Exam 2 - Corporate Culture - The Trompenaars model, Consumers and culture, advertisement, HR activities, The international manager Flashcards
(29 cards)
Describe the incubator
Leaderless team
Low degree of centralization and formalization
Structure: loose and flexible
Person orientated and power of the individual.
Power of ideas - innovation
Do not use top-down communication
Low in both uncertainty avoidance and hierarchy
Achieved status
“we are in it together and achieve together”
Reward: gets joy in creating and celebrating discovery
Describe the Guided Missile
Low degree of centralization and high degree of formalization
Task and project orientated “getting the job done”
Effectiveness
You have specialist, managers does not neccessary have all the knowledge
Pay for performance
Power of knowledge/expertise
Individualistic
Performance is the measurement of employees
Reward: high esteem among close peers
Managers focus on their own projects, making it difficult to communicate a wholistic view
Describe the Family
High degree of centralization and low degree of formalization
Harmony is the guiding principle
Hierarchy, power of person, personal relationship, entrepreneurial, trust, empathy
High context: when knowing each other people share a lot, not only coworkers but friends.
Management style: fulfilling your obligations to colleagues
Employee characteristics: loyalty, diplomatic and a trusted insider
Reward: Personal recognition and special attention
Examples rather than instruction: diffuse - learning by seeing
Managers are seldom openly criticized, and information can degrade into mere propaganda
Problem: people cannot speak up
Describe the Eiffel Tower
High degree of centralization and high formalization.
Role-orientated culture
Hierarchy: subordination to a boss or expert
Ascribed status
Power of position
Control is exercied through systems of rules, procedures, assigned rights and responsibility
Order and predictability in managing (high uncertainty avoidance)
Change is cumbersome and slow adopted - done by changeing rules
Reward: external incentives for exceeding standards
Traditionally top-down, but bottom-up and side-to-side can prove effective
Information is power - managers may keep it from the staff
Trompenaars model and advertising
Universal vs. particular
Universal: our brand is THE solution
Particular: the brand as your friend - appeals to a specific need
Trompenaars model and advertising
Ascribed or achieved
Chinese campaign: successful – a car company.
• The car is part of the setting
○ Ascribed culture – it fits in
•Achieved would be more with the object in centrum
How can the same brand have different status in different cultures?
IKEA as example: The brand have a very different reputation in different cultures
○ Here in the Nordic it is cheap and easy to get
○ In Asian culture: it’s a sign of Sandinavian which is high status
Trompenaars model and advertising
Communitarian vs. individualistic
Communitarian: more people doing things together in the advert. Share the joy and happiness with friends and family
Individualistic: Marlboro a single man on a horse back –> signal of a lone ranger. Indulge in the joy of self-expression
Trompenaars model and advertising
Neutral or affective
Affective(emotions shown)
Is the tone, colors and the mood shown by emotions
Trompenaars model and advertising
Diffuse/specific:
Diffuse: somebody you recognize – don’t have to be an expert in the things the brand is about. (David Beckham in a chocolate advertising)
• Korean(diffuse) logos tend to be more symbolic that US logos
Trompenaars model and advertising
Short-term/long-term
One car: ”get it know” – short term. Individualistic.
Long: the car is not the focus
Trompenaars model and advertising
Internal/external control
”Just do it”(Nike add) = internal. You can do what you want and the nature has no power over you
External: search for harmony
Describe some general assumptions on culture in marketing and advertising
Consumers are more positively disposed towards local advertisements and find them more interesting and less irritating
Understanding the variations in what motivates people is important for positioning brands and for developing advertising appeals in different markets.
The same expressions may have different meanings in different cultures
In which four different ways can global brands present themselves? (The four brand characteristics)
Friendly: used in high uncertainty avoidance and low power distance cultures (e.g. Austria and Switzerland)
Prestigious: in high power distance (E.g. Russia, France)
Trustworthy: In high uncertainty avoidance (e.g. Germany, Spain)
Innovative and different: Low power distance and low uncertainty avoidance (e.g. Sweden, Denmark)
What is the global-local dilemma?
