Thursday, September 30, 2010
Wednesday, September 29, 2010
of Subtler Cultural Communications
Summary (part three; conclusion. Parts of the larger work have been reworked. If there is an interest in viewing the final work in whole please comment with your e-mail.)
IT in Cross-Cultural Communication
IT and its own relationship to cross-cultural communications is an interesting one. It is doubtful that we would have had as much discussion about cross-cultural communications had it not been for the Internet; and the bountiful expressions that have followed in its wake.
That said, where we currently stand includes the ability to speak to your computer and have it transcribed, the ability to video conference across the entire planet free, and a significant number of free sites for translation. This is creating an ever-ripening paradigm for a borderless global citizenry.
One cannot help but wonder if bothering to learn another language might not become passé; insofar as the possibilities for fluid, automatic translation as people of disparate languages communicate with each other seems not far off. Indeed, the entertainment industry, through games and movies, are equally pushing the virtual presence itself (as we see increasing breakthroughs in 3-D and holography). It would not be surprising, therefore, in perhaps a decade (more or less) to literally stand with a colleague (never before met, of an entirely different culture and language) collaborating in virtual space, as if sharing real space and speaking the same language.
However, the cross-cultural implications remain to be seen. Hearken back to the presumed joke at the beginning of this document: four businesspersons from Japan, Nigeria, France, and India walk into a bar; but now make it a collaborative meeting. The degree to which the individual players are open and have been cross-acculturated may well be the degree to which they can successfully interact. From a business perspective, perhaps that is all we ask of them.
Still, that will not be all that they ask of themselves. More and more the inequities of the world (as just one example) will find a more conducive and fluid conversation. Is it not entirely possible for a tangent to occur where, at a critical juncture, perhaps the Indian (whose entire village is in desperate and immediate need, due to mudslide, monsoon, etc.) or the Nigerian (who may have had a few children recently kidnapped) might not hold the entire project hostage (Staff, 2010)(Purefoy, 2010)?
We may find, increasingly, that integrating ourselves into the global culture, becoming more sensitive to each other’s ways of life, may not only be wise from a communication perspective on the superficial layer, but also ingratiate ourselves to each other by exposing the degree of our authenticity at deeper levels. By the way, this too is good business.
IT in Cross-Cultural Communication
IT and its own relationship to cross-cultural communications is an interesting one. It is doubtful that we would have had as much discussion about cross-cultural communications had it not been for the Internet; and the bountiful expressions that have followed in its wake.
That said, where we currently stand includes the ability to speak to your computer and have it transcribed, the ability to video conference across the entire planet free, and a significant number of free sites for translation. This is creating an ever-ripening paradigm for a borderless global citizenry.
One cannot help but wonder if bothering to learn another language might not become passé; insofar as the possibilities for fluid, automatic translation as people of disparate languages communicate with each other seems not far off. Indeed, the entertainment industry, through games and movies, are equally pushing the virtual presence itself (as we see increasing breakthroughs in 3-D and holography). It would not be surprising, therefore, in perhaps a decade (more or less) to literally stand with a colleague (never before met, of an entirely different culture and language) collaborating in virtual space, as if sharing real space and speaking the same language.
However, the cross-cultural implications remain to be seen. Hearken back to the presumed joke at the beginning of this document: four businesspersons from Japan, Nigeria, France, and India walk into a bar; but now make it a collaborative meeting. The degree to which the individual players are open and have been cross-acculturated may well be the degree to which they can successfully interact. From a business perspective, perhaps that is all we ask of them.
Still, that will not be all that they ask of themselves. More and more the inequities of the world (as just one example) will find a more conducive and fluid conversation. Is it not entirely possible for a tangent to occur where, at a critical juncture, perhaps the Indian (whose entire village is in desperate and immediate need, due to mudslide, monsoon, etc.) or the Nigerian (who may have had a few children recently kidnapped) might not hold the entire project hostage (Staff, 2010)(Purefoy, 2010)?
We may find, increasingly, that integrating ourselves into the global culture, becoming more sensitive to each other’s ways of life, may not only be wise from a communication perspective on the superficial layer, but also ingratiate ourselves to each other by exposing the degree of our authenticity at deeper levels. By the way, this too is good business.
References
Davis, F. (2009). Frankisms. Unpublished manuscript.
Executive Planet. (2010). Retrieved from http://www.executiveplanet.com/index.php?title=Main_Page
Hofstede, G. (2009). Geert Hofstede™ Cultural Dimensions. Retrieved from http://www.geert-hofstede.com/
Inglehart , R. (2009). [charts] [World Values Surveys]. Retrieved from http://www.worldvaluessurvey.org/wvs/articles/folder_published/article_base_54
Kwintessential Ltd. (n.d.). France - French Culture, Customs and Etiquette; India - Language, Culture, Customs and Etiquette; Nigeria - Language, Culture, Customs and Etiquette - Japan - Language, Culture, Customs and Etiquette. Retrieved September 25, 2010, from http://www.kwintessential.co.uk/resources/global-etiquette/france-country-profile.html; http://www.kwintessential.co.uk/resources/global-etiquette/india-country-profile.html; http://www.kwintessential.co.uk/resources/global-etiquette/nigeria.html; http://www.kwintessential.co.uk/resources/global-etiquette/japan-country-profiles.html
Nigeria Culture, facts about Nigeria, customs, business and social ethics.. (). Retrieved September 25, 2010, from http://www.business-travel-nigeria.com/nigeria-culture.html
Purefoy, C. (2010, September 28, 2010). Nigerian president intensifies search for kidnapped children. Cable News Network. Retrieved from http://www.cnn.com/2010/CRIME/09/28/nigeria.kidnap/index.html?eref=rss_world&utm_source=feedburner&utm_medium=feed&utm_campaign=Feed%3A+rss%2Fcnn_world+%28RSS%3A+World%29&utm_content=My+Yahoo
Staff (2010, 55 minutes ago [9:50am 09.29.10]). Negotiations to free children after Nigerian hijack. AFP (Associated Free Press). Retrieved from http://www.google.com/hostednews/afp/article/ALeqM5gMccc86LLn6kzkjsswdZAI_o4HSw?docId=CNG.5fd9d9aca2e24cbdb73350eb1197d306.8d1
Tuesday, September 28, 2010
the IAT (Implicit Association Test)
...talking about cultural (multi, inter, etc.) constructs based on country / region, while this necessarily may need to be the generic focus for global business, there is a wealth of research and insight just beyond that restriction. On an unconscious level, we have programmed responses, programmed into us like it or not by our culture.
Under the heading that knowledge is power, we owe it to ourselves to be aware of this perspective as well – and it does have implications for global cultural considerations.
Have fun with this: https://implicit.harvard.edu/implicit/
(Oh, and BTW, an absolute must to expose oneself to if interested at all in Marketing).
Under the heading that knowledge is power, we owe it to ourselves to be aware of this perspective as well – and it does have implications for global cultural considerations.
Have fun with this: https://implicit.harvard.edu/implicit/
The categories you can self-test on are Age, Disability, Weapons, Skin-tone, Religion, Gender-Science, Arab-Muslim, Weight, Presidents, Asian, Race, Sexuality, Gender-Career and Native.
(Oh, and BTW, an absolute must to expose oneself to if interested at all in Marketing).Monday, September 27, 2010
AVA Academia
(of Subtler Cultural Communications will continue soon)
Applied Visual Arts publishing, based in West Essex, UK, had rep exposure in Tampa today. Met with Managing Director, Caroline and Editor in Chief Ellen. Great meet. Reviewing a series of their publications. Looks and sounds like the best fit for the textbook I'm intending. Will be sending the outline likely tonight. Ellen seemed authentically jazzed.
Sounds good, we'll see; and I'll keep us "posted".
Sunday, September 26, 2010
of Subtler Cultural Communications
(part two)
Kinesthetic and other Non-verbal Differences
In the realm of subtle considerations there is enough written that if the proper research was done first an awareness of custom can be addressed proactively when it comes to errata such as business cards, color of gift-wrap, etc. However, the subtleties of body language and other nonverbal communications are at least as important. Considerations such as the relationship of time in a culture, personal space and proximity, body language and posture, ritual gestures and aspects of presentation (clothing, scent, hairstyle, tattoos, etc.), symbolism and metaphor and humor, touching, where and how an eye is directed and how things are spoken (including inflection and volume) are all worthy of being sensitive to.France
Unless one is already a friend resist being overly friendly. Remain courteous and formal, do not presume, and honor any hierarchy. Be patient, detail oriented, maintain eye contact, be persuasive without aggression and remain understated.
Insofar as this documents creation occurs within an American context, it has roots in Euro centricity. In large measure, this applies for the United States as well.
India
India is in Asia, after all, and consequently is subject to the dynamic of “face”. One would do well to make a conscious effort to avoid garnering responses where a negative is potential. Here is a setting where body language and nonverbal cues is especially useful. Please bear in mind that even something as graphic as a subtle horizontal headshaking, which in the West would indicate no, is absolutely how Indians respond “yes”.
Indians have an interest in establishing a positive relationship, are slow and methodical and tend to avoid confrontation at all costs. This has a direct tie to the countries larger relationship with time, including as an example the majority religions expressions over incarnation. A paradox in this culture is that one will find it useful to communicate well in advance, and even follow up shortly prior; and yet, please, be flexible as things may change.
