罗宾斯管理学双语教学讲稿4.docVIP

Four Managing in a Global Environment 1. WHO OWNS WHAT? You might be surprised to find that a number of companies familiar to us are foreign owned. And, you might also be surprised at the number of well-known companies that derive more than half of their revenues from global operations. 2. WHAT’S YOUR GLOBAL PERSPECTIVE? Most U.S. children study only English in School. It’s not unusual for Germans, Italians, or Indonesians to speak three or four languages. Americans tend to think of English as the only international business language and they dont see a need to study other languages. A. Parochialism is defined as a selfish, narrow view of the world and an inability to recognize differences between people. Parochialism is an obstacle for many U.S. managers and stems from monolinguism. B. Managers might have one of three perspectives or attitudes toward international business. (See Exhibit 4.1.) 1. An ethnocentric attitude is the parochialistic belief that the best work approaches and practices are those of the home country (the country in which the company’s headquarters are located). 2. A polycentric attitude is the view that the managers in the host country (the foreign country where the organization is doing business) know the best work approaches and practices for running their business. 3. A geocentric attitude is a world-oriented view that focuses on using the best approaches and people from around the globe. 4. To be a successful global manager, you need to be sensitive to differences in national customs and practices. (See Exhibit 4.2. for cultural blunders) 3. UNDERSTANDING THE GLOBAL ENVIRONMENT. Several significant forces are reshaping the global environment that managers face. Two important features of the global environment are regional trading alliances and the different types of global organizations. A. Regional Trading Alliances. Regional trading alliances are reshaping global competition. It’s no longer country versus country, but region agai