International management (pp 36-37, Маккензи и записи в тетр)

Managering a truly global multinational company would obviously be much simpler if it required only 1 set of corporate goals, policies, practices, products and services.

But Local differences often make this impossible.

Companies that want be successfull in foreign markets have to be aware of the local cultural characteristics that affect the way business is done.

Making international business we should remember that in the countries of North America and north-west Europe management lagely based on analysis, rationality, logic and system.

In the latin cultures of southern Europe and south America personal relations, intuition, emotion, sensitivity have grate importance.

The largely protestant cultures on both sides of the North Atlanic (Canada, the USA, Britain, the Netherlands, Germany, Scandinavia) are essentially individualist. In such culturies status has to be achieved. A young dynamic aggressive manager with an MBA can quickly rise in the hierarchy.

In most Latin and and Asian cultures on the contrary status is automatically accorded to the boss, who is more likely to be in his fifties or sixties then in his thirties.

In northern cultures the principle of pay for performance often successfully motivates salespeople. The more you sell, the more you get paid.

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