Negotiation is not a separate consideration but part of the fabric of business communications. One needs to be prepared to haggle.
Having its independence, for only about 25% of the length of time the United States has this country of laws is still developing its legal foundation. Contracts are not as important and one's word is more important than it would be in the US.
As India leapfrogs into the 21st century there are still remnants of honoring abstract hierarchies of caste or title; this is manifest in subtle ways and noted by Hofstede’s power distance ranking. Indians may no longer need to be subjugating and they voluntarily tend to demure; they are by default a humble people. This is an expression of respect (which is highly valued). In addition, this country is crowded in its urban settings where strangers commonly get shoved against each other in trains and buses. Pay attention to the distance a counterpart will stand from you and watch that space shift over your time knowing them.
Although in the lower left quadrant of the Inglehart-Welzel cultural map, much like an obverse of France, India clocks close to the center; and this is telling of any inherent balance in the culture.
Japan
There is such a highly developed sense of nonverbal communication that it might be difficult to sort through the cues given to seek out telltale signs that have not been ensconced in custom. “Non-verbal communication is so vital that there is a book for 'gaijins' (foreigners) on how to interpret the signs!” (Kwintessential Ltd, n.d.).
The Japanese live in one of the most densely populated countries on the planet; comparatively, this is half the US in its proxemics. Yet, please avoid direct eye contact.
Overarching considerations in Japan would include the concept of “face”, developed to a fare the well, along with harmony and balance. It is paramount to make every effort to show respect; nothing will excuse an error as much as a genuine effort of respect. A heightened sensitivity would not be so much paranoia as wise. Words and all else that reflect communication can be subject to layers of interpretation, as well as contextual differences. Seek to behave as neutrally as possible, considering a mannequin as a model, whenever in doubt. This is because the Japanese are apt to seek meaning in all the silly little things western folks find themselves doing that mean nothing; like touching one's face, scratching one's head, wriggling one's nose.
There too are carry over’s from India, simply because certain things are pan Asian. “Face” was already mentioned, this also includes avoiding soliciting responses where “no” is a possibility, being deferential to those who are older or of higher status, being patient and avoiding confrontation, etc.
Nigeria
The Hofstede™ Cultural Dimensions site lumped Nigeria in with Ghana and Sierra Leone (three and six countries to the west respectively) under the heading of “West Africa”. The most pronounced ranking is approximately 75 (on a scale of 100) for power distance. This may be lingering from colonialism. The rest of the rankings are at or below 50, indicating a more relaxed posture; especially on individualism and long-term orientation.
Unlike the Japanese, the Nigerians do not appreciate a blank expression; preferring an overt positive facial expression. While this is not “face”, it is nonetheless as apt to hide challenged feelings. Nigerians do not tend to get directly to the point, but find value in creating the context, taking the time to narrow in on the topic. Presumably, this is an echo of the value of storytelling, (that maintained their history for so many millennia). Nevertheless, this circuitous behavior is simply to be aware of, as Nigerians are equally apt to be very direct.
Relationships are important to Nigerians as expressed in the value of extended families. A genuine effort to be friendly is welcome. However, indirect eye contact (to the neck, hair, etc.) is expected behavior.
Like the languages themselves being regional, some areas of Nigeria use humor more than others, some allow more excitement in their expression, and so on.
Like their Indian counterparts, Nigerians also expect haggling as a natural way of business.
Saturday, September 25, 2010
of Subtler Cultural Communications
(part one)
IntroductionSo the joke would start, four businesspersons from Japan, Nigeria, France, and India walk into a bar… However, it is not a joke. To consider subtler communication differences the choice of these four countries represents an opportunity to arbitrage expressed differences. This becomes a consideration of what informs these differences and how these representatives have become who they are. In addition, middle or lower management is more likely to yield the more graphic outcome. And while Hofstede has given us a kind of focus on this matter, other work has emerged. The Inglehart and Welzel World Values Survey is such a work that brings us nearer such subtler considerations (Inglehart , 2009).
One last thought before starting, the block quote above is as is, for your consideration. However, please bear in mind that if there is a yellow ball between two, one party is wearing red glasses and the other is wearing blue glasses, both can honestly argue that the ball is respectively orange and purple. Even in relationships where both actors feel they are “on the same page”, each nonetheless brings his or her own lens to the equation.
Relation of Language and Culture
France
An extensive consideration of which is proper is counterbalanced by not taking things too seriously; “wearing” things, as it were, like a loose jacket. This seems typified by the Toubon Law of 1994, wherein a mandate for the French language was actually legislated into law for all official and broadcast expressions. Interestingly, this does not apply to private, commercial or artistic expressions.
If Napoleon had played his cards right, we might be talking about a French empire of substance, if only in the past. Perhaps this is among the reasons for the various French scores (of Hofstede and Inglehart’s works) being as they are. The Franco influence on the world is undeniable. Among the power countries of Europe, one could argue it is perhaps the most iconic of European countries.
France finds itself in Inglehart’s chart in the upper right-hand quadrant, representing secular rationale and self-expression; but does so close to the center. A progressive and actualized position, yet with an emphasis towards balance. From Hofstede , we find above-average rankings for power distance and individualism, muted by a below average masculinity. The highest-ranking being uncertainty avoidance may also be seen as casual. If one were not in a position of power then perhaps they would simply like to be told what to do and get on with it; being relieved of significant responsibilities.
This balance extends through all that is French. One finds that there is a polite public persona as well as an intimate, private posture. While a truly global presence, the French have nonetheless maintained a significant value on the family (Kwintessential Ltd, 2010).
India
Arguably, the longest-lived culture on the planet, India seems to have integrated, either by gift of circumstance (mountains, plains, rivers, oceans...), or manually (the functional representation of every world religion, etc.), all that the universe has had to offer.
In the enormity of this subcontinent, every world-religion becomes the glue that colors all things. In addition, such a colorful country it is; for order continues, expressed through a caste system and arranged marriages, (although in the face of the 21st century these constructs are beginning to fade).
India has over 60 distinct and unique languages (beyond dialect), three are official (Hindi, Urdu and Bengali) and yet English, as the language of academia and business, seems as widely spoken as Hindi. Language and culture are both kaleidoscopic.
Japan
An extraordinarily highly developed culture; certainly among the most developed. Japan has a wide and deep history of considering many arenas most other countries have not; elevating the following to high art (just to name a few): flower arrangement, paper folding, penmanship and gardening.
The Japanese language has also been highly developed, deeply considered and adaptive. It borrows no less than three expressions from China, has integrated in significant measure the Western influence and this all finds its way through its own Japanese filter.
A quick review of Hofstede and Inglehart’s works should therefore not surprise us that we are looking at a very highly structured culture. No other culture has such a high score for secular rationale value. In the Japanese are expressed extremely high in masculinity, uncertainty avoidance and long-term orientation. Such is the expression in all the iterations that make up the subtleties to be wary of in business culture. One example of this is that upon meeting for the first time ones shirt should be white and one's tie should be visually humble (and, no coincidence, this suggestion is masculine-centric) (“Executive Planet“, 2010).
Nigeria
Of the two most significant powers on the African continent, besides South Africa, the other is Nigeria (Kwintessential Ltd, n.d.). Nigeria's history may go back as much as 9000 years. However, colonization did not take place until the mid-1880s; lingering under British rule until 1960. In the wake of World War II, and instigated by internal movement, the British actually helped craft and move Nigeria toward a successful independence. Another contributing factor to Nigeria's relative success would certainly have to include the wealth that the Benue and Niger rivers represent, including vast deltas. In addition, of course, one should not overlook its natural resources; particularly oil wealth (“Nigeria Culture, facts about Nigeria, customs, 
business and social ethics. “).
business and social ethics. “). Nigeria has a celebrated culture, rich with extended families and lingering Victorian quaintness in various expressions of etiquette. While a man cannot give a woman a gift without making clear that the gift is from a female relative of his own, on the one hand (an example of such a Victorian manner), on the other, one is encouraged to brag about one's degrees.
There are six root languages, from which over 500 living languages exist. Three of these are most common: Hausa, Igbo and Yoruba. However, as an expression of binding this new independent country English forwarded as the official language. English is used mostly in government business and education.
Friday, September 24, 2010
workplace cross-cultural management/communication guidelines
MNCs have business units in different geographic areas. This leads to interaction between different languages and cultures. In your lectures and textbook readings, you have learned that people from different cultures not only speak different languages, but also interpret information in different ways. At your workplace, how will you ensure effective cross-cultural management? What guidelines will you implement for effective cross-cultural communication?
I see two very distinct and separate cogent considerations. The first has to do with my workplace. I presently teach at two different universities, both both in Tampa, Florida, and consequently both in a relatively domestic setting. The second consideration has to do with the creation of specific communication guidelines. This second consideration infers a substantial cross-cultural component. Let us firstly define terms; look at what different kinds of cultures, indeed, are present. All of the students are of the contemporary culture where they stand. Even if English is a second language, they all speak English. On occasion, I have an older student; and yet at this writing all my students are in their 20s. Another regular and infrequent minority are pregnant students.
