What is globalization? Globalization advocates removal of all obstacles to the accumulation of profit as the best way to economic growth that will “benefit” everyone. Currently, globalization is led by the World Trade Organization (WTO) and implemented by various free trade agreements such as NAFTA (North American Free Trade Agreement). The International Monetary Fund (IMF) ensures that capital (cash) is the basis of the global economy, and its aim is to have no borders to cash flow. Such an aim favors nations that are already rich, but many governments in developing countries also support it because it also benefits big corporations in those countries (many times owned by foreign capital) which are more influential on the governments and policies than are poor farmers and workers who live there. (Why Do People Cross the Border? Immigration, US Foreign Policy and Globalization, no date. Retrieved Aug 13, 2007)http://www.ykuusa.org/english/whycross/
Global Management in Practice
At the quasi-firm PMCo: Diversity is the Mother of Innovation Challenged Co-Mingling Cultures -- By Patrick Darnell
My discussion today is in response to current events surrounding globalization attempts by smaller corporations. The grand scale of larger MNC’s is well defined as they have successfully crossed cultural boundaries for the last twenty years.
Helpful information on $50 million or less sales, sized firms, was not available in the same literature reporting on larger MNC’s.
Information is found in reports about the smaller USA agencies and $10 million up sized companies that are servicing the grander sized MNC’s. Much service is provided MNC’s in their triple-bottom-line business cross-cultural ventures.
http://www.eoearth.org/article/Environment_and_Globalization:_Five_Propositions_(e-book)
So it seems gaining entrance to the markets PMCo targets, requires following IBM, Wal-Mart International, Federated Stores International, or Exposition Partnerships, through portals.
Unfortunately, much of the diversity PMCo will encounter is more limiting to its venture, than it has been for the larger MNC’s. Could it be that the organizational structure and culture at home must undergo change before attempting PMCo’s bid for multinational status?
“What unites them is the acute understanding that companies based outside the huge U.S. market can compete only if they learn to create different faces to present to a wide range of constituencies. One key point of difference is that some American CEOs think of leadership development and diversity as different objectives.” (Brabeck-Letmathe, Peter, 2005)
Daunted Journey; Imperiled Innovation
The rhetorical questions abound: can traditional USA corporations make the adjustment to being the required triple bottom-line multinational corporations needed to sail into global markets? It appears that firms with less than $100 million in sales per year should not even consider advancing to the international boardwalks.
How can it be that clear? Look at the multinational corporations who dominate the globalization sectors. They are business partners with other nations. They have gross profits larger than many countries. They are companies like Hilton who have real estate holdings all over the world.
Will SMMCo with its measly $50 million in sales qualify to enter this money exhausting event? Let’s ask the mother of innovation.
È il viaggio; It’s not the Destination; But the Journey
Consider the event of traveling to somewhere to re-settle, as the model for initiating globalization. Put your goals and aspirations in a cruise ship. If the enormous Hiltons can do it, well so can PMCo; Right?
The Hilton’s are floating on the surface of globalization, in normal pressure, and visible seas, surrounded by plenty of light; a true pleasure cruise of stable seas, and rich, centralized databases.
Intrigue and mystery appears to bolster Hilton as multinational leader who easily meets the expense of the cruise. PMCo, on one hand has a benchmark in Hilton, and can aspire. On the other hand, is PMCo booked on a cruise, or a mission in a submarine?
The unfortunate trial by travel for PMCo is that it will be immersed in the journey, having to solicit experts at every juncture of their sub sea trip. Below sea level at 300 feet there is no light, and it is very cold.
If the PMCo stakeholders think they are going on a pleasure cruise, this could prove scandalous for the travel agent, the VP of International Sales. “But it was the necessary means to get there.”
Are submarine cruises surrounded by hostility? Aren’t pressures at deeper depth life threatening? The constraints of the vessel are stifling, and the arrangements are left up to experts, who are submariners certified in dangers of extreme depths. Result: PMCo will have no control of its global evolutional trek.
What are the Cultural Constraints down there?
Additionally, down in the depths are unfamiliar life forms that may require some kind of cultural payable. The surprises and confusions of the smaller want-to-be multinational corporation’s journey may deplete its coffers, and cause serious debt for passageway. The roads, channels, passageways, ducts and tubes may after many miles be closed to a smaller fish like our PMCo.
