Learning Journals

Today, we started the class with the presentations and we moved to the topic of corporate culture, which should have been done for the group assignments. A corporate culture should bridge cultural differences and integrate employees from different national cultures under one set of corporate vallues, beliefs, attitude, and above-all behavioral rules. Then, we moved on to the onion rings that included symbols (words, pictures, gestures or objects, that have specific meaning in a firm such as titles, dress code, work hours), heroes (individuals with a certain chracteristics which act as a role model for careers and desired behaviors), rituals ( activities to integrae employees from different national and professional cultures such as Budgeting and Controlling, Project Management, Greeting, first name) and practices (bringing all elements together). Hofstede created a system, similar to the national culture, for corporate culture. Process-oriented vs. Results-oriented, Employee-oriented v

 Today, we started the class with a review of the previous class about the persuasion and bargaining strategy—finding a solution that is fair for all parties. The professor made us do a case study about the Brazilian and US American. There were a lot of cultural differences between the two that might come off as rude, impolite or stiff and we discussed how we can manage that. Then, we dived into the mathematical problem again. The question is who's going to pay one and find the pie. 

At the beginning of the first session of class, we continued from last class's preparation of the visit to China and how power distance and hierarchy would affect the negotiations. Factors like individualism and collectivism can also influence your behavior in China as it is better to show up in a group and do activities as a group. Other factors like masculinity can also be taken in consideration, you should show manners and give respect, of course, but you should establish first a relationship based on common interests. Long-term orientation of China is 87, which means they are more pragmatic and eager to find solutions to problems. Uncertainty avoidance in China is 30, which basically means that they are not having alot of regulations and more open to accepting unstructured situations or changeable environments. Indulgence vs. Restraint in China is 24, which means it is a restraint society, which means it is better to fit it rather than stand out and they are much more formal. T

At the beginning of the class, we were introduced to the Fons Trompennaars Cultural Dimensions and was asked whether we would lie for a friend who was speeding to see whether we are particularistic or universalistic. Then, we had a discussion of dating cross-culturally and how it was different. Then, we watched a TedEx video of Fons Trompenaars explaining with examples the various cultural dimensions from different countries. The Trompenaars Cultural Dimensions include Universalism vs. Particularism, Individualism vs. Communitarianism, Specific vs. Diffuse, Neutral vs. Affective, Achievement vs. Ascription, Sequential time vs. Synchronous time, and Internal direction vs. External direction.  Universalism = treat all cases the same/Particularism = relationships are more important than rules. (Singapore is high on Particularism). Individualism = outcomes are the result of your choirces/Communitarianism = quality of life is better if we help each other. (Singapore is high on Communitarian

In the start of the second session, we started with the topic of power distance. We analyzed what power distance is and how power distance works in an organizational culture (bringing back the professor's experience working in Italy and how a marketing manager would always wait for the professor to delegate and control what and how she does her work). Gabriela also brought up her mother's experience working back in Panama and having to approve and accept every actions from her workers.  How to interpret Power Distance: - Decentralisation / integration decision making - Hierarchies (many or flat) based on achievement (can change) or ascription (family members or nepotism) - Respect/independence --> leadership, as a manager you get respect of your employees not because of your position but because you are doing a good job. - Income distribution. Generally in cultures with a higher power distance, it is more accepted that you have a more uneven income distribution.  Examples: 

In the first session, we talked about the course introduction and went over briefly over understanding the role of culture and what cultural dimensions and theories we will be talking about throughout this course. We also established that national culture also has an influence on corporate culture. We also talked about culture and reverse culture shock and the difference between engaging in international relations and businesses adapting to cultural differences and challenges. We also learned that the reason why countries/companies go to places with different cultures, language and geography is because the administration is similar due to their corporate and civil laws—mostly from previous colonies.  After the break, we discuss what we could change if we were to move elsewhere. How certain factors such as attitudes and behavior could be more adaptable than changing culture, values, beliefs and expectations is more difficult and subjected to longer change. Personality is something that