About a quarter of my students are “Florida crackers”; people who come from at least 100 miles away, from very rural, very small towns. Another quarter is first or second generation, for which English is a second language. While some of the students are European or Asian, most of the students are from South, Central America or the Caribbean. Another significant subset of culture would constitute students for which their very entry into the school becomes a question; because their learning skills are so stunted. In addition, perhaps a third, as many as half, bring with them a financial challenge, constituting yet another cultural paradigm. In my sensitivity to student needs, and to better facilitate communication, I also take into consideration, which is and is not a parent. One could also argue this distinction is a cultural subset.
In light of such multidimensional considerations, what guidelines could be any different from those that should already be in place? I think none. It seems to me that in our contemporary setting, the guidelines to facilitate experiences of higher education would have to incorporate such cross-cultural considerations as a matter of course; not as a distinct extra layer.
Which brings me to a quick sketch of what it may look like to craft a few quick guidelines for effective communication in a baccalaureate setting.
• Learn and call students by their name (this is not as easy as it once was).• Ask what city students are living in. Not only would I want to have a different posture toward a student who was five minutes late, having just driven an hour and a half to get there, versus a student five minutes away, and it also lends insight into the students lifestyle and resources.
• Ask who has children. Active parents have a universe altogether different from their child less contemporaries.
• Be sensitive to any other significance that one may encounter.
The other quick guidelines have relevance to cross-cultural management despite being specific to the task at hand:
• Convey the information in dynamic layers to engage the most advanced student, while simultaneously being understood by the lowest common denominator.
• When in doubt, work on a case-by-case basis.
• Celebrate the diversity that is present in a politically correct sensitive manner. This is not something that simply sounds good, but helps personalize the information so that the student can make it their own.
• Actively look for all ways to support the student to make the information their own; classically, tying the topic to their major.
• In addition, always be student centered. While no one is particularly interested in hearing what I have to say (as such), neither am I. I am more interested in drawing out of the student what is next for them, or what is inherently within them.
Thursday, September 23, 2010
the Koreas, Japan, the US & Hofstede
(conclusion, part five. parts of the larger work have been reworked. If there is an interest in viewing the final work in whole please comment with your e-mail. As always, clicking on the image enlages it.)
USA
One of the inherent challenges when doing a compare and contrast, and including one's own country, is the degree to which it highlights the foreignness of the other countries. A natural intimacy of one's own country immediately becomes apparent. Therefore, this statement is an acknowledgment of an unequal perception. There is a wide variety of impacts on the direction and movement of business in general and managerial styles in particular that has been affecting the US. Globalization certainly is among them. As alluded to earlier, the academic writings that are spearheading new directions, in large measure, are moving from left to right brain considerations.
There was a time when one could draw a caricature of American business, all suits, 9-to-5, secretaries, Monday through Friday, built-in benefits. The predictability of business, intact a mere 50 years ago, is gone.
What has remained, relatively speaking, within the same range is the more intimate portrait of Hofstede’s Dimensions of Culture. Americans do not tend to genuflect to their superiors, and our relatively low power distance ranking continues to reflect that. The Darwinian consideration that the pioneers or who survived continues to be reflected in our even lower uncertainty avoidance score; and certainly contributes to the US having the top score in the individualism.
American business management, being about the business of business itself, may always find a change in fashion (the changing styles of methodologies and approaches), however, the characteristics of a given country shine through nonetheless.
Summary suppositions start by going back to the Marshall Plan. A quick look at the Japanese Hofstede rankings, in relationship to the American rankings, finds that with the exception of individualism and LTO, Japan seems to feel compelled to have to out-American the US; clocking in within range, yet slightly higher in each other instance. Individualism being more of a Western trait and long-term orientation being more of a eastern trait.It is noted that the GLOBE Project (House, R., Hanges, P.J., Javidan, M., Dorfman, P.W., & Gupta, V. , 2004) has continued Hofstede’s work. As noted in International Management (Deresky, 2008, p. 415), attributes such as charisma and autonomy have joined in being ranked; though that materially extends this paper elsewhere.
References
(2010). Japan is roughly the size of what US state?. wiki.answers.com. Abstract retrieved from http://www.google.com/url?sa=t&source=web&cd=1&ved=0CBIQFjAA&url=http%3A%2F%2Fwiki.answers.com%2FQ%2FJapan_is_roughly_the_size_of_what_US_state&ei=msqXTL2ZG4P_8AbQoNSNDA&usg=AFQjCNEEePNLvK4ygSTMqdYP1pfd50F5Wg&sig2=RGq7TRKcs9O2j9Ufc7QbXw
C, J. (2008). Which U.S state compares roughly to the size of South Korea?. answers.yahoo.com/. Abstract retrieved from http://www.google.com/url?sa=t&source=web&cd=4&sqi=2&ved=0CCQQFjAD&url=http%3A%2F%2Fanswers.yahoo.com%2Fquestion%2Findex%3Fqid%3D20081115225034AAhdc0V&ei=BsuXTJ69GIXmvQPDvemZDQ&usg=AFQjCNFrYmgbkv0CS4fY2s_sNYqb2BKdbw&sig2=Ws3Dw6doiMMKqOH_4znq0Q
CNN. (September 17, 2010 12:43 a.m. EDT). North and South Korea agree on October family reunion. Retrieved from http://www.cnn.com/2010/WORLD/asiapcf/09/17/nkorea.skorea.family.reunions/index.html?eref=rss_world&utm_source=feedburner&utm_medium=feed&utm_campaign=Feed%3A+rss%2Fcnn_world+%28RSS%3A+World%29&utm_content=My+Yahoo
Deresky, H. (2008). . In (Ed.), International Management; Managing across Borders and Cultures (6th ed, pp. 350-367). : Pearson / Prentice Hall.
Hofstede, G. (2009). Geert Hofstede™ Cultural Dimensions. Retrieved from http://www.geert-hofstede.com/
House, R., Hanges, P.J., Javidan, M., Dorfman, P.W., & Gupta, V. . (2004). Culture, Leadership, and Organizations-The GLOBE Study of 62 Societies. Thousand Oaks, CA 91320: Sage Publications.
National Public Radio. (Producer). (2010, Sept 17, 2010). Rumors Abound On Why North Korea Delay’s Meeting [audio]. Retrieved from http://www.npr.org/templates/story/story.php?storyId=129926418
Nirgitian, Chief of the Free World. (n.d.). North Korea Management Styles. Retrieved from
Pascale, R., & Athos , A. (1981). The Art of Japanese Management. New York: Simon and Schuster.
Peng, M. W. (2006). Hofstede Dimensions of Culture. In (Ed.), Global Strategy. Mason, OH: Thompson South-Western.
Peng, M. W. (2009). Top 100 Economies. In Global Business. Mason, OH: South-Western Cengage learning.
Pfeffer, J. (2007, August 15 2007: 5:40 AM EDT). Management 101: Lessons from Seoul. Business 2.0 Magazine. Retrieved from http://money.cnn.com/2007/08/14/news/international/management_south_korea.biz2/index.htm
U.S. ARMY CENTER OF MILITARY HISTORY. (). POLICY AND DIRECTION: THE FIRST YEAR ([uploaded unsourced book chapter]). Retrieved from : http://www.history.army.mil/books/pd-c-01.htm
Wall, D. (2010). North Korea vs the United States: a bare table. open democracy.net. Abstract retrieved from http://www.google.com/url?sa=t&source=web&cd=1&sqi=2&ved=0CBIQFjAA&url=http%3A%2F%2Fwww.opendemocracy.net%2Fglobalization-institutions_government%2Fnorthkorea_us_4187.jsp&ei=1MqXTPvFKJDWvQOA7JzsCQ&usg=AFQjCNHu_m_y_djYMvyB3mkHmJkBRq1OFA&sig2=4JLjdmyAPw7LnEEOZObN0A
World Business Culture. (n.d.). American Management Style, South Korean Management Style and Japanese Management Style (respectively). Retrieved Sept. 18, 2010, from http://www.worldbusinessculture.com/South-Korea-Management-Style.html; http://www.worldbusinessculture.com/Japanese-Management-Style.html; http://www.worldbusinessculture.com/American-Management-Style.html
Wednesday, September 22, 2010
the Koreas, Japan, the US & Hofstede
(part four)
North Korea
For little more than a half-century, North Korean managerial styles, must necessarily take into account the 15 main planning committees, any established bureaus and 20 departments under the State administration Council (including more bureaus, departments and 20 committees of their own). Some agencies have established their own branches at more local levels; which presumably helps. In addition, significant aspects of these governing bodies undergo frequent reorganization. (Nirgitian, Chief of the Free World, n.d.)
Beyond this there is little to confirm. However, historically, such organizational paradigms are fraught with corruption, politics for its own sake and the like. Also bearing in mind the Oriental concept of “face”, one may presume a significant amount of what negative likely offered up with as positive a spin as possible.
In light of its history, and what has unfolded since vis-Ã -vis its government command and control structure, and resultant economy (real GDP per capita, per the United Nations Development Program, was calculated in the late 1990s at just under $4000), the above supposition may well bear out (the David M Kennedy Center for International Studies, 1997). Should this be true, one may presume further that given Hofstede’s metrics for South Korea, North Korea might well exhibit a markedly greater power distances score. Similarly, one would expect a notable reduction in the already very low individualism ranking, and an increase in the masculinity, uncertainty avoidance and long-term orientation rankings.
