5. International Business: Strategy, Management, and the New Realities Cultural Stereotyping: What It Takes to Be a Global Manager (!) The Humility of the FRENCH The Generosity of the DUTCH The Candor of the JAPANESE The Charm of the GERMAN The Punctuality of the SPANIARD The Compassion of the ENGLISH The Team Spirit of the ARAB The Gentle Tact of the AUSTRALIAN The Efficiency of the RUSSIAN The Discipline of the ITALIAN The Patience and Language Ability of the AMERICAN
A manager assigned to a foreign subsidiary, for example, must expect to find large and small differences in the behavior of individuals and groups within that organization. As depicted on this slide, these differences result from the societal, or sociocultural, variables of the culture, such as religion and language, in addition to prevailing national variables, such as economic, legal, and political factors. National and sociocultural variables thus provide the context for the development and perpetuation of cultural variables. These cultural variables, in turn, determine basic attitudes toward work, time, materialism, individualism, and change. Such attitudes affect an individual ’s motivation and expectations regarding work and group relations, and they ultimately affect the outcomes that can be expected from that individual
Global managers can benefit from studying differences in negotiating behaviors (and the underlying reasons for them), which can help them recognize what is happening in the negotiating process.
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