2013 images misc
TRANSCRIPT
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Blue Evil Eye
HAMSA
Jewish
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n Danish, the cupboard on the left ismrkebl dark blue and lysebl lightblue (so no surprises there!), while the oneon the right is mrkerd dark red andlyserd light red.
In other words, Danish for pink is lightred, so to a native Danish speaker thecupboard is painted in two shades of thesame colour, just like the blue one.
Compare the situation in Russian
where dark blue and light bluehave separate words ( and), and the latter has nowtaken on the additional meaningof gay.
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IJUSTLIK
ELAYOUTA
NDCOLORS
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Micro and Macro-levelCultural Adaption
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Middle Eastern and U.S. Leadership Styles
Adapted from Table 134: Japanese vs. U.S. Leadership Styles
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Context
CultureConversation Expertise
ClientsMethods
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Leadership in China
The New Generation group scored significantly higher on individualism
than did the current and older generationgroups
scored significantly lower than the other twogroups on collectivism and Confucianism
The New Generation group grew up in period of relative openness and
freedom, often called the Social Reform Era
had greater exposure to Western societalinfluences
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Summary
GLOBE findings Cultural values influence leadership preferences
Generally congruent, but sometimes seen as mitigatingcultural attributes (e.g. preference for Humane-Orientedleadership in assertive cultures)
At the same time, there appears to be moreconsiderable universalism in leadership
Globalization is resulting to some degree in a convergence ofwork values.
A participative approach appears to be gaining in popularity
across cultures, may become more important as countriesadvance economically
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Middle Eastern and U.S. Leadership Styles
Adapted from Table 134: Japanese vs. U.S. Leadership Styles
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European Leadership Practices
Most European managers tend to reflectmore participative and democraticattitudes but not in every country French and Germans prefer more
authoritarian approach Organizational level, company size, and
age seem to greatly influence attitudestoward leadership
Younger leaders, when surveyed in the1960s and 1970s, were more participativethan their elders, suggesting that Europeanmanagers today may be more participativethan in the past
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What is Leadership?
DefinitionThe process of influencing people to direct
their efforts toward the achievement ofsome particular goal or goals.
Effective leadership involves the ability toinspire and influence the thinking,attitudes, and behavior of people (i.e. tomotivate).
Leadership theoriesTheories X, Y and Z Leadership Styles
Transformational Leadership
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The Search for Cultural Universals
Universal = Mode of behaviour existing in all
cultures
Universal aspects = opportunities to
standardize some or all
elements of a marketing program
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What IS Culture ?
The integrated sum total oflearned behavioural traits that armanifest & sharedby members of society
OR
The way in which people in a society collectively
attach meanings to concepts & contexts around
them & respond on the basis of those meanings
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What IS Culture ?
Culture as ways of living
Conscious and unconscious values, ideas, attitudes,
and symbols that
shape human behaviour
Culture is learned, not innate
Culture defines the boundaries between different
groups
All facets of culture are interrelated
C t f C lt
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Material Life
Value System
Education Religion
Aesthetics
Language
Social
Interaction
Components
of culture
language hastwo parts: the
spoken and the
silent language
social interactions among people; nuclear
family, extended family; reference groups
ideas andperceptions
that a culture
upholds in
terms of
beauty and
good taste
communitys set of
beliefs that relate to a
reality that cannot be
verified empirically
One of the major vehicles
to channel from one
generation to the next
technologies thatare used to
produce, distribute,
and consume
goods and services
values shape
peoples norms
and standards
Components of Culture
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Some Issues? Is face important?
Independence or interdependence?
Egalitarian or hierarchical?
Task focused or relationship focused?
How important are connections? Status, titles, and family relationships?
Gender-based expectations?
Attitudes towards time?
How important is relationship building in the target culture and how is itaccomplished?
Decision making: hierarchical or consensual?
Negotiation tactics?
How is conflict resolved?
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GLOBAL CONTEXT
CONTEXT
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z
s
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Switzerland
LuxembourgU.K. Sweden
Latvia
Finland
EstoniaCanada Singapore Taiwan Japan Vietnam
Germany
U.S.A.
Norway,Netherlands,
Austria. Czech
IrelandDenmarkAustralia
IsraelBelgium
South Africa
FrancePoland
HungaryLithuania
RussiaCroatiaSlovakiaRomania
ItalySpain BrazilVenezeual
ChileGreece
PortugalAlgeria
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SwitzerlandLuxembourg
U.K.
SwedenLatvia Finland
Estonia CanadaSingapore
TaiwanHong Kong
Japan
VietnamGermany
U.S.A.
Norway,Netherlands,
Austria. Czech
IrelandDenmarkAustralia
IsraelBelgium
South Africa
FrancePoland
HungaryLithuania
RussiaCroatia
SlovakiaRomania
ItalyMexico
Spain
ChileGreece
PortugalAlgeria
Nigeria SaudiArabiaIraqU.A.E
Turke
yIranIndiaPakistan
IndonesiaMalaysiaPhilippines
KoreaThailand
China
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THE PINKHOUSE
ARGNETINA
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THE BLUE HOUSESOUTH KOREA
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THE WHITE HOUSEU.S.A>
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