South Korea
Apparently, even without the film of the cult of personality imposed on the north, the Koreas have always tended to be paternalistic, hierarchical; with those in leadership positions needing to corral harmony as persons in higher rank, (referred to as inwha). Consistent with “face”, respected South Korean managers are expected to nurture group dynamics with an eye towards no or low blame or confrontation. Consequently, what is prized most of management is excellent and facilitation, weaving all employee relations into a balanced orchestration with each participant able to recognize the importance of their contribution (World Business Culture, n.d.).
Innovative academic writing for business in the West has seen a renaissance of core values, being creative, inventive and thinking about your workers. Just prior to the housing bubble in the West, which put the world’s economy through a recession we are all just now coming out of, the Korean labor Institute launched something called the New Paradigm Center. The center's mandate is “to study, consult on, and promote people-centered management practices, primarily in small and medium-size enterprises” (Pfeffer, 2007).
Of the countries considered, South Korea’s business environment seems closest to a characterization of a highly functional village. An awakening that began in the 1960s, lasting for three decades, found South Korea as one four Asian Tigers, (along with Singapore, Hong Kong and Taiwan); all of whom have so developed as to now be recognized as advanced, high income economies.
Tuesday, September 21, 2010
the Koreas, Japan, the US & Hofstede
(part three)
Historical context
Some immediate insight gleaned comes from the relatively obvious. Of the Koreas, Japan and the US, only the US is not in Asia. As we saw, the US tends to be somewhat different, with the others more alike. Given what Hofstede would have stood on such considerations as location are noteworthy. Similarly, the Koreas form a peninsula and Japan is made up of four islands; obviously, relationships with the water are strong. Again, despite two wonderful coastlines the US interior furnishes more of a basis for culture. And size matters; Japan is approximately the size of California, North Korea is approximately the size of Pennsylvania, while South Korea clocks in at about Kentucky (C, 2008)(Wall, 2010)(, 2010). The contrast between America's open plains, and Japan's mountainous islands, finds Japan with more people per square foot than most countries. This latter acknowledgment, obviously, has implications for avoidance uncertainty, individualism and cultural distance (proximity of one to others).
From a historical perspective, the three or four countries in question have crossed paths in the last hundred years; with interesting fallout. Spoken of earlier, Japan had invaded Korea; the US later opposed the Axis powers (including Japan), “freeing" Korea. Nearing a century on, most hard feelings have faded away. The oppressed Koreans harbor the longest memory, remaining tentative with Japan. There is not the sense that Japan harbors similar animus toward the US, having been the only ever target of an atomic weapon. This may be in part due to the Marshall plan.
To begin a passage about the Koreas, or either Korea, it serves to go into their history to when they were last as a whole. The Yi dynasty began at the end of the 14th century; lasting approximately 500 years until the formal annexation by Japan in 1910 (Japanese occupation had actually begun 15 years earlier in the course of the Sino Japanese war). In one of the more bizarre turns of historical events, the Allied powers relieved Korea of its Japanese occupation. In 1945 at Yalta President Roosevelt and Premier Stalin began to address what became the Potsdam conference agreement; Japan would surrender to the Soviets in the north, to the US in the South. Stalin's postwar goals, by default, seemed to be the annexation of as much as possible; certainly Korea, (as its position was seen by Stalin) as strategic. There was a three-year nonviolent effort made to leech into the South. That having failed, a former guerrilla from the Japanese occupation days, Kim Il Sung, with the support of the Soviets, took control in the north and in 1950 invaded the South. Although the war never ended, three years later there was truce signed.
The Communist experiment was full on since, with China taking an active role in the north from early on. Which brings us current.
Monday, September 20, 2010
the Koreas, Japan, the US & Hofstede
(part two)
JapanIn the 1970s, the Japanese began noticeably to change the managerial landscape; including the United States. There were many points of view forwarded, and many books written on the topic. As the world, typified by American business, came to grips with what was working in Japan, one of the best works to be published on the topic was The Art of Japanese Management (Pascale & Athos , 1981). Pascal and Athos noted “7 S's”; strategy, structure, systems, skills, staff, style, and shared values. Moving forward from such an eye opening, management that took things for granted would hereafter do so at their own peril.
This holistic sensibility echoes the Zen of the predominant spiritual path in Japan; Buddhism. An extension of the contextual balance just cited, finds Japanese effective management tending to demure from force or personality; in contrast with the US (World Business Culture, n.d.).
Naturally, there is much more similarity among the Asian countries. One such example finds both Koreas, tending to seek out consensus building as part of decision-making processes. This is been developed in Japan to an actual system, wherein the managerial facilitating role still allows for some influence; and is called nemawashi (World Business Culture, n.d.).
Sunday, September 19, 2010
the Koreas, Japan, the US & Hofstede
(part one)
AbstractThis represents a compare / contrast of Hofstede's cultural dimensions vis-Ã -vis behaviors of managers in the Koreas, Japan and the US.
Introduction
In the late 1970s, the Dutch organizational sociologist Geert Hofstede, began his exploration of behavioral patterns in somewhat simplistic terms; based on country. While aware of what might be construed as viable arguments, he acknowledged the flexibility inherent in cultures (e.g., differences from region to region, etc.), noting the value of organizing as objectively as possible what we can. With an eye, in particular, on differences from a business perspective, he created quantifiable metrics to weigh differences in five significant arenas: power distance, individualism, masculinity, uncertainty avoidance, and long-term orientation. His construct is so thorough that the majority of current multicultural academic research tends to reference it.
As valuable as Hofstede’s work may be, as valuable as any armature or scaffolding may be to a larger sculpture, other works are included to expand and give meaning the larger picture.
Another consideration, useful for the reader, is to avoid the presumption and point out that at this writing there are still two Koreas. Most current work, including Hofstede, understandably leaves North Korea out of the picture. Nonetheless, there has been some work developed on the north, and there is an effort to that end; to acknowledge North Korea.
Saturday, September 18, 2010
Background (for dissertation)
The researcher has been an active commercial artist all his life, with a 1982 BFA in Illustration from the University of the Arts in Philadelphia.
Perhaps it is best stated now that the author has or currently works for the International Academy of Design & Technology and the Art Institute (both at Tampa, FL). It is impressive how these institutions are in relationship to the subject matter that inspires this pursuit. Both institutions tie coursework outside the major to the major, as well as making available courses that contextualize the major in the business world as it is. Along with that curricula shift, each school supports an entire department devoted to researching and networking the immediate community to support career placement as a graduation transition occurs.
In contrast, the 1982 undergrad degree at UArts was considered the best commercial art university experience worldwide at the time. But in the 1970’s and ‘80’s our “gen ed’s” (general education classes) were not specifically designed to support our majors. Indeed, there is no recollection of even one business-type class offered at all. Moreover, we did not have a career placement department.
Things may be changing. The research seeks to find out how much; and whether it makes a difference.
Perhaps it is best stated now that the author has or currently works for the International Academy of Design & Technology and the Art Institute (both at Tampa, FL). It is impressive how these institutions are in relationship to the subject matter that inspires this pursuit. Both institutions tie coursework outside the major to the major, as well as making available courses that contextualize the major in the business world as it is. Along with that curricula shift, each school supports an entire department devoted to researching and networking the immediate community to support career placement as a graduation transition occurs.
In contrast, the 1982 undergrad degree at UArts was considered the best commercial art university experience worldwide at the time. But in the 1970’s and ‘80’s our “gen ed’s” (general education classes) were not specifically designed to support our majors. Indeed, there is no recollection of even one business-type class offered at all. Moreover, we did not have a career placement department.
Things may be changing. The research seeks to find out how much; and whether it makes a difference.
Friday, September 17, 2010
of Colas, Hoftede & India
Kasim Hussain writes an interesting and easy to read report on the connection of Coke (and Pepsi, for that matter), Hofstede’s work and the people/country/culture of India. Unfortunately, he doesn’t tie the dots together as much as I’d like (whoever he is, he would do well to get his papers proofread also).
It seems we have similar avoidance and masculinity characteristics, but approaching this from the other side of the equation does not help much. The larger consideration is to throw out the American indexes and to anticipate how to address the key differences: power distance, individualism and long term planning. For example, Mr. Hussain did point out various issues in the face of market entry. However, he never even mentions Limka or Thumbs Up. These soft drink brands in India are what Coke and Pepsi are in the US; iconic, with strong loyalties. We saw what happened with New Coke in the US in 1985, and we’re not as fiercely loyal as India is.
Really, if it wasn’t for the tenacity of throwing money at the brand establishment over time (long term outlook?) the US product would not have stood a chance. And by the way, consider the tastes. We are talking about two cola flavors that never existed before in a sub continent that knows spices more than most.
Power distance had a push back based in colonialism, he posits (good), but that historical fact has no immediacy with Hofstede. This would be the power distance index (and analogously the individualism index); and given the differential one may imagine the Indian’s eventually made allowances for its more powerful friend the US (beverage companies). Isn’t this the opposite? Yes; and while both perspectives have a semblance of truth, both worthy of our consideration, the Hofstede angle was not developed in Mr. Hussain’s paper.
