“ Every failure is a blessing in disguise, providing it teaches some needed lesson one could not have learned without it. Most so-called Failures are only temporary defeats.”
Napoleon Hill
The American flag blows. White picket fences stand. Can you smell the hot apple pie? Some American enthusiasts claim that transferring Western values to the world should be easy. Clearly, this is far from the truth when you consider how Westerners view organizational design from a global context. First, there is the barrier of perception. Many foreigners are reluctant to embrace Western values primarily due to the Western reputation of superiority. Second, there is the barrier of culture. In dealing with varying cultures, some common differences lie in the way cultures perceive time, thought patterns, personal space, material possessions, relationships, competitiveness, social behavior, individuality, and other interrelated problems.
Third, organizations must deal with uncertainty. There are two kinds of global companies, which are the multidomestic company and the global corporation. The multidomestic company pursues different strategies in each of its foreign markets while a global company views the world as one market. The critical factors include structure, management processes, culture, and people. In dealing with structure, there is a concern about implementing a centralized global authority with the rifts between domestic and international departments. Peter and Donnelly, authors of A Preface to Marketing Management, maintain that there are several factors, including structure and culture, that impede or facilitate a company globally.
When entering foreign markets, circumstances change. Issues that may exist include (a) cultural misunderstandings, (b) political uncertainty, (c) import restrictions, (d) exchange controls, and (e) economic conditions. Management guru Galbraith argues that organizations operating globally must live with structural indeterminacy where no single structure is the ultimate solution. Some businesses utilize management analysis such as PEST or SWOT to assist them in steering away from the troublesome landmines. Clearly, organizations cannot simply implementing Western structures into other cultures without engaging in strategic thinking. Galbraith further maintains that these companies must understand their competitors and determine if they can transfer their competitive advantage in another country’s environment. Therefore, American managers must seek to understand their foreign employees and the countries cultural norms.
References:
Galbraith, J. (1997). Designing the Global Corporation. San Francisco, CA: Jossey-Bass.
Peter, J. & Donnelly, J. (2003). A Preface to Marketing Management. New York: McGraw-Hill.
© 2008 by Daryl D. Green
Examine the realities of transferring Western methods to other parts of the globe. Nu Leadership is a column that explores the changing workforce and social environment as it relates to leadership development.
Daryl D. Green has published over 100 articles in the field of decision-making and leadership. Mr. Green is an author of several books, including More Than A Conqueror. He has been noted in USA Today and AP. For more information, you can email him at www.darylgreen.org.
By: Daryl G.
Napoleon Hill
The American flag blows. White picket fences stand. Can you smell the hot apple pie? Some American enthusiasts claim that transferring Western values to the world should be easy. Clearly, this is far from the truth when you consider how Westerners view organizational design from a global context. First, there is the barrier of perception. Many foreigners are reluctant to embrace Western values primarily due to the Western reputation of superiority. Second, there is the barrier of culture. In dealing with varying cultures, some common differences lie in the way cultures perceive time, thought patterns, personal space, material possessions, relationships, competitiveness, social behavior, individuality, and other interrelated problems.
Third, organizations must deal with uncertainty. There are two kinds of global companies, which are the multidomestic company and the global corporation. The multidomestic company pursues different strategies in each of its foreign markets while a global company views the world as one market. The critical factors include structure, management processes, culture, and people. In dealing with structure, there is a concern about implementing a centralized global authority with the rifts between domestic and international departments. Peter and Donnelly, authors of A Preface to Marketing Management, maintain that there are several factors, including structure and culture, that impede or facilitate a company globally.
When entering foreign markets, circumstances change. Issues that may exist include (a) cultural misunderstandings, (b) political uncertainty, (c) import restrictions, (d) exchange controls, and (e) economic conditions. Management guru Galbraith argues that organizations operating globally must live with structural indeterminacy where no single structure is the ultimate solution. Some businesses utilize management analysis such as PEST or SWOT to assist them in steering away from the troublesome landmines. Clearly, organizations cannot simply implementing Western structures into other cultures without engaging in strategic thinking. Galbraith further maintains that these companies must understand their competitors and determine if they can transfer their competitive advantage in another country’s environment. Therefore, American managers must seek to understand their foreign employees and the countries cultural norms.
References:
Galbraith, J. (1997). Designing the Global Corporation. San Francisco, CA: Jossey-Bass.
Peter, J. & Donnelly, J. (2003). A Preface to Marketing Management. New York: McGraw-Hill.
© 2008 by Daryl D. Green
Examine the realities of transferring Western methods to other parts of the globe. Nu Leadership is a column that explores the changing workforce and social environment as it relates to leadership development.
Daryl D. Green has published over 100 articles in the field of decision-making and leadership. Mr. Green is an author of several books, including More Than A Conqueror. He has been noted in USA Today and AP. For more information, you can email him at www.darylgreen.org.
By: Daryl G.
