void and provide Indian SMEs a platform where they can interact, learn and do networking with stakeholders in associated events together with brand building. We are sure that this publication will benefit many individuals, banks, corporates, government institutions and agencies that provide support and promote the SMEs. Through this pioneering initiative, SMERA re-dedicates itself to serving the small and medium enterprises of India. | The Ministry of Small Scale Industries (SSI) is a defunct Indian government ministry. It was merged with the Ministry of Agro and Rural Industries to form the Ministry of Micro, Small and Medium Enterprises. The ministry was tasked with the promotion of micro and small enterprises (MSEs). The Ministry of Small Scale Industries and Agro and Rural Industries (SSI&ARI) was created in October 1999. In September 2001, the ministry was split into the Ministry of Small Scale Industries (SSI) and the Ministry of Agro and Rural Industries (ARI).

External Business Environment Analysis - Urenco Group Northern - Free Essay Example

Sample details Pages: 4 Words: 1301 Downloads: 9 Date added: 2017/06/26 Category Business Essay Type Analytical essay Did you like this example? INTRODUCTION Two companies has been selected and evaluated for accessing and understanding their business environment. Company from Public sector is Urenco Group which is nuclear fuel company working under government and Northern has been selected from private sector which is operating privately in different countries for exploration of Oil and gas. Brief introduction to the companies is as follow. Don’t waste time! Our writers will create an original "External Business Environment Analysis Urenco Group Northern" essay for you Create order Urenco Group (Public Company) Urenco Groupis a nuclear fuel company which is operating manyuranium enrichment. It is working in United Kingdom, Germany, Netherlands and United States. It has supplied nuclear power station to about 15 countries in the world. According to them they had 29% share in global market during 2011. Urenco is using technology of centrifuge enrichment. Northern Petroleum (Private Company) Northern Petroleum Plc is Oil and gas exploration company based in United Kingdom. It works for exploration, development and production of oil and gas reservoirs. Sites of its main activity are located in UK, Italy, Netherlands and Guyane. Company has more than 50 licenses. Northern ahs two oil producing and six gas producing fields and its numerous projects are running for new exploration. Learning Outcome 1 Task 1: Purpose of Organization Mission: As Northern is transforming its main focus is to maximise the shareholder values. Their mission is t o focus on both sides of the exploration and oil production. Vision: Vision of Northern is to pay full regard for safety and health and to respect their neighbours. Objectives: Main aim of Northren is to keep the environment unchanged and accountability and integrity in all of their operations. Market Share: Market share of Northren have fall during last year. Ethical Issues: Northren is operting in transparent and responsible manner and this responsibility is main factor in achievements of their business.They are not only working according to the Govern,ent laws and company policied but also pay high value to neighbour communities and environment. Mission: Mission of Urenco is to enrich the future by development of their nuclear products globally and technology and services to support nuclear energy sustainability. Vision: To meet the future demand of sustainable nuclear energy. Objectives: Unerco is aimed to dedicate its stakeholders with measureable mean wher e possible. They are also focused on safety of their employees, community and environment. Market Share: Market share of Unerco has increased from 15% (200 million euro) to 25% (200 million euro) from 2002 to 2006. Ethical Issues: Its the commitment of UNERCO to enrich the future with providing it energy. They have taken many initiatives for support and development of their peoples and communities in which they operate. Task 2: Stakeholders Employees: URENCO has provided their employees with upgraded intranet for easier communication and collaborative work. They have plans to run updated campaigns for value of their employees. URENCO is also communicating with families of their workers by Family science Days. They also run group wide survey for their employees.  ·Investors:  ·URENCO is updating its investors about the work of organization through emails. They are also working more on social media channels to be in contact with their investors. Custome rs:  ·URENCO is providing brochure for their customers to have a detailed look in their work. They have also provided mobile version of their website and they are also communicating to customers through Twitter and Facebook. They have Plans to update their corporate brochure and to do further improvements to their website for more easier and efficient communication with customers. Government:  ·Key points showing the engagement of URENCO with government are: Continuous dialogues withUK, EU and US consultations to encourage support and investment in nuclear Detain in conversion with URENCOà ¢Ã¢â€š ¬Ã¢â€ž ¢s stated policies, goals and public positions Further information and education on the nuclear industry through external communications Key exhibitions and trade visits to new markets Royal visit toAlmelo and the opening of a new cascade hall Community: They are providing donations and sponsorships for improvements and development of community. They also have stakeholder dialogue sessions to update and inform on key initiatives at facilities. URENCO is also engaged with its community through two way dialogues. In future they have plans to increase their charity funds. Task 3: Responsibilities of Organization Health and Safety Legislation: URENCO is committed to the safety and well being of its employees, neighbours, customers and the environment within which they operate. By safeguarding these key elements they hope to also ensure their future business development. Health and safety is important to the operation of their business. Company health and safety policies are delivered to every employee, with ongoing safety initiatives and training provided. Operationally, the focus is on continuous improvement of health and safety, which covers production, procedures for waste management, plant emissions and energy u sage. The Group monitors the number of incidents (lost time incidents) that occur and which lead to employees being unable to work for one day or more. Environmental Legislation: URENCO aims to be at the forefront of environmental performance in the industry. Through continual improvement, they are attempting by employing efforts to reduce the impact of their activities on the health and safety of employees, contractors, members of the public and on the environment. As a minimum, URENCO complies with all relevant legislation on the environment, with conditions imposed by licences, authorisations and consents and with other pertinent standards and guidelines. Where reasonably practicable, URENCO applies à ¢Ã¢â€š ¬Ã‹Å"best practiceà ¢Ã¢â€š ¬Ã¢â€ž ¢ standards with respect to environmental matters. Legal Responsibilities URENCOunderstands that it cannot act in isolation of itslocal community. URENCO must take responsibility for the outcome of its operations by understanding h ow it impacts on neighbouring communities and how it can make a positive contribution. URENCO works hard at building strong relations with thecommunitiesin which it operates. Recognising that each locality has a diverse cultural mix, support varies fromcharitable donationsto providingeducational supportto localschools and colleges. Employee Legislation At all stages of Urencoà ¢Ã¢â€š ¬Ã¢â€ž ¢s relationship with employees, from pre-employment, during employment and post-employment, Urenco strives to ensure that their people are dealt with openly and fairly. Urenco respects the rules and regulations at all of its international sites in terms of works councils and trade union recognition. Learning Outcome 2: Task 1: Economic Systems Command Systems: Free Enterprise System: Mixed System: Transitional System: Task 2: Impact of Fiscal and Monetary Policies Task 3: Impact of Competition Policy Competition Act 1998: Enterprise Act 2002: Learning Outco me 3: Task 1: Role of Market Structure Perfect Competition: Monopoly: Oligopoly: Monopsony: Task 2: Impact of Market Forces Supply and Demand: Research and Development: Economies of Sale: Labor Market Trends: Task 3:Impact of Business and Cultural Environments Supporting arts and culture is an important part of social responsibility. Urenco supports cultural projects at both a local and national level. Urenco sponsors classical concerts and performances in the Almelo community. Gronauà ¢Ã¢â€š ¬Ã¢â€ž ¢s famous Jazz Festival has gone from strength to strength, helped by Urencoà ¢Ã¢â€š ¬Ã¢â€ž ¢s continued support over the past 17 years. The long running association between Urencoà ¢Ã¢â€š ¬Ã¢â€ž ¢s site at Capenhurst and the Liverpool Philharmonic Orchestra continued in 2006. Another example of the siteà ¢Ã¢â€š ¬Ã¢â€ž ¢s link with the arts is its involvement in a number of Shakespeare events for school children at a local theatre. Uren co is committed to supporting a broad educational and cultural experience for local school children. At a Group level Urencoà ¢Ã¢â€š ¬Ã¢â€ž ¢s commitment to national culture and the arts is demonstrated through the Companyà ¢Ã¢â€š ¬Ã¢â€ž ¢s sponsorship of, for example, The National Portrait Gallery and the Royal Opera House. Through such financial support Urenco ensures that it allows access for stakeholders to cultural events and preserves the national heritage for future generations to enjoy. In the future, Urenco will consider other sponsorship and corporate partnerships with national heritage and cultural bodies. Learning Outcome 4: Task 1: Effect of International Trade Task 2: Impact of Global Factors Market Opportunities: Global Growth: Protectionism: World Trade Organization (WTO): Task 3: Impact of European Union Policies Competition Policy: Environmental Policy: Employment Policy: Trade Policy: BIBLOGRAPHY https://www. northernpetroleum.com/about-us/strategy/ https://www.urenco.com/page/2/About-URENCO.aspx