So, did Coca Cola anticipate what it would go through in India? If it did not, and thoroughly, it wasted money (though it is imagined it can afford to waste; relatively). The margins on flavored water are ridiculous. I’m certain the answer is yes, they pre-understood thoroughly.
The two most notables (in this writers knowledge set) vis-Ã -vis this whole Cola / India thing: [1] Coca Cola had some issues with drawing water some years back with one of its local bottling plants. The locals, who were experiencing a bit of draught took issue with the plant. Despite the fact that Coca Cola was drilling significantly deeper than the aquifer the villagers referred to, the company nonetheless worked with the locals to resolve beyond the relational issue and helped them resolve the larger issue. Coke does that well; and that’s the kind of thing that impresses Indians. [2] Have you noticed who heads up PepsiCo? Indra Nooyi, a 54 year old woman from the former Madras area (Chenai) of India. She achieved this rise after joining the company within 12 years. At this writing that was four years ago. Both her insights and symbolism went a long way in India for Pepsi.
It seems we have similar avoidance and masculinity characteristics, but approaching this from the other side of the equation does not help much. The larger consideration is to throw out the American indexes and to anticipate how to address the key differences: power distance, individualism and long term planning. For example, Mr. Hussain did point out various issues in the face of market entry. However, he never even mentions Limka or Thumbs Up. These soft drink brands in India are what Coke and Pepsi are in the US; iconic, with strong loyalties. We saw what happened with New Coke in the US in 1985, and we’re not as fiercely loyal as India is.
Really, if it wasn’t for the tenacity of throwing money at the brand establishment over time (long term outlook?) the US product would not have stood a chance. And by the way, consider the tastes. We are talking about two cola flavors that never existed before in a sub continent that knows spices more than most.
Power distance had a push back based in colonialism, he posits (good), but that historical fact has no immediacy with Hofstede. This would be the power distance index (and analogously the individualism index); and given the differential one may imagine the Indian’s eventually made allowances for its more powerful friend the US (beverage companies). Isn’t this the opposite? Yes; and while both perspectives have a semblance of truth, both worthy of our consideration, the Hofstede angle was not developed in Mr. Hussain’s paper.
So, did Coca Cola anticipate what it would go through in India? If it did not, and thoroughly, it wasted money (though it is imagined it can afford to waste; relatively). The margins on flavored water are ridiculous. I’m certain the answer is yes, they pre-understood thoroughly.
The two most notables (in this writers knowledge set) vis-Ã -vis this whole Cola / India thing: [1] Coca Cola had some issues with drawing water some years back with one of its local bottling plants. The locals, who were experiencing a bit of draught took issue with the plant. Despite the fact that Coca Cola was drilling significantly deeper than the aquifer the villagers referred to, the company nonetheless worked with the locals to resolve beyond the relational issue and helped them resolve the larger issue. Coke does that well; and that’s the kind of thing that impresses Indians. [2] Have you noticed who heads up PepsiCo? Indra Nooyi, a 54 year old woman from the former Madras area (Chenai) of India. She achieved this rise after joining the company within 12 years. At this writing that was four years ago. Both her insights and symbolism went a long way in India for Pepsi.
Reference
Hussain, K. ([u/k]). untitled. Retrieved from Pacific Lutheran University:
Thursday, September 16, 2010
How Hofstede's findings show up in US university classrooms
As an educator I’ve noticed that most island cultures are very relaxed, Scandinavian’s and Balt’s tend to be serious, Mediterranean & Hispanic cultures are expressive and most Asian cultures tend to be “shy”. If I want participation, I have to honor and work with what I have.
How is this not a stereotype? Relaxed, serious, expressive and shy are inherently neither good nor bad; they are straightforward characteristics. They may or may not be preferred and/or useful under varying circumstances; but of themselves they carry no inherent baggage. This is markedly different than adjectives such as lazy, smart, shut down or inscrutable (to name, God knows, just a few). Nothing means anything until we assign it meaning; and here is a great opportunity to watch how we do so.
So, that disclaimer out of the way, and my experience now stated, let’s see what ole Geert has to say. The most notable in the Pilipino chart was the Power Distance ranking of 90. Well, that certainly expresses deference. My Ecuadorian kid seems consistent with the rankings for Ecuador: Power Distance just above 70, Uncertainty Avoidance just over 60 and Masculinity just under 60 … and all the while maintaining her femininity and decorum she found ways to communicate her needs, made sure all her questions were answered, always had clarity; moreover, always expressing respect. My Dane was often made fun of behind his back. He exhibited behavior that is characterized as eccentric here. He was dead serious always, and expressing his somewhat foreign views was very important to him (he is a very bright atheist). It might also be noted that he never made enemies, for he was also respected (maybe even secretly admired); seen as struggling with existential angst … but at least he was authentic. Denmark’s most notable ranking is Individualism.
I’m not surprised.
How is this not a stereotype? Relaxed, serious, expressive and shy are inherently neither good nor bad; they are straightforward characteristics. They may or may not be preferred and/or useful under varying circumstances; but of themselves they carry no inherent baggage. This is markedly different than adjectives such as lazy, smart, shut down or inscrutable (to name, God knows, just a few). Nothing means anything until we assign it meaning; and here is a great opportunity to watch how we do so.
So, that disclaimer out of the way, and my experience now stated, let’s see what ole Geert has to say. The most notable in the Pilipino chart was the Power Distance ranking of 90. Well, that certainly expresses deference. My Ecuadorian kid seems consistent with the rankings for Ecuador: Power Distance just above 70, Uncertainty Avoidance just over 60 and Masculinity just under 60 … and all the while maintaining her femininity and decorum she found ways to communicate her needs, made sure all her questions were answered, always had clarity; moreover, always expressing respect. My Dane was often made fun of behind his back. He exhibited behavior that is characterized as eccentric here. He was dead serious always, and expressing his somewhat foreign views was very important to him (he is a very bright atheist). It might also be noted that he never made enemies, for he was also respected (maybe even secretly admired); seen as struggling with existential angst … but at least he was authentic. Denmark’s most notable ranking is Individualism.
I’m not surprised.
retrieved Thursday, September 16, 2010
Wednesday, September 15, 2010
skill versus talent (an aspect of preface)
art versus craft
I have personally known any number of people that were magnificent talents but had no development to speak of in people skills, professional skills, political skill, etc. Those folks tend to fail. Talent alone is no guarantee. I have also known many people who have had the skills I just spoke of and little or no talent. Whether they succeed or not will often depend on the degree to which they can develop their craft; an aspect of talent, the technique or technology of talent. And let us not overlook the value of tenacity.
With the advent of such muscular software there is little involved in the craft and mastery of the technique for more often than not it involves one’s own personal commitment to celebrating the software; spending face-time exploring it, devouring tutorials and so on.
While there may be no pixie dust to afford someone a “good eye”, much like the inability to “buy class”, one can nonetheless pick up on the essential sensitivities along the way. And you are hereby heartily encouraged to do so. Is this the end of talent? I should certainly think not. If you believe yourself to have talent continue the commitment to its development, alongside all these other skills I spoke of, and you should rise above the rest. This, too, I’ve seen repeatedly. But the cautionary is that the field of effort is evening. We will all be students for the rest of our lives.
ethereal versus business
Another matter becomes applying artistic sensibilities to hard business; yet another skill set. Were I to have to bet on the longevity of the savvy entrepreneur who knows nothing about baking and the baker whose love of the art exceed all other experiences opening up a boulangerie my money is on the businessman/woman. For all the altruistic within us, business is about driving income; at least as a survival basis for the business itself, which can then be something beyond that (expressive, philanthropic, quality service, etc.). But much as a painter frames the painting, most often the frame is not his own; so too the desire to pursue one’s own expression must live within the context of how our world current works.
So, we now add to the skill sets ideas like, well, business savvy. This is often a function of familiarity to mastery over such areas as all that money entails (accounting, economics and finance; and their sub-considerations), all that marketing involves (e-commerce, advertizing, etc.), the legal and ethical considerations, and all that management entails (knowledge, operations/organization, process, product, project and supply chain). Along the way some overlapping skills also become evident. The need to be familiar with other software (most notably the document, spreadsheet, database, presentation and notebook software represented by those components of the Microsoft Office Suite) and skills (such as statistics).
One can argue which of these come before actualization, in what order and measure, and I imagine you already know there is no hard answer. Here is an area where being right-brained, seeing the forest for the trees, can find an objective individual with an advantage. If you’re honest with yourself you may know more organically, more fluidly what parts to develop in what order and how far before reaching each new plateau.
I have personally known any number of people that were magnificent talents but had no development to speak of in people skills, professional skills, political skill, etc. Those folks tend to fail. Talent alone is no guarantee. I have also known many people who have had the skills I just spoke of and little or no talent. Whether they succeed or not will often depend on the degree to which they can develop their craft; an aspect of talent, the technique or technology of talent. And let us not overlook the value of tenacity.
With the advent of such muscular software there is little involved in the craft and mastery of the technique for more often than not it involves one’s own personal commitment to celebrating the software; spending face-time exploring it, devouring tutorials and so on.
