Cross Cultural Management

Executive Summary The aim of this report is to provide a exemplar for understanding the differences in the cultures of India and China and to highlight the adjustments that will take in to be made by ABC Ltd. which is based in Northampton, UK to succeed in the innovation & co-operation of solar technology solutions in these two countries (Bhasin, 2007). In this paper we have used the diachronic background of cultures in India and China to define value, traditions, and attitudes. It also highlights the non-homogeneous cross cultural problems and adjustments which the company has to make in army to succeed in India and China. The Conclusion has been drawn after the lengthy research in different cross cultural areas where making a small adjustment will make a big difference. To support our research we have used confused models which have been discussed by the famous authors equivalent Hofstede and Trompenaars. It also highlights the implications of these cultural differences on management and team subdivisions practices. 1. Cooperative Strategies 2. Conflict management 3. Decision making 4. Work-group characteristics and 5. Motivation system. With the uphold of these aspects few conclusive recommendation are made to asseverate the CEO and the managers of the company to be aware of varying cultures which would table service them to have a long-term relationship and successful negotiations. plug-in of Contents 1. Introduction…………………………………………………………………………………………………………….. 4 2.

Literature Review………………………………………………………………………………………………… 5 1. Geert Hofstede Five Dimensions Model…………………………………………………………… 5 1. place Distance Index……………………………………………………………………………………………………… 6 2. Individualism Vs Collectivism…………………………………………………………………………………………… 6 3. Masculinity Vs muliebrity………………………………………………………………………………………………… 7 4. Uncertainty Avoidance…………………………………………………………………………………………………….. 7 5. Long-term Orientation Vs Short-term... If you want to corroborate a full essay, order it on our website: Orderessay

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