La compréhension en management interculturel

Exposé Entreprises & gestion Management organisation

Date de publication :

13/03/2008

Langue :

Anglais

Format :

.pdf

Nombre de pages :

9 pages

Niveau :

expert

Consulté :

3 fois

Avis client :

non évalué

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Sommaire :

Sommaire

Intercultural management and Hofstede' theory
The Hofstede's theory
The German and French models
1. A well defined German model
2. The French values
3. Differences between German and French model
The manager confronted to foreign customs
1. The manager role
2. Customs and stereotypes
3. The manager adaptation

Résumé :

Today, most of the companies operate in an international ladder. Small and medium sized firms that export up to the big multinationals, all have to deal with foreign partners. For these relations to be constructive, it is essential to understand the cultural context of the aimed country. Indeed, this context strongly conditions the behavior. That's why we will try to understand the various dimensions of national culture with the Hofstede theory. Then, we will study in depth the differences that companies and employees can face with the French and German cases. Finally we will give keys to succeed in certain foreign professionals contexts. It is first of all advisable to release two concepts of intercultural management which are: Interculturalism (related to the relationship): the exchanges that the companies can carry out between various cultures and civilizations. And the Multiculturalism, which is the coexistence of several cultures within the same company. An organization will work correctly only if its members share the same values. In the multinational organizations, the people who do not belong to the dominant culture must be bicultural to succeed. However, the subsidiary company's staffs do not need to be bicultural; only the leaders of the subsidiary company need to, because they are the interface between the national staff and the international superstructure. International organizations, like the United Nations or the European Union, cannot, by definition, have recourse to the use of a dominant national culture. The only viable way to manage such organizations lies in the creation of strong under-organisational culture based on trade, rather than on a national identity.