Culture Sensitive Management

 

As such, the rise of the multinational corporation (MNC) has paralleled the spread of democracy and capitalism throughout the world, and the evolution of computer/information technology, which made the world, once a diverse and antagonistic hodgepodge of countries, into one mass-marketable and more accessible group of people. This analysis will illustrate the role of MNCs in the modern world economy, giving illustrations of management successes and failures that many corporations have experienced in their goal of securing these foreign markets. The current transition from MNC to Global Corporation will also be analyzed along with global management standards. A conclusion will address the future of MNCs in light of the ever-developing global marketplace and economy.

Two developments over the past thirty years have combined to create a more homogenous and sensitive world of people, cultures and markets. One of these is the increased amount of foreign direct investment by America and other countries. Even though most Americans seemed in a general panic during the 1980s, over the fact that many American companies were being purchased by foreign investors (Firestone bought by Japan, Bloomingdales and Federated bought by a Canadian, Farmer's Group b

Even though Wallace can not speak Japanese (he's being tutored) and Scardino has a Texas drawl they have still been successful in being able to speak the same language and inhabit a common culture. This is because they are very adept at breaking down some of the cultural barriers that have stood firm in the face of traditional management efforts. Further, their management styles are a combination of more than one nation's management approach. In this way they have been able to drive cross-border advertising while being able to adapt enough to take advantage of the global economy, "With surprising speed, multinationals have come to speak the same language and inhabit a common culture. The corporate equivalent of McWorld has bred a new kind of executive-call him, or her, globoboss-who is breaking down cultural barriers. How does one qualify as a topnotch globoboss? First, learn their language. Global managers speak a patois of straight-shooting American pragmatism, Japanese-inspired management ideas (like kaizen, or continuous improvement) and MBA jargon (strategic resource allocation). They're tough, smart and flexible enough to surf the slipstream of the global economy," (Hirsh, 1996: 1).

What really is the Maastricht treaty about? What is the deregulation process truly about? Taken together, they are mostly about creating an environment where competition, efficiency and profit can set the tone of economic activity, rather than facilitate full lives and lifestyles. In addition, even though I think the process of globalization is rather natural, I think the manner in which it is being carried out now is definitely not. Indeed, rather than seeing globalization, we're actually seeing an Americanization of the world economy. That's where I think that people have a lot of problems. We're not going to have an underclass. There's nothing more expensive in the long run than building one up. Business can't think beyond shareholder value.

 

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