ORGANIZATIONS AND CULTURES
This blog is an academic exercise part of the Organizations and Cultures´ course at the International Business Department of EAFIT University.
Friday, May 20, 2011
Non-verbal Communication
An announcement, a conversation, a gesture a symbol is some ways to communicate. The communication also differs depending on the culture and way of interpreting information.
Even with a greeting, American culture uses a handshake but Argentina for example prefer a kiss on each cheek to greet or to say goodbye, and oriental culture presents with a slight nod.
Other differences may occur with the tone of voice that even varies with the region to which you belong to, such a person from the coast has a strong voice that some people can categorize this as some want to draw attention, instead of that a person from capital will not talk more than necessary and maintains a dry tone and shocking sight and some people may be described this as arrogant act.
Religion can also influence the use of certain symbols such as the Red Cross accepted by western countries generally, but Muslim countries accept the Red Crescent instead of Read Cross and due to positioning of 27 countries recently was created the Red Crystal.
KENDRA CHERRY. 2011. Top 10 Nonverbal Communication Tips Improve Your Nonverbal Communication Skills With These Tips. http://psychology.about.com/od/nonverbalcommunication/tp/nonverbaltips.htm
Merging Processes in corporate culture positive and negative aspects
Merge is a Voluntary combination of two firms on roughly equal terms into one new legal entity. Mergers are effected by exchange of the pre-merger stock (shares) for the stock of the new firm. Owners of each pre-merger firm continue as owners, and the resources of the merging entities are pooled for the benefit of the new entity. If the merged entities were competitors, the merger is called horizontal integration, if they were supplier or customer of one another, it is called vertical integration. (BusinessDictionary.com. 2011)
According with this definition and using the example of companies like Almagran and Almacenar there are many more positives than negatives aspects to which companies face in this kind of process.
On the one hand the positive aspects are:
- Combine both knowledge and capital to expand operations
- Cover a larger market share
- Offers of integral services tailored to customers
- Greater support for their customers
On the other hand the negative aspects are:
- Communication problems between pre-merger companies
- The adaptation process can be difficult and slow
- The image of the company may be affected
- Lack of autonomy of any of the companies
AlziraSalama, Wayne Holland, Gerald Vinten, (2003) "Challenges and opportunities in mergers and acquisitions: three international case studies –Deutsche Bank-Bankers Trust; British Petroleum-Amoco; Ford-Volvo", Journal of European Industrial Training, Vol. 27 Iss: 6, pp.313 –321
Cross-cultural Environments and Organizational Learning strategies
Multinational corporations today face many challenges due to globalization that requires them to be at the forefront, as well as consumers have greater demands for better products and better prices. To be more competitive, companies use some organizational strategies where corporations noted the importance of using cross-cultural Influences in the style of government.
Cross-cultural environment allows to new organizations increasingly globalized, to adapt and to implement practices that seek to improve its Organizational learning, through the adoption of desirable characteristics inherent in each region, but making emphasis on the weaknesses of one, and exchanged it with the strengths of another, seeking the best of both worlds.
A Cross-cultural environment can bring different perspectives which helps to make other approaches to Organizational Learning, make alliances with other markets, among others
Von Glinow, Mary Ann, Debra L. Shapiro, and Jeanne M. Brett. 2004. "CAN WE TALK, AND SHOULD WE? MANAGING EMOTIONAL CONFLICT IN MULTICULTURAL TEAMS." Academy of Management Review 29, no. 4: 578-592.
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