Module 06: Critical Thinking Assignment Euro Disneyland This week you were introduced to several decision-making tools in the co
Module 06: Critical Thinking Assignment
Euro Disneyland
This week you were introduced to several decision-making tools in the course content. Using the Decision Matrix Analysis along with the Decision Matrix Analysis video, make the following decisions relative to the case study about Euro Disneyland (p. 262):
The first section of your paper should be an explanation of this process and how you decided on each of the factors in the matrix.
1. List all of the cultural challenges posed by Disney’s expansion into Europe. (Side of matrix.)
2. Next, list the variables that influenced these challenges. (Top of matrix.)
3. Decide on a score (1-5) for each of these challenges according to the relative importance of the factors. Multiply each of these scores by 2 to find the weighted scores for each option/factor combination.
Next, respond to the following questions in the rest of your :
1. Using Hofstede’s four cultural dimensions as a point of reference noted in the case, what are some of the main cultural differences between the United States and France?
2. In managing its Euro Disneyland operations, what are three mistakes that the company made? Explain your response with examples.
3. As a conclusion, reflect on your overall thoughts on this case.
should meet the following requirements:
- Be 6 pages in length, which does not include the title page, abstract, or required reference page, which is never a part of the content minimum requirements.
- Use APA (7th ed) style guidelines.
- Support your submission with course material concepts, principles, and theories from the textbook and at least seven scholarly, peer-reviewed journal articles.
- Please include in the answer Appendix ( Graph or table …)
Required:
Chapters 6 & 7 in International Management: Culture, Strategy, and Behavior
Chapter 6 PowerPoint slides Chapter 6 PowerPoint slides – Alternative Formats in International Management: Culture, Strategy, and Behavior
“In-Depth Integrative Case Study 2.1a: Euro Disneyland” (p. 262) in International Management: Culture, Strategy, and Behavior
Bucurean, M. (2018). The effects of moods and emotions on decision making process – A qualitative study. Annals of the University of Oradea: Economic Science, 28(1), 423-429.
Carataș M., Spătariu E., & Trandafir R. A. (2018). Organizational culture impact on strategic management. Ovidius University Annals: Economic Sciences Series, XVIII (2), 405-408.
Recommended:
Bacha, S., & Azouzi, M. (2019). How gender and emotions bias the credit decision-making in banking firms. Journal of Behavioral and Experimental Finance, 22, 183-191.
Kangas, M., Kaptein, M., Huhtala, M., Lämsä, A., Pihlajasaari, P., & Feldt, T. (2018). Why do managers leave their organization? Investigating the role of ethical organizational culture in managerial turnover. Journal of Business Ethics, 153(3), 707-723.
Najeemdeen, I., Abidemi, B., Rahmat, F., & Bulus, B. (2018). Perceived organizational culture and perceived organizational support on work engagement. Academic Journal of Economic Studies, 4(3), 199-208.
Writing rules
· Use a standard format for responses to all questions (i.e., an introduction, middle paragraphs, headline (and conclusion).
· Make sure to include all the key points within conclusion section, which is discussed in the assignment. Your way of conclusion should be logical, flows from the body of the paper, and reviews the major points.
· I would like to see more depth for the question
· Responses must be submitted as a MS Word Document only, typed double-spaced, using a standard font (i.e. Times New Roman) and 12 point type size.
· Plagiarism All work must be free of any form of plagiarism.
· Written answers into your own words. Do not simply cut and paste your answers from the Internet and do not copy your answers from the textbook
Zainab Critical Thinking -MGT-672
Question and writing rules
Module 06: Critical Thinking Assignment
Euro Disneyland
This week you were introduced to several decision-making tools in the course content. Using the Decision Matrix Analysis along with the Decision Matrix Analysis video, make the following decisions relative to the case study about Euro Disneyland (p. 262):
The first section of your paper should be an explanation of this process and how you decided on each of the factors in the matrix.