While there may be no pixie dust to afford someone a “good eye”, much like the inability to “buy class”, one can nonetheless pick up on the essential sensitivities along the way. And you are hereby heartily encouraged to do so. Is this the end of talent? I should certainly think not. If you believe yourself to have talent continue the commitment to its development, alongside all these other skills I spoke of, and you should rise above the rest. This, too, I’ve seen repeatedly. But the cautionary is that the field of effort is evening. We will all be students for the rest of our lives.
ethereal versus business
Another matter becomes applying artistic sensibilities to hard business; yet another skill set. Were I to have to bet on the longevity of the savvy entrepreneur who knows nothing about baking and the baker whose love of the art exceed all other experiences opening up a boulangerie my money is on the businessman/woman. For all the altruistic within us, business is about driving income; at least as a survival basis for the business itself, which can then be something beyond that (expressive, philanthropic, quality service, etc.). But much as a painter frames the painting, most often the frame is not his own; so too the desire to pursue one’s own expression must live within the context of how our world current works.
So, we now add to the skill sets ideas like, well, business savvy. This is often a function of familiarity to mastery over such areas as all that money entails (accounting, economics and finance; and their sub-considerations), all that marketing involves (e-commerce, advertizing, etc.), the legal and ethical considerations, and all that management entails (knowledge, operations/organization, process, product, project and supply chain). Along the way some overlapping skills also become evident. The need to be familiar with other software (most notably the document, spreadsheet, database, presentation and notebook software represented by those components of the Microsoft Office Suite) and skills (such as statistics).
One can argue which of these come before actualization, in what order and measure, and I imagine you already know there is no hard answer. Here is an area where being right-brained, seeing the forest for the trees, can find an objective individual with an advantage. If you’re honest with yourself you may know more organically, more fluidly what parts to develop in what order and how far before reaching each new plateau.
Tuesday, September 14, 2010
Company Environment Policy
Introduction
This particular document seeks to overview configurations and considerations of truly global public companies regards to being green. Despite being a review, a mere snapshot of sorts, a conscious choice was made of iconic companies in very different industries with relative representation in mind.
The approach began with the scouring of the four companies 10K reports, took a detour to the share price over the last five years (given that increasing shareholder wealth is the primary fiduciary responsibility of the public company) and then went back and scoured the annual reports as well. Just for good measure, each company was googled for the phrase: “Is ___ green?”
The companies are General Electric, Microsoft, Time Warner and McDonalds. Each of these companies has at least a footprint in more countries than not, and more than being global in a literal sense they are each recognized globally for the corporate citizens that they are. A notable aside: that each of these companies is, in and of itself, a larger economy than half the world's countries.
General Electric
If there could ever be such a thing as the quintessential Corporation, it would certainly have to be GE. Many of the considerations that we think of when we consider American corporations became famous through GE; in particular through its last CEO Jack Welch. Arguably, for better or for worse, such corporate expressions included off shoring, Six Sigma and while for others would be enormously successful enterprises in their own right, for GE, these distinct entities were simply modules rearranged on a chessboard, merged, deconstructed... whatever was necessary to line the coffers.
When most people think of GE, they tend to think of appliances and light bulbs. The new (well, since 2000) CEO, Jeff Immelt, began to extinguish the appliance line altogether in 08/09. The last incandescent light bulb to be manufactured in the United States occurred this month (September 2010); the fluorescent bulb manufacturing having already been established overseas. Yet, a point in fact, as much of American business is making money off money (Sears), GE's 10K reveals an acknowledged 13 distinct entities, the majority financial institutions.
Despite being the behemoth that it is GE seems almost human compared to other MNCs; given its nimbleness and cleverness. Embedded in the military-industrial complex of the United States GE remains in the background by only doing pieces and parts. Upper management sees where tomorrow's money will be coming from, and as if having turned on a dime across this last decade, GE has rebranded itself as the champion of tomorrow's energy, coining the phrase: Ecomagination. An enormous effort from a company that is still in the process of dredging PCBs from the Hudson River under restraint of federal law.
GE's efforts, to name a few, include gasification, synthetic gas, conversions of coal and other hydrocarbons, nuclear, more efficient power generation wherever they can find it and the new symbolic poster child, their wind farms.
Beyond the 10K, the annual report reveals more references to the environment, green and sustainability than all the other annual reports reviewed combined. GE happily trumpets green collar jobs. While GE may be doing more than most to this end, make no mistake, GE is about making money in the long term; and the green thing is by far more marketing than the over arching aspect of all the GE does.
Taking a quick look at how they have fared over the last five years, they trade on the NYSE, their high was on Oct 1st 2007 – 41.77, their low on Mar 2 2009 – 7.06 and as of September 13 – 15.98. These are some significant swings; and while we will see some of this echoed in the other companies, given what happened in the global economy over last five years, the other three companies do not swing is much, nor did they try to reinvent themselves as much.
As this new makeup was being applied at 2005 article in Forbes entitled Has General Electric gone eco-mad? had the interesting line, “environmentalists sneer that Ecomagination is like having Philip Morris run a chain of cancer clinics.”
Microsoft
Microsoft is the new kid, compared to the rest; founded in 1975 (of course was Thomas Edison who had found the GE). In its 35 years it has certainly grown to be global, a natural expression of what it does. It has over 89,000 employees, nearly half of which are located in at least 10 other countries. The technology that Microsoft represents has been transformational for entire world. The author was unable to find corroboration, and it may be urban legend, it is said that that the world runs on Windows; specifically, that Microsoft has 92% of the market share.
For much of its life Microsoft has enjoyed the spin that what it produces is inherently green. With so much becoming digital think of all the paper, photo chemicals, and the like, that our planet is being spared.
Unfortunately, being born into a consumption culture, none of these appliances or its attendant pieces has seemed much less than disposable. Worse, these materials have been among the most insidious to get rid of and/or to recycle.
A quick detour to how Microsoft has fared over the last five years in the markets shows the following: it trades on NASDAQ (MSFT), saw its high on Oct 29 2007 – 37.06, its low on Mar 09 2009 – 16.65 and as of September 13, 2010 was trading at 23.85. This seems a very conservative reflection of what has been happening in the world economically.
Wrapping up the Microsoft commentary it is noteworthy that there was virtually no acknowledgment of the environment, anything green or sustainability in either the 10K or the annual report proper. However, found elsewhere, Microsoft is making an effort. It is unclear how much this effort actually represents. Nonetheless, this includes solar powered data centers, bio diesel trucks and a purge of PVC in its products, begun in 2005.
Time Warner
With 87 region specific versions and local language feeds in approximately 180 countries around the world (depending on who is counting, there are only 195 to 200 countries) one could argue Time Warner has more of a global penetration than any other company does. Of course its holdings include entertainment beyond the television; with all manner of publication, video games and theme parks, just to name a few. Time Warner has over 550 movie theater screens in Japan and the US alone.
Trading on the NYSE (TWX) , the five-year high came Jan 16 2007 – 67.86, the low Feb 17 2005 – 22.05 and as of September 13th, 2010 – 31.78. Like Microsoft, Time Warner’s market movement seems reflection of global economics.
The 10K itself yielded nothing about any green movement on Time Warner's part. The annual report, however, had a seal on the back page stating, "Time Warner reduce printing and postage expenses and helps protect the environment." That was about it.
However, also like Microsoft, more about Time Warner's green efforts were elsewhere. Acknowledged on their own website were practices and initiatives, studies, recycling efforts, some kind words towards carpooling and energy conservation and a solar powered building. It is difficult to see this is much more than cosmetic, also. It is hard to imagine the paper consumption alone offset by these efforts.
McDonalds
One of the four companies considered, only GE and McDonald's had something to say about the environment within their 10K statement. McDonald stated, “The Company continually monitors developments related to environmental matters and plans to respond to governmental initiatives in a timely and appropriate manner. At this time, the Company has already undertaken its own initiatives relating to preservation of the environment, including the development of means of monitoring and reducing energy use, in many of its markets.”
If this sounds somewhat weak, it likely is for several reasons. For generation now, McDonald's has been a target of consumer activism. The Styrofoam clamshell packaging has been gone for some time now. McDonald's may still be a producer of extraordinary waste, but its environmental efforts continue enough that consumer pushback today is largely focused on the actual nutrition content of the food, issues of obesity, etc.
At least that is how the conversation seems left for the North American audience. In Europe, however, the greening of McDonald's has recently included something as drastic as a color change in the timeless icon itself.
“The Annual Report is printed on paper certified to the standards of the Forest Stewardship Council (FSC) and includes postconsumer fiber”. Otherwise, the annual report is largely silent about environmental matters as well.
McDonald's trades on the NYSE (MCD); and there is something of interest to note. Insofar as we all have to eat, and McDonald's has positioned itself as a low-cost food source. Its low over the last five years was on October 10, 2005 at – 32.32, but it has continued to climb since. As of September 13, 2010, McDonald’s was trading at a five-year high of – 75.01.
