Take a look at the new breed of international managers educated according to the most modern management philosophies. They all know that in the SBU, TQM should reign with, with products delivered JIT, where CFTs distribute products while subject to MBO. (SBU – strategic business unit, TQM – total quality management, JIT – just-in-time, CFT – customer first team, MBO – management by objectives.)
But just how universal are these management solutions? Are these “truths” about what effective management really is – truths that can be applied anywhere, under any circumstances?
Even with experienced international companies, many well-intended universal applications of management theory have turned out badly. For example, pay-for-performance has in many instances been a failure on the African continent because there are particular, though unspoken, rules about the sequence and timing of reward and promotions. Similarly, management-by-objectives schemes have generally failed within subsidiaries of multinationals in southern Europe, because managers have not wanted to conform to the abstract nature of preconceived policy guidelines.
Even the notion of human resource management is difficult to translate to other cultures, coming as it does from a typically Anglo-Saxon doctrine. It borrows from economics the idea that human beings are resources like physical and monetary resources. It tends to assume almost unlimited capacities for individual development. In countries without these beliefs, this concept is hard to grasp and unpopular once it is