1. List all of the cultural challenges posed by Disney’s expansion into Europe. (Side of matrix.)
2. Next, list the variables that influenced these challenges. (Top of matrix.)
3. Decide on a score (1-5) for each of these challenges according to the relative importance of the factors. Multiply each of these scores by 2 to find the weighted scores for each option/factor combination.
Next, respond to the following questions in the rest of your essay:
1. Using Hofstede’s four cultural dimensions as a point of reference noted in the case, what are some of the main cultural differences between the United States and France?
2. In managing its Euro Disneyland operations, what are three mistakes that the company made? Explain your response with examples.
3. As a conclusion, reflect on your overall thoughts on this case.
Essay should meet the following requirements:
· Be 6 pages in length, which does not include the title page, abstract, or required reference page, which is never a part of the content minimum requirements.
· Use APA (7th ed) style guidelines.
· Support your submission with course material concepts, principles, and theories from the textbook and at least seven scholarly, peer-reviewed journal articles.
· Please include in the answer Appendix ( Graph or table …)
Required:
Chapters 6 & 7 in International Management: Culture, Strategy, and Behavior
Chapter 6 PowerPoint slides Chapter 6 PowerPoint slides – Alternative Formats in International Management: Culture, Strategy, and Behavior
“In-Depth Integrative Case Study 2.1a: Euro Disneyland” (p. 262) in International Management: Culture, Strategy, and Behavior
Bucurean, M. (2018). The effects of moods and emotions on decision making process – A qualitative study. Annals of the University of Oradea: Economic Science, 28(1), 423-429.
Carataș M., Spătariu E., & Trandafir R. A. (2018). Organizational culture impact on strategic management. Ovidius University Annals: Economic Sciences Series, XVIII (2), 405-408.
Recommended:
Bacha, S., & Azouzi, M. (2019). How gender and emotions bias the credit decision-making in banking firms. Journal of Behavioral and Experimental Finance, 22, 183-191.
Kangas, M., Kaptein, M., Huhtala, M., Lämsä, A., Pihlajasaari, P., & Feldt, T. (2018). Why do managers leave their organization? Investigating the role of ethical organizational culture in managerial turnover. Journal of Business Ethics, 153(3), 707-723.
Najeemdeen, I., Abidemi, B., Rahmat, F., & Bulus, B. (2018). Perceived organizational culture and perceived organizational support on work engagement. Academic Journal of Economic Studies, 4(3), 199-208.
Writing rules
· Use a standard essay format for responses to all questions (i.e., an introduction, middle paragraphs, headline (and conclusion).
· Make sure to include all the key points within conclusion section, which is discussed in the assignment. Your way of conclusion should be logical, flows from the body of the paper, and reviews the major points.
· I would like to see more depth for the question
· Responses must be submitted as a MS Word Document only, typed double-spaced, using a standard font (i.e. Times New Roman) and 12 point type size.
· Plagiarism All work must be free of any form of plagiarism.
· Written answers into your own words. Do not simply cut and paste your answers from the Internet and do not copy your answers from the textbook
,
International Management
© 2018 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
© 2018 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
Chapter 7
Cross-Cultural Communication and Negotiation
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Learning Objectives
Define the term communication, examine some examples of verbal communication styles, and explain the importance of message interpretation
Analyze the common downward and upward communication flows used in international communication
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Learning Objectives (continued 1)
Examine the language, perception, culture of communication and nonverbal barriers to effective international communications
Present the steps that can be taken to overcome international communication problems
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Learning Objectives (continued 2)
Develop approaches to international negotiations that respond to differences in culture
Review different negotiating and bargaining behaviors that may improve negotiations and outcomes
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World of International Management – Netflix's Negotiations
Faces setbacks due to negotiation and communication difficulties in:
China – Setbacks due to a long negotiation process
Russia – Setbacks because of Netflix’s lack of communication and negotiation prior to entry
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Communication
Process of transferring meanings from sender to receiver
Advent of the telephone, Internet, and personal communication devices has influenced the way people communicate
Types – Verbal or nonverbal
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Verbal Communication Styles – Context
Information that surrounds a communication and helps convey the message
Plays a key role in explaining many communication differences
High-context societies
Messages are often highly coded and implicit
Low-context societies
Messages are often explicit and speaker says precisely what s/he means
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Table 7.1 – Major Characteristics of Verbal Styles
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Indirect and Direct Styles
High-context cultures – Messages are implicit and indirect
Voice intonation, timing, facial expressions play important roles in conveying information
Low-context cultures – People often meet only to accomplish objectives
Direct and focused in their communications
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Degrees of Communication Quantity
Elaborate style – Most popular in high-context cultures that have a moderate degree of uncertainty avoidance
Widely used in Arabic countries
Involves talking, detailed descriptions, and repetition
Exacting style – Focuses on precision and use of the right amount of words to convey message
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Degrees of Communication Quantity (continued)
More common in low-context, low-uncertainty-avoidance cultures
Used in England, Germany, and Sweden, etc.