Consistent with its other heavyweight colleague's McDonald's efforts to go green were largely found away from its own grid of 10K and annual report. In 2008, McDonald has had its first LEED® Certified restaurant. In 2009, McDonald has installed electric vehicle charging stations for the first time. However, these tentative first gestures can hardly offset the destruction of football field’s worth of tropical rain forests every day, to create new lands for cattle grazing.
Summary
Sadly, only half of the four had pronounced environmental activities sections within their formal 10K and/or annual reports. Of itself, this was a surprise; given the general mood among first world nations’ consumers to be sensitive to such things. While all four companies have made an earnest movement in the green direction, it seems far too much has been cosmetic, lip service or even at best, minimal, compared to the portrayal.
GE sees a monetized future if we can establish itself well enough as first to market. The rest seem to be making as much movement as they need to speak to as much noise as they may be getting; enough to keep off the hounds, allowing them to continue business as usual (as much as possible). Managing interdependence between host and home is largely a case-by-case basis; as witnessed by McDonald's new green signs.
Concluding thoughts would have to acknowledge that any efforts to this end are good efforts; we simply need to elevate the conversation, hold corporations more accountable. The citizens of the world are at the mercy of the conflicting agendas playing out on the world stage: the cancerous need of capitalism to seek deregulation versus the good governance global institutions and their treaties with the politics of the respective governments caught in the middle. People speak up!
This particular document seeks to overview configurations and considerations of truly global public companies regards to being green. Despite being a review, a mere snapshot of sorts, a conscious choice was made of iconic companies in very different industries with relative representation in mind.
The approach began with the scouring of the four companies 10K reports, took a detour to the share price over the last five years (given that increasing shareholder wealth is the primary fiduciary responsibility of the public company) and then went back and scoured the annual reports as well. Just for good measure, each company was googled for the phrase: “Is ___ green?”
The companies are General Electric, Microsoft, Time Warner and McDonalds. Each of these companies has at least a footprint in more countries than not, and more than being global in a literal sense they are each recognized globally for the corporate citizens that they are. A notable aside: that each of these companies is, in and of itself, a larger economy than half the world's countries.
General Electric
If there could ever be such a thing as the quintessential Corporation, it would certainly have to be GE. Many of the considerations that we think of when we consider American corporations became famous through GE; in particular through its last CEO Jack Welch. Arguably, for better or for worse, such corporate expressions included off shoring, Six Sigma and while for others would be enormously successful enterprises in their own right, for GE, these distinct entities were simply modules rearranged on a chessboard, merged, deconstructed... whatever was necessary to line the coffers.
When most people think of GE, they tend to think of appliances and light bulbs. The new (well, since 2000) CEO, Jeff Immelt, began to extinguish the appliance line altogether in 08/09. The last incandescent light bulb to be manufactured in the United States occurred this month (September 2010); the fluorescent bulb manufacturing having already been established overseas. Yet, a point in fact, as much of American business is making money off money (Sears), GE's 10K reveals an acknowledged 13 distinct entities, the majority financial institutions.
Despite being the behemoth that it is GE seems almost human compared to other MNCs; given its nimbleness and cleverness. Embedded in the military-industrial complex of the United States GE remains in the background by only doing pieces and parts. Upper management sees where tomorrow's money will be coming from, and as if having turned on a dime across this last decade, GE has rebranded itself as the champion of tomorrow's energy, coining the phrase: Ecomagination. An enormous effort from a company that is still in the process of dredging PCBs from the Hudson River under restraint of federal law.
GE's efforts, to name a few, include gasification, synthetic gas, conversions of coal and other hydrocarbons, nuclear, more efficient power generation wherever they can find it and the new symbolic poster child, their wind farms.
Beyond the 10K, the annual report reveals more references to the environment, green and sustainability than all the other annual reports reviewed combined. GE happily trumpets green collar jobs. While GE may be doing more than most to this end, make no mistake, GE is about making money in the long term; and the green thing is by far more marketing than the over arching aspect of all the GE does.
Taking a quick look at how they have fared over the last five years, they trade on the NYSE, their high was on Oct 1st 2007 – 41.77, their low on Mar 2 2009 – 7.06 and as of September 13 – 15.98. These are some significant swings; and while we will see some of this echoed in the other companies, given what happened in the global economy over last five years, the other three companies do not swing is much, nor did they try to reinvent themselves as much.
As this new makeup was being applied at 2005 article in Forbes entitled Has General Electric gone eco-mad? had the interesting line, “environmentalists sneer that Ecomagination is like having Philip Morris run a chain of cancer clinics.”
Microsoft
Microsoft is the new kid, compared to the rest; founded in 1975 (of course was Thomas Edison who had found the GE). In its 35 years it has certainly grown to be global, a natural expression of what it does. It has over 89,000 employees, nearly half of which are located in at least 10 other countries. The technology that Microsoft represents has been transformational for entire world. The author was unable to find corroboration, and it may be urban legend, it is said that that the world runs on Windows; specifically, that Microsoft has 92% of the market share.
For much of its life Microsoft has enjoyed the spin that what it produces is inherently green. With so much becoming digital think of all the paper, photo chemicals, and the like, that our planet is being spared.
Unfortunately, being born into a consumption culture, none of these appliances or its attendant pieces has seemed much less than disposable. Worse, these materials have been among the most insidious to get rid of and/or to recycle.
A quick detour to how Microsoft has fared over the last five years in the markets shows the following: it trades on NASDAQ (MSFT), saw its high on Oct 29 2007 – 37.06, its low on Mar 09 2009 – 16.65 and as of September 13, 2010 was trading at 23.85. This seems a very conservative reflection of what has been happening in the world economically.
Wrapping up the Microsoft commentary it is noteworthy that there was virtually no acknowledgment of the environment, anything green or sustainability in either the 10K or the annual report proper. However, found elsewhere, Microsoft is making an effort. It is unclear how much this effort actually represents. Nonetheless, this includes solar powered data centers, bio diesel trucks and a purge of PVC in its products, begun in 2005.
Time Warner
With 87 region specific versions and local language feeds in approximately 180 countries around the world (depending on who is counting, there are only 195 to 200 countries) one could argue Time Warner has more of a global penetration than any other company does. Of course its holdings include entertainment beyond the television; with all manner of publication, video games and theme parks, just to name a few. Time Warner has over 550 movie theater screens in Japan and the US alone.
Trading on the NYSE (TWX) , the five-year high came Jan 16 2007 – 67.86, the low Feb 17 2005 – 22.05 and as of September 13th, 2010 – 31.78. Like Microsoft, Time Warner’s market movement seems reflection of global economics.
The 10K itself yielded nothing about any green movement on Time Warner's part. The annual report, however, had a seal on the back page stating, "Time Warner reduce printing and postage expenses and helps protect the environment." That was about it.
However, also like Microsoft, more about Time Warner's green efforts were elsewhere. Acknowledged on their own website were practices and initiatives, studies, recycling efforts, some kind words towards carpooling and energy conservation and a solar powered building. It is difficult to see this is much more than cosmetic, also. It is hard to imagine the paper consumption alone offset by these efforts.
McDonalds
One of the four companies considered, only GE and McDonald's had something to say about the environment within their 10K statement. McDonald stated, “The Company continually monitors developments related to environmental matters and plans to respond to governmental initiatives in a timely and appropriate manner. At this time, the Company has already undertaken its own initiatives relating to preservation of the environment, including the development of means of monitoring and reducing energy use, in many of its markets.”
If this sounds somewhat weak, it likely is for several reasons. For generation now, McDonald's has been a target of consumer activism. The Styrofoam clamshell packaging has been gone for some time now. McDonald's may still be a producer of extraordinary waste, but its environmental efforts continue enough that consumer pushback today is largely focused on the actual nutrition content of the food, issues of obesity, etc.
At least that is how the conversation seems left for the North American audience. In Europe, however, the greening of McDonald's has recently included something as drastic as a color change in the timeless icon itself.
“The Annual Report is printed on paper certified to the standards of the Forest Stewardship Council (FSC) and includes postconsumer fiber”. Otherwise, the annual report is largely silent about environmental matters as well.
McDonald's trades on the NYSE (MCD); and there is something of interest to note. Insofar as we all have to eat, and McDonald's has positioned itself as a low-cost food source. Its low over the last five years was on October 10, 2005 at – 32.32, but it has continued to climb since. As of September 13, 2010, McDonald’s was trading at a five-year high of – 75.01.
Consistent with its other heavyweight colleague's McDonald's efforts to go green were largely found away from its own grid of 10K and annual report. In 2008, McDonald has had its first LEED® Certified restaurant. In 2009, McDonald has installed electric vehicle charging stations for the first time. However, these tentative first gestures can hardly offset the destruction of football field’s worth of tropical rain forests every day, to create new lands for cattle grazing.
Summary
Sadly, only half of the four had pronounced environmental activities sections within their formal 10K and/or annual reports. Of itself, this was a surprise; given the general mood among first world nations’ consumers to be sensitive to such things. While all four companies have made an earnest movement in the green direction, it seems far too much has been cosmetic, lip service or even at best, minimal, compared to the portrayal.
GE sees a monetized future if we can establish itself well enough as first to market. The rest seem to be making as much movement as they need to speak to as much noise as they may be getting; enough to keep off the hounds, allowing them to continue business as usual (as much as possible). Managing interdependence between host and home is largely a case-by-case basis; as witnessed by McDonald's new green signs.