Whether to standardise advertising for efficiency reasons or to adapt to local habits and consumer motives to be effective
How does Power distance influence advertising?
High PD: one’s social status must be clear so others can show proper respect. This is used in global brands advertising. Could be fashion items appealing to social status needs.
○ Emotions are subdued
○ People will acquire information more via implicit, interpersonal communication and base their buying decisions more on feelings and trust in the company (the same is the case in collectivistic)
Low:
○ People will actively acquire information via the media and friends to prepare for purchases.
How does Individualism/collectivism influence advertising?
Individualistic cultures assume that their values are valid for the whole world and low-context communication with explicit verbal comm.
○ Get to the point fast - persuasion
○ People are more likely to buy products they haven’t tried before.
○ Categorise object according to rules and procedures.
Collectivistic: identity is based on the social system to which they belong. High-context: indirect communication style.
○ First build relationship and trust - creating trust
○ Emotions is subdued
○ More interested in concrete product features than in abstract brands because they are less used to conceptual thinking
○ Advertisement inducing positive feelings rather than providing information.
○ The use of celebrities in advertising is related to collectivism
How does Masculinity/femininity influence advertising?
Role differentiation is important to consider in advertising.
Masculine: performance and achivement: status brands such as jewellery to show one’s success.
* Men do less household shopping, so the adverts should appeal to the women.
How does Uncertainty avoidance influence advertising?
High: need for structure and rules and formality. Shown as search for truth and belief in experts. Less open to innovation - new products sould be advert in knowing settings.
○ Focus passive on health: more use of medication
Low: More active attitude towards health by focussing on fitness and sports
How does Long-/ short- term orientation: influence advertising?
Short: personal steadiness and stability, and respect for tradition. Pursuit of happiness rather than peace of mind.
Long: investment in future - selling argument in this culture.
Culture and HRM practices: Selection
Difficult to find a person that have the competences and fit the corporate culture.
Skills or who you know that is important in hiring
*Maybe it can be possible to make a more “Skill” culture in ”who you know” cultures, but who says that is the ideal?
Russia: the work attitude(honest, ambitious, team player) is more important than the qualifications.
The education systems in different cultures tells different things, therefore one cannot just look at the titles, when hiring from diverse cultures.
Some cultures neglect potential sources of Labour –> Japan women is well represented in university but not in corporate environment
In collectivistic countries nepotism is more natural (importance of relationship and interdependence) - word of mouth and kinship in developing markets.
Online recruitment: Favorised in masculine and individualistic cultures, less in high uncertainty avoidance and power distance.
Culture and HRM practices Training
Teaching “know-how” always. Differ for what purpose.
- Generalist: Rotationssystem, create informal network, - Japanese
- Specialist: Recruiting those with previous expertise, learn by doing the specific job, - Chinese and German
- Relationship or task orientated
- Depends on in-house or external seminars
Management education
- Germans: Clear structure, objectives and schedules
- Britains: broad assignments, no timetables, no one correct answer.
- Asian: group training, but hard for them to sell their idea because disagreement can cause loosing face.
- European managers don’t see the point in business games and exercises
- Online training is in Russia not serious. It should be in school.
Individualistic: training towards personal development.
Culture and HRM practices: Socialisation
Learn the “company ropes” Absorb the corporate culture. Formal by training or informal by observering and learning the corporate language.
The extent of them being clear is connected to high/low context.
It differs if organisations are making an effort to make a corporate culture and the “culture fit”.
Culture and HRM practices: Performance appraisal
Individual vs. team effort evaluated?
Goal setting (MBO)?
Do people expect feedback? – from whom?
Will criticism be accepted?
Can the company reward individuals in a collective culture? – Have to be aware of this!
Direct feedback – will it lead to loosing face?
The primary objective of employee appraisal in Greek firms is promotion rather than career development
Favouritism influences performance appraisal - high in Greek firms.