Succinct style
More common in high-context cultures with considerable uncertainty avoidance
People say few words and allow understatements, pauses, and silence to convey meaning
Most common in Asia
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Contextual Styles
Focus on the speaker and the relationship of parties
Associated with high-power-distance, collective, and high-context cultures
Speakers choose words that indicate their status relative to the status of the others
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Personal Styles
Focus on the speaker and the reduction of barriers between the parties
More popular in low-power-distance, individualistic, and low-context cultures
Speaker uses first names while addressing others
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Affective Styles
Characterized by language that requires the listener to carefully note what is said and to observe how the message is presented
Meaning is conveyed nonverbally and requires the receiver to use intuitive skills to decipher the message
Common in collective, high-context cultures
Middle East, Latin America, and Asia
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Instrumental Styles
Goal-oriented
Focuses on the sender who clearly lets the other party know what s/he wants the other party to know
Found in individualistic, low-context cultures
Switzerland, Denmark, and the United States
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Table 7.2 – Verbal Styles Used in 10 Select Countries
Source: Anne Marie Francesco and Barry Allen Gold, International Organizational Behavior: Text, Readings, Cases, and Skills, 1st ed. (Upper Saddle River, NJ: Prentice Hall, 1998). © 1998. Reproduced by permission of Barry Allen Gold.
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Interpretation of Communications
Effectiveness of communication is determined by how closely the sender and receiver have the same meaning for the same message
If the meaning is different, effective communication will not take place
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Downward Communication
Transmission of information from manager to subordinate
Purpose – Convey orders or information
Managers use this channel for instructions and performance feedback
Channel facilitates the flow of information to those who need it for operational purposes
Sending mixed signals is never helpful in communication
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Downward Communication (continued)
Challenges posed by downward communication in an international context
Communication is direct and extends beyond business matters in European countries
Communication is less direct in Asian countries
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Upward Communication
Transfer of information from subordinate to superior
Purpose – Provide feedback, ask questions, or obtain assistance from higher-level management
Upward communication is not popular outside Asian countries
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Communication Barriers – Language
Knowledge of the language used at the headquarters of an MNC is essential for personnel placed in a foreign assignment
Fluency, technical knowledge, and writing skills
Misinterpretations often result from unskilled use of a language
Inadequate language training
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Cultural Barriers in Language
Geographic, cultural, and institutional distance challenge international managers
Native speakers might deviate from the standard business communication practices of other cultures
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Perceptual Barriers
Perception
Person’s view of reality
Advertising messages
Misunderstandings caused when words are misinterpreted by others
View of others
May be different from what one thinks
Perceptions influence how individuals see others
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Nonverbal Communication
Transfer of meaning through means such as body language and use of physical space
Types
Kinesics
Proxemics
Chronemics
Chromatics
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Table 7.7 – Common Forms of Nonverbal Communication
Source: Adapted from Kendra Cherry, “Types of Non-Verbal Communication,” VeryWell, December 17, 2015, –>https://www.verywell.com/types-of-nonverbal-communication-2795397 –>.