Concluding thoughts would have to acknowledge that any efforts to this end are good efforts; we simply need to elevate the conversation, hold corporations more accountable. The citizens of the world are at the mercy of the conflicting agendas playing out on the world stage: the cancerous need of capitalism to seek deregulation versus the good governance global institutions and their treaties with the politics of the respective governments caught in the middle. People speak up!
References
General Electric. (2010). Annual Report ([pdf download]). Retrieved from Corporate home website: http://www.ge.com/
General Electric. (2010, Feb 19, 2010). Annual report [Section 13 and 15(d), not S-K Item 405]Acc-no: 0000040545-10-000010 (34 Act) Size: 22 MB ([digital/online]). Retrieved from SEC; EDGAR system: http://www.sec.gov/Archives/edgar/data/40545/000004054510000010/frm10k.htm
McDonalds. (2010, February 26, 2010). Annual report [Section 13 and 15(d), not S-K Item 405]Acc-no: 0001193125-10-042025 (34 Act) Size: 4 MB ([digital/online]). Retrieved from SEC; EDGAR system: http://www.sec.gov/Archives/edgar/data/63908/000119312510042025/d10k.htm
Microsoft. (2010, July 30, 2010). Annual report [Section 13 and 15(d), not S-K Item 405]Acc-no: 0001193125-10-171791 (34 Act) Size: 20 MB ([digital/online]). Retrieved from SEC; EDGAR system: http://www.sec.gov/Archives/edgar/data/789019/000119312510171791/d10k.htm
Time Warner. (2010, February 19, 2010). Annual report [Section 13 and 15(d), not S-K Item 405]Acc-no: 0000950123-10-014479 (34 Act) Size: 7 MB ([online/digital]). Retrieved from SEC; EDGAR system: http://www.sec.gov/Archives/edgar/data/1105705/000095012310014479/g21813e10vk.htm
Training Expats
(yesterday's post)
Training, and the broader preparation that is development, is fundamental. Yet the evolution of development seems patchy; though there are documented best practices and lessons learned.Multinational entities fall short of providing pre-departure training for ex-pats about half the time. One implication found that about half remain overseas at performance levels lower than expectations. A related insight found a link between performance and pay but not performance and career development.
Often, training departments almost seem to be begrudging afterthoughts; frequently not treated as part of the larger management team. This is evident in that knowledge transfer is usually from headquarters to subsidiaries, while fewer lessons seem learned from the reverse.
However, it is beginning to emerge that ongoing, periodic general management training, coupled with international sensitivities pays off. There is recognition afoot that training, the employee and the business entity need to grow together; including “globalization”, for today’s work environment right here is increasingly multicultural.
Let us look at a few key ex-pat target areas for training:
Job related:
• the company's DNA at the alternate location.
• the other governments’ regulations, policies (IP, trade)
• geography
• economics
• legal and ethical systems
• the history
• political environment
• language information
Business Customs (differences):
• negotiation, organization & sociology of the business
• management styles, (distribution, marketing)
• accounting / finance
and Culture:
• money (ATMs, banking, costs generally)
• housing
• food
• appropriate entertainment
• shopping
Will the spouse and/or children be going or not? If they attend, are they prepared; is counseling in place, can the spouse work? If the family is left behind, who visits whom, for how long and how often?
Training should not end once overseas; problem recognition is a key first step. Inability to adjust on the part of the employee and or family, along with coping, cultural challenges and competencies are the constant refrain for shortfall.
Numbers vary, yet generally about 20% fail during the assignment, about 20% leave the position within a year of returning and more than double that of ex-pats, 40% leave within three years.
Neither should training end upon repatriation. Concerns as to whether a position will be available upon return and its significance, and the shock of coming home have been issues cited. One successful technique has been to dedicate a kind of coach.
Sunday, September 12, 2010
about Coaching, and Global coaching
We see justifying gestures, acknowledging the powerful leverage of information, data and knowledge generally. We are now in a knowledge-based society. Knowledge is power. And yet far too often human resources is relegated to a department focused on forms, policies and procedures. However, HR is evolving; and may well find its footing more meaningfully as a backup department to all other departments. A significant aspect of this movement is the internal development of knowledge management.
To be clear, part of the evolution of knowledge management has, or will likely include, the documentation of processes. Sometimes this occurs with such rigor that employees feel that they are establishing everything the company needs so that they are creating their own plug-and-play replacement opportunity. Naturally, if the company has done its own job properly from the start it is looking to hire human value, not just human bodies; and therefore this approach misses the point (nor is this good for general morale).
Knowledge management as such has only been around since the early 1990’s. Its larger consideration is not just to capture and distribute base knowledge, for the opportunity is larger than that. To extend experiences and insights, to organically distribute, and in the process continue to represent and create; this is the larger opportunity of knowledge management.
Software has its place, has been being developed, and some of it is very useful; however, this tends to speak more to the base concern. Course work has and continues to be developed and implemented; there are now certifying institutions for such business coaching. Certainly, this is a movement with more potential than software, though every iteration has its place. It seems the best evolution of this consideration to date is an internal network of coaching elders. Such a networking coordination necessitates a managerial expression on the part of HR.
By this method, the goals are extended. Behaviors and situations are assessed, competencies are weighed, benchmarks are monitored and support is inherent. Bright noticed the Japanese senpai-koai (senior-junior found in the organizational setting) or oyabun-kobun (leader-subordinate-apprenticeship relationship) approach; somewhat different from the strategy-based US, or socially based UK approach. Although it must be said that these relationships still tend to be one-on-one, they bring us nearer where we wish to be with group mentoring. These relationships are long-term; and as such, forward organizational trust, as well as reduce turnover.
The proposition of taking this one-step further and having HR pair a junior to more than one senior simply takes this to the next level. No longer are all your eggs in one basket, and any weaknesses of one are offset by another. The junior becomes an active seeker with wise friends, experts in their own right, in their surgically selected fields.
Such an approach becomes increasingly significant when looking to establish business interaction with another country and culture; no one could possibly be the quintessential expert on everything that may arise. Such an approach also offers more to the junior by spreading out responsibilities among a variety of seniors.
Bright, M. I. (2005). Can Japanese mentoring enhance understanding of Western mentoring? Employee
Relations, 27, 4, 325-339.
C. Brooke Orr and Nancy R. Lockwood, SPHR, GPHR, SHRM Research Department. http://www.shrm.org/. Retrieved
8/15/2010.
Nonaka, Ikujiro (1991). "The knowledge creating company". Harvard Business Review 69 (6 Nov-Dec): 96–104.
http://hbr.harvardbusiness.org/2007/07/the-knowledge-creating-company/es.
To be clear, part of the evolution of knowledge management has, or will likely include, the documentation of processes. Sometimes this occurs with such rigor that employees feel that they are establishing everything the company needs so that they are creating their own plug-and-play replacement opportunity. Naturally, if the company has done its own job properly from the start it is looking to hire human value, not just human bodies; and therefore this approach misses the point (nor is this good for general morale).
Knowledge management as such has only been around since the early 1990’s. Its larger consideration is not just to capture and distribute base knowledge, for the opportunity is larger than that. To extend experiences and insights, to organically distribute, and in the process continue to represent and create; this is the larger opportunity of knowledge management.
Software has its place, has been being developed, and some of it is very useful; however, this tends to speak more to the base concern. Course work has and continues to be developed and implemented; there are now certifying institutions for such business coaching. Certainly, this is a movement with more potential than software, though every iteration has its place. It seems the best evolution of this consideration to date is an internal network of coaching elders. Such a networking coordination necessitates a managerial expression on the part of HR.
By this method, the goals are extended. Behaviors and situations are assessed, competencies are weighed, benchmarks are monitored and support is inherent. Bright noticed the Japanese senpai-koai (senior-junior found in the organizational setting) or oyabun-kobun (leader-subordinate-apprenticeship relationship) approach; somewhat different from the strategy-based US, or socially based UK approach. Although it must be said that these relationships still tend to be one-on-one, they bring us nearer where we wish to be with group mentoring. These relationships are long-term; and as such, forward organizational trust, as well as reduce turnover.
The proposition of taking this one-step further and having HR pair a junior to more than one senior simply takes this to the next level. No longer are all your eggs in one basket, and any weaknesses of one are offset by another. The junior becomes an active seeker with wise friends, experts in their own right, in their surgically selected fields.
Such an approach becomes increasingly significant when looking to establish business interaction with another country and culture; no one could possibly be the quintessential expert on everything that may arise. Such an approach also offers more to the junior by spreading out responsibilities among a variety of seniors.
Bright, M. I. (2005). Can Japanese mentoring enhance understanding of Western mentoring? Employee
Relations, 27, 4, 325-339.
C. Brooke Orr and Nancy R. Lockwood, SPHR, GPHR, SHRM Research Department. http://www.shrm.org/. Retrieved
8/15/2010.
Nonaka, Ikujiro (1991). "The knowledge creating company". Harvard Business Review 69 (6 Nov-Dec): 96–104.
http://hbr.harvardbusiness.org/2007/07/the-knowledge-creating-company/es.
Subscribe to:
Posts (Atom)