As the journey in its closing stages brings PMCo nearer its goals, does the small, budding MNC arise unscathed in the shallow water? Unfortunately, her dangers are not over as she searches for more shallow passages. Harbors are jammed with demands, and hassles. Intruders, and bureaucrats, and other corporations arrived just ahead of PMCo and are patrolling for the surfacing smaller fish groups, to impose a toll, or provide insurance, or some other expert clerical arbitration.
The burden of cultural ambiguity is on the newest visitor, always. Non- compliance invariably insures otherwise no advancement to the business boardwalk of the host country.
Why do we manage diversity in cultures? As culture affects the company in these areas, revolutionary ways to manage diverse groups of people can emerge:
· Morale
· Efficiency
· Training
· Time off, and holidays
· Mixtures of languages
· And cash flow?
What motivations can firms use within laws and regulations to achieve profitability, while complying with diversity? Try concentrating on these issues:
· Education and learning
· Management training
· Orientation
· Human Resources as liaison for between
· Behavior identification
“Is there a correlation to doing this preliminary work with understanding cultures and the success you will have as a manager in international business? Yes.” (Radighieri, Jeffrey; 37:00, July 21, 2006)
VP-international sales, PMCo
What could have been done before the journey got so bogged down?
First, the Vice President may want to get involved in building relationships with his present and future subordinates. His or her personal touch and individual toil adds the most value upfront.
Second, as she or he begins innovating in her or his own sandbox, sincerely attempting micromanagement of the entire effort and as each tidbit of learned information is illumined, her or his nurturing will make the future journey safe for the $50 million PMCo.
Your first culturally influenced adaptation: Sweat Equity
Micromanagement is not popular with US VP’s, managers or trainers, because traditionally the title requires delegating assignments, the ubiquitous response to every article and chore. What VP-I/ Sales PMCo needs is a model of what VP’s at smaller agencies are doing to globalize.
In China, “’...We know China will be increasingly important to our b-to-b clients,’ says Mike O’Toole exec VP-partner at PJA, which serves clients including Boston Scientific Corp., InnoCentive Inc., Invitrogen corp., Novell Inc. and SSA Global Technologies... ‘All have active businesses in China...’”, reports Kate Maddox in May 8, 2006 B2B, the Magazine for Marketing Strategists.
She further reports in the article Agencies chase China boom “...as multinational corporations [MNC’s] expand into the Chinese market ...agencies that serve them are opening offices, forming partnerships and expanding their presence as well.” In her interviews she queried Michael McLaren, exec VP-worldwide director of global accounts at McCann Worldgroup, New York. “It’s not just the large agencies that are making inroads in China.”
Many learned global strategists have expressed their glee and feeling of renewal as they enter the new opportunities available in foreign regions.
According to McLaren: “Until recently, foreign businesses entering the Chinese market were required, under law, to operate as joint ventures with Chinese-owned companies ...McLaren, who has been to China three times already this year, said the job is also very rewarding. “You are building something up that takes your own blood sweat and tears,” he said. (Kate Maddox in May 8, 2006)
Landmarks in Cultural Co-mingling
First landmark: How visitors fit in the cultures waiting for them in foreign markets can be summarized: what would Dorothy do?
“In ‘the Wizard of Oz,’ Dorothy famously remarks to Toto, ‘I have a feeling we’re not in Kansas anymore.’ It’s the same feeling many US-based direct marketers experience upon entering global markets. Why? Media opportunities differ, as do regulatory environments. Then there are the sometimes vast chasms between the data available abroad versus what comes standard in the US.” (Syracuse, Amy; June 12, 2006)
Because the lessons of globalization have been taught by other globalization efforts for 400 years of US history, the legislatures in the US have passed the ADA. This implies diversity training begins in our own backyard.
“One need proceed no further than one’s own backyard ...to experience nature.” Linnaeus, Carlos (Encarta Encyclopedia; English, 2003)
Despite the need to get ahead, training and learning, knowledge and agilities are completed at home, before any evolutionary journey is started.
Emphasis is on:
· Top executives integrating the Aptitude of Diversity.
· Having Adequate Representation.
· Achieving Over-all Goals of Organization.
· Helping Workers and Customers.
· Providing Management that Recognizes Diversity.
· Today, whatever is being done in the Cause of EEOC/ ADA, alone, is Insufficient.
· Realizing there is estimated 50 million Americans with Disabilities, amongst an overall U.S. population approaching 300 million.
Actual Compliance has also to do with Loss Prevention, I.e. Safety Training where Language Barriers exist. Training therefore must be in Trainees’ Native Languages. The Broadening Diversity in Customer Targets is Driving Workforce Diversity.
Possibly the most ambitious attempt at marrying all the cultures of the world was started in the 1970’s. Review of the various tables the “Geert Hofstede’s four-dimensional models identifying countries characteristics,” reveal some surprising observations made by last century IBM executive. "Culture is more often a source of conflict than of synergy. Cultural differences are a nuisance at best and often a disaster." - Dr. Geert Hofstede
The cultures of nations of the world are identified by 5 indexes. According to detailed interviews of the world citizenry, Dr. Hofstede’s rating metrics have become the “landmark” of this type of research. (Geert Hofstede™)
· Power Distance Index (PDI)
· Individualism (IDV)
· Masculinity (MAS)
· Uncertainty Avoidance Index (UAI)
· Long-Term Orientation (LTO)
My discussion today is in response to current events surrounding globalization attempts by smaller corporations. The grand scale of larger MNC’s is well defined as they have successfully crossed cultural boundaries for the last twenty years.
Helpful information on $50 million or less sales, sized firms, was not available in the same literature reporting on larger MNC’s.
Information is found in reports about the smaller USA agencies and $10 million up sized companies that are servicing the grander sized MNC’s. Much service is provided MNC’s in their triple-bottom-line business cross-cultural ventures.
http://www.eoearth.org/article/Environment_and_Globalization:_Five_Propositions_(e-book)
So it seems gaining entrance to the markets PMCo targets, requires following IBM, Wal-Mart International, Federated Stores International, or Exposition Partnerships, through portals.
Unfortunately, much of the diversity PMCo will encounter is more limiting to its venture, than it has been for the larger MNC’s. Could it be that the organizational structure and culture at home must undergo change before attempting PMCo’s bid for multinational status?
“What unites them is the acute understanding that companies based outside the huge U.S. market can compete only if they learn to create different faces to present to a wide range of constituencies. One key point of difference is that some American CEOs think of leadership development and diversity as different objectives.” (Brabeck-Letmathe, Peter, 2005)
Daunted Journey; Imperiled Innovation
The rhetorical questions abound: can traditional USA corporations make the adjustment to being the required triple bottom-line multinational corporations needed to sail into global markets? It appears that firms with less than $100 million in sales per year should not even consider advancing to the international boardwalks.
How can it be that clear? Look at the multinational corporations who dominate the globalization sectors. They are business partners with other nations. They have gross profits larger than many countries. They are companies like Hilton who have real estate holdings all over the world.
Will SMMCo with its measly $50 million in sales qualify to enter this money exhausting event? Let’s ask the mother of innovation.
È il viaggio; It’s not the Destination; But the Journey
Consider the event of traveling to somewhere to re-settle, as the model for initiating globalization. Put your goals and aspirations in a cruise ship. If the enormous Hiltons can do it, well so can PMCo; Right?
The Hilton’s are floating on the surface of globalization, in normal pressure, and visible seas, surrounded by plenty of light; a true pleasure cruise of stable seas, and rich, centralized databases.
Intrigue and mystery appears to bolster Hilton as multinational leader who easily meets the expense of the cruise. PMCo, on one hand has a benchmark in Hilton, and can aspire. On the other hand, is PMCo booked on a cruise, or a mission in a submarine?
The unfortunate trial by travel for PMCo is that it will be immersed in the journey, having to solicit experts at every juncture of their sub sea trip. Below sea level at 300 feet there is no light, and it is very cold.
If the PMCo stakeholders think they are going on a pleasure cruise, this could prove scandalous for the travel agent, the VP of International Sales. “But it was the necessary means to get there.”
Are submarine cruises surrounded by hostility? Aren’t pressures at deeper depth life threatening? The constraints of the vessel are stifling, and the arrangements are left up to experts, who are submariners certified in dangers of extreme depths. Result: PMCo will have no control of its global evolutional trek.
What are the Cultural Constraints down there?
Additionally, down in the depths are unfamiliar life forms that may require some kind of cultural payable. The surprises and confusions of the smaller want-to-be multinational corporation’s journey may deplete its coffers, and cause serious debt for passageway. The roads, channels, passageways, ducts and tubes may after many miles be closed to a smaller fish like our PMCo.
As the journey in its closing stages brings PMCo nearer its goals, does the small, budding MNC arise unscathed in the shallow water? Unfortunately, her dangers are not over as she searches for more shallow passages. Harbors are jammed with demands, and hassles. Intruders, and bureaucrats, and other corporations arrived just ahead of PMCo and are patrolling for the surfacing smaller fish groups, to impose a toll, or provide insurance, or some other expert clerical arbitration.
The burden of cultural ambiguity is on the newest visitor, always. Non- compliance invariably insures otherwise no advancement to the business boardwalk of the host country.
Why do we manage diversity in cultures? As culture affects the company in these areas, revolutionary ways to manage diverse groups of people can emerge:
· Morale
· Efficiency
· Training
· Time off, and holidays
· Mixtures of languages
· And cash flow?
What motivations can firms use within laws and regulations to achieve profitability, while complying with diversity? Try concentrating on these issues:
· Education and learning
· Management training
· Orientation
· Human Resources as liaison for between
· Behavior identification
“Is there a correlation to doing this preliminary work with understanding cultures and the success you will have as a manager in international business? Yes.” (Radighieri, Jeffrey; 37:00, July 21, 2006)
VP-international sales, PMCo
What could have been done before the journey got so bogged down?
First, the Vice President may want to get involved in building relationships with his present and future subordinates. His or her personal touch and individual toil adds the most value upfront.
Second, as she or he begins innovating in her or his own sandbox, sincerely attempting micromanagement of the entire effort and as each tidbit of learned information is illumined, her or his nurturing will make the future journey safe for the $50 million PMCo.
Your first culturally influenced adaptation: Sweat Equity
Micromanagement is not popular with US VP’s, managers or trainers, because traditionally the title requires delegating assignments, the ubiquitous response to every article and chore. What VP-I/ Sales PMCo needs is a model of what VP’s at smaller agencies are doing to globalize.
In China, “’...We know China will be increasingly important to our b-to-b clients,’ says Mike O’Toole exec VP-partner at PJA, which serves clients including Boston Scientific Corp., InnoCentive Inc., Invitrogen corp., Novell Inc. and SSA Global Technologies... ‘All have active businesses in China...’”, reports Kate Maddox in May 8, 2006 B2B, the Magazine for Marketing Strategists.
She further reports in the article Agencies chase China boom “...as multinational corporations [MNC’s] expand into the Chinese market ...agencies that serve them are opening offices, forming partnerships and expanding their presence as well.” In her interviews she queried Michael McLaren, exec VP-worldwide director of global accounts at McCann Worldgroup, New York. “It’s not just the large agencies that are making inroads in China.”
Many learned global strategists have expressed their glee and feeling of renewal as they enter the new opportunities available in foreign regions.
According to McLaren: “Until recently, foreign businesses entering the Chinese market were required, under law, to operate as joint ventures with Chinese-owned companies ...McLaren, who has been to China three times already this year, said the job is also very rewarding. “You are building something up that takes your own blood sweat and tears,” he said. (Kate Maddox in May 8, 2006)
Landmarks in Cultural Co-mingling
First landmark: How visitors fit in the cultures waiting for them in foreign markets can be summarized: what would Dorothy do?
“In ‘the Wizard of Oz,’ Dorothy famously remarks to Toto, ‘I have a feeling we’re not in Kansas anymore.’ It’s the same feeling many US-based direct marketers experience upon entering global markets. Why? Media opportunities differ, as do regulatory environments. Then there are the sometimes vast chasms between the data available abroad versus what comes standard in the US.” (Syracuse, Amy; June 12, 2006)
Because the lessons of globalization have been taught by other globalization efforts for 400 years of US history, the legislatures in the US have passed the ADA. This implies diversity training begins in our own backyard.
“One need proceed no further than one’s own backyard ...to experience nature.” Linnaeus, Carlos (Encarta Encyclopedia; English, 2003)
Despite the need to get ahead, training and learning, knowledge and agilities are completed at home, before any evolutionary journey is started.
Emphasis is on:
· Top executives integrating the Aptitude of Diversity.
· Having Adequate Representation.
· Achieving Over-all Goals of Organization.
· Helping Workers and Customers.
· Providing Management that Recognizes Diversity.
· Today, whatever is being done in the Cause of EEOC/ ADA, alone, is Insufficient.
· Realizing there is estimated 50 million Americans with Disabilities, amongst an overall U.S. population approaching 300 million.
Actual Compliance has also to do with Loss Prevention, I.e. Safety Training where Language Barriers exist. Training therefore must be in Trainees’ Native Languages. The Broadening Diversity in Customer Targets is Driving Workforce Diversity.
Possibly the most ambitious attempt at marrying all the cultures of the world was started in the 1970’s. Review of the various tables the “Geert Hofstede’s four-dimensional models identifying countries characteristics,” reveal some surprising observations made by last century IBM executive. "Culture is more often a source of conflict than of synergy. Cultural differences are a nuisance at best and often a disaster." - Dr. Geert Hofstede
The cultures of nations of the world are identified by 5 indexes. According to detailed interviews of the world citizenry, Dr. Hofstede’s rating metrics have become the “landmark” of this type of research. (Geert Hofstede™)
· Power Distance Index (PDI)
· Individualism (IDV)
· Masculinity (MAS)
· Uncertainty Avoidance Index (UAI)
· Long-Term Orientation (LTO)
Managing Diversity
If PMCo is launching products in foreign markets, management will apply the kind of measuring done by predecessor Hofstede and others. “One of the most important factors is research,” said Michael McLaren. (Kate Maddox; May 8, 2006) Research is developed in tiered survey and by interview of those already in places.
Information will help smaller firms to:
If PMCo is launching products in foreign markets, management will apply the kind of measuring done by predecessor Hofstede and others. “One of the most important factors is research,” said Michael McLaren. (Kate Maddox; May 8, 2006) Research is developed in tiered survey and by interview of those already in places.
Information will help smaller firms to:
- Identify similarities and differences between host countries, and the rest of the world
- Identify key variables needed to address local agencies
- Third challenge is in hiring, because qualified talent is scarce
- And, retaining the hard to obtain employees.
Take the following list of diversity management parameters with you as you glance through the trade and business magazines of 2005-6.
· Is it Voluntary
· Focused on Productivity, efficiency and quality
· Includes all elements of diversity
· Emphasizes changing systems and operations
· Offers a perception of equity
· Is long term and ongoing
· Is grounded in individuality
· Requires a total secure network
(Dessler, Gary; 2005, Pp. 58-65)
One is diverted to value added resellers who have one major mindset: The majority of their value-added expenditures 2007 will revolve around Internet Technology, IT. That is a response to “customer driven markets that cannot be ignored.” Not surprisingly, it turns out the number one expenditure makes the web networks, and wireless voice activation more secure, and less prone to pilferage.
“Chinese companies will spend an average 48% of their IT budgets this year on computer hardware and networking equipment, 19% on IT staff, 17% on software licenses/ fees, and 13% on IT services. ...according to a March report by Forrester research ...and 54% of Chinese companies will increase their IT budgets in 2006.” (Kate Maddox in May 8, 2006)
E-Week, Retailer, Continuity, the Economist, and many others like B2B magazines are projecting major upgrades in 2006-8 in voice over activation computer aided technology. This is because the need for safe worldwide network environment is plausible today, and basically the latest breaking major expenditure development in globalization.
How important is Diversity Management?
The entire diversity management effort might be summarized by what I have often thought about. The United States is just north of Mexico, and separated by a border from past empire building European countries. Spain tapped into the cultures of the enormous American continents first. They gleaned gold and silver, in the billions of dollars, and put livestock on the land.
After Columbus discovered it, the Spaniards claimed the whole semi-hemisphere of continents. At that particular moment in cartography, the playing field was totally level, undivided and unburdened. The entire continental system from pole to pole has diverse landforms rich in resources, and grandeur. There is no hierarchy in the land except the pre-existing Aztecs who are wiped out by Spaniards. Any person at this point can become whatever he or she wants. Even prisoners were released on the continents. And so on.
What is the overwhelming difference between the two countries of Mexico and the USA? Whatever happened for these two countries to end up so dissimilar? Same land, same resource and riches, same people.
Simply the dissimilar “types of management” of the now divided countries, is the only real difference. This telltale comparison, though over-simplified, clarifies the absolute importance of beginning any new cross-cultural venture with wise and fully resolute, well trained management in place.
The implication for PMCo to gain long term continuous growth in diverse cultures is it must provide value to its target communities, and nurture those budding prospects for the next five years, not five months.
Conclusion
Beneath the glistening waters of globalization three hundred feet down, unfamiliar partnerships are being made. Fewer vessels are sinking in 2006 because the developing foreign markets are finally delivering better measures to ensure ROI, return on investment, in spite globalization risk.
Accordingly, fewer sinking vessels are hitting the barrier reefs because the huge global MNC’s need the services and products of the smaller agencies and associate PMCo sized firms can provide.
The best managerial style for the VP and top management of the global team is “hands on.” The higher the quality and better personal time spent with team members, the higher is the quality, efficiency and balance sheets of productivity.
Within the cultural constraints measured carefully in researches done before hand at PMCo, management will be ready to recruit and promote within the hosts’ countries.
In business IT management, the stakeholders have realized the networks and web, if secured, is the fastest highway into and out of cultural boundaries. Countries can most all agree on the expenditure for a safe and efficient information highway.
Simply, the dissimilar “types of management” of the now divided countries is the only real difference, separating the “well managed diversities,” and the “poorly managed diversities” of countries’ cultures and resources.
References / Notes / Persistent Links
Dessler, Gary; 2005, Human resource Management, tenth edition, Pearson/ Prentice Hall, Upper Saddle River, NJ
Carlos Linnaeus, an 18th Century Swedish scientist, developed a system called binomial. ...Nomenclature, which means a “two name system.” The two names ...www.palmbeach.k12.fl.us/Multicultural/ESOLCurriculumDocs/Secondary/SciTaxonomy
http://www.findarticles.com/p/articles/mi_m4070/is_202/ai_n8576050 getting the global view: Nestle, led by Peter Brabeck-Letmathe, climbs to the #1 spot in this year's Best Companies for Leaders
Maddox, Kate; May 8, 2006, Agencies chase China boom, government relaxes ownership rules, page 1, BtoB the magazine for marketing strategists, Crain communications, Detroit, MI http://www.btobonline.com/
Geert Hofstede™ is a trademark of Geert Hofstede BV, Velp, Netherlands, © 1967-2003, All portions of this Website are copyrighted by one of the following: Geert Hofstede - ITIM - The Sigma Two Group - all rights reserved
http://spectrum.troy.edu/~vorism/hofstede.htm , http://www.geert-hofstede.com/
Syracuse, Amy; Exploring the international market for data, page 28, BtoB Special Report, Database Marketing, June 12, 2006; BtoB the magazine for marketing strategists, Crain communications, Detroit, MI http://www.btobonline.com/
Griffin, Ricky W, and Pustay, Michael W; International Business, a Managerial Perspective, fourth Edition, 2005, Pearson/ Prentice Hall, Upper Saddle River, NJ
· Is it Voluntary
· Focused on Productivity, efficiency and quality
· Includes all elements of diversity
· Emphasizes changing systems and operations
· Offers a perception of equity
· Is long term and ongoing
· Is grounded in individuality
· Requires a total secure network
(Dessler, Gary; 2005, Pp. 58-65)
One is diverted to value added resellers who have one major mindset: The majority of their value-added expenditures 2007 will revolve around Internet Technology, IT. That is a response to “customer driven markets that cannot be ignored.” Not surprisingly, it turns out the number one expenditure makes the web networks, and wireless voice activation more secure, and less prone to pilferage.
“Chinese companies will spend an average 48% of their IT budgets this year on computer hardware and networking equipment, 19% on IT staff, 17% on software licenses/ fees, and 13% on IT services. ...according to a March report by Forrester research ...and 54% of Chinese companies will increase their IT budgets in 2006.” (Kate Maddox in May 8, 2006)
E-Week, Retailer, Continuity, the Economist, and many others like B2B magazines are projecting major upgrades in 2006-8 in voice over activation computer aided technology. This is because the need for safe worldwide network environment is plausible today, and basically the latest breaking major expenditure development in globalization.
How important is Diversity Management?
The entire diversity management effort might be summarized by what I have often thought about. The United States is just north of Mexico, and separated by a border from past empire building European countries. Spain tapped into the cultures of the enormous American continents first. They gleaned gold and silver, in the billions of dollars, and put livestock on the land.
After Columbus discovered it, the Spaniards claimed the whole semi-hemisphere of continents. At that particular moment in cartography, the playing field was totally level, undivided and unburdened. The entire continental system from pole to pole has diverse landforms rich in resources, and grandeur. There is no hierarchy in the land except the pre-existing Aztecs who are wiped out by Spaniards. Any person at this point can become whatever he or she wants. Even prisoners were released on the continents. And so on.
What is the overwhelming difference between the two countries of Mexico and the USA? Whatever happened for these two countries to end up so dissimilar? Same land, same resource and riches, same people.
Simply the dissimilar “types of management” of the now divided countries, is the only real difference. This telltale comparison, though over-simplified, clarifies the absolute importance of beginning any new cross-cultural venture with wise and fully resolute, well trained management in place.
The implication for PMCo to gain long term continuous growth in diverse cultures is it must provide value to its target communities, and nurture those budding prospects for the next five years, not five months.
Conclusion
Beneath the glistening waters of globalization three hundred feet down, unfamiliar partnerships are being made. Fewer vessels are sinking in 2006 because the developing foreign markets are finally delivering better measures to ensure ROI, return on investment, in spite globalization risk.
Accordingly, fewer sinking vessels are hitting the barrier reefs because the huge global MNC’s need the services and products of the smaller agencies and associate PMCo sized firms can provide.
The best managerial style for the VP and top management of the global team is “hands on.” The higher the quality and better personal time spent with team members, the higher is the quality, efficiency and balance sheets of productivity.
Within the cultural constraints measured carefully in researches done before hand at PMCo, management will be ready to recruit and promote within the hosts’ countries.
In business IT management, the stakeholders have realized the networks and web, if secured, is the fastest highway into and out of cultural boundaries. Countries can most all agree on the expenditure for a safe and efficient information highway.
Simply, the dissimilar “types of management” of the now divided countries is the only real difference, separating the “well managed diversities,” and the “poorly managed diversities” of countries’ cultures and resources.
References / Notes / Persistent Links
Dessler, Gary; 2005, Human resource Management, tenth edition, Pearson/ Prentice Hall, Upper Saddle River, NJ
Carlos Linnaeus, an 18th Century Swedish scientist, developed a system called binomial. ...Nomenclature, which means a “two name system.” The two names ...www.palmbeach.k12.fl.us/Multicultural/ESOLCurriculumDocs/Secondary/SciTaxonomy
http://www.findarticles.com/p/articles/mi_m4070/is_202/ai_n8576050 getting the global view: Nestle, led by Peter Brabeck-Letmathe, climbs to the #1 spot in this year's Best Companies for Leaders
Maddox, Kate; May 8, 2006, Agencies chase China boom, government relaxes ownership rules, page 1, BtoB the magazine for marketing strategists, Crain communications, Detroit, MI http://www.btobonline.com/
Geert Hofstede™ is a trademark of Geert Hofstede BV, Velp, Netherlands, © 1967-2003, All portions of this Website are copyrighted by one of the following: Geert Hofstede - ITIM - The Sigma Two Group - all rights reserved
http://spectrum.troy.edu/~vorism/hofstede.htm , http://www.geert-hofstede.com/
Syracuse, Amy; Exploring the international market for data, page 28, BtoB Special Report, Database Marketing, June 12, 2006; BtoB the magazine for marketing strategists, Crain communications, Detroit, MI http://www.btobonline.com/
Griffin, Ricky W, and Pustay, Michael W; International Business, a Managerial Perspective, fourth Edition, 2005, Pearson/ Prentice Hall, Upper Saddle River, NJ
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