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Kinesics
Study of communication through body movement and facial expression
Areas of concern – Eye contact, posture, and gestures
Oculesics: Area of communicating through the use of eye contact and gaze
Haptics: Communicating through the use of bodily contact
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Proxemics
Study of the way people use physical space to convey messages
Intimate distance: Used for very confidential communications
Personal distance: Used for talking with family and close friends
Social distance: Used to handle most business transactions
Public distance: Used when calling across room or giving a talk to a group
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Figure 7.2 – Personal Space Categories for Those in the U.S.
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Chronemics
Way in which time is used in a culture
Types
Monochronic time schedule: Things done in linear fashion
Used in societies which consider time schedules important and time to be a controllable factor that needs to be used wisely
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Chronemics (continued)
Polychronic time schedule: Several things are done at the same time
Place higher value on personal involvement than on getting things done on time
Consider personal relationships more important than time schedules
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Chromatics
Use of color to communicate messages
Knowing the importance and the specifics of chromatics helps avoid embarrassing situations
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Achieving Communication Effectiveness
Open feedback systems
Personal – Face-to-face, phone, or e-mail
Impersonal – Reports, budgets, or plans
Provide language training
Non-native speakers of English need to be provided training to aid them in making face-to-face conversations and telephonic conversations
Written communication is important in achieving effectiveness
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Achieving Communication Effectiveness (continued)
Provide cultural training
At least one party has to understand the other’s culture
Increase flexibility and cooperation
Improves effectiveness in communication and understanding and cooperation
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Negotiation
Process of bargaining with one or more parties to arrive at a solution that is acceptable to all
Follows assessing political environments
Used in creating joint ventures with local firms
Once a firm starts operating, additional areas of negotiation are included
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Types of Negotiations
Distributive negotiation: Occurs when two parties with opposing goals compete over a set value
Integrative negotiation: Involves cooperation between two groups to integrate interests, create value, and invest in an agreement
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Table 7.8 – Negotiating Types and Characteristics
Source: Adapted from Harvard Business Essentials: Negotiation (Boston: Harvard Business School Press, 2003), pp. 2–6.
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Negotiation Process
Planning
Involves identifying objectives, exploring options to attain objectives, and finding areas of common ground between parties
Interpersonal relationship building
Getting to know people on the other side
Exchanging task-related information
Parties setting forth its position on critical issues
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Negotiation Process (continued)
Persuasion
Success of a negotiation depends on:
Understanding each parties’ position
Identifying areas of similarity and difference
Creating new options
Working toward a solution
Agreement
Granting of concessions and hammering out of a final agreement
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Understanding Cultural Differences
Counterpart’s home culture should not be identified too quickly
Western bias toward doing should be approached with caution
Tendency to formulate simple, consistent, and stable images should be counteracted
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Understanding Cultural Differences (continued)
Significance of all aspects of the culture should not be assumed to be equal
Differences might exist between the norms for interactions involving outsiders and between the compatriots
Familiarity with counterpart's culture should not be overestimated
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Negotiation Tactics
Location
Businesses choose a neutral site to avoid gaining advantage of a location and to finish negotiations soon due to the cost of staying at site
Time limits
Important negotiation tactic when one party is under a time constraint
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Negotiation Tactics (continued)
Buyer-seller relationship
Different for certain countries
Americans believe in trading favors
Japanese believe they should get most out of a purchase
Brazilians are deceptive and self-interested
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Negotiation Tactics – Five General Principles
Understand other’s position, avoid blame, stay positive, and recognize emotions
Separate the people from the problem
Gives one insight into the motivation behind why a particular position was chosen
Focus on interests over positions
Includes brainstorming and shifting thought focus about the problems
Generate a variety of options before settling on an agreement
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Negotiation Tactics – Five General Principles (continued)
Emphasize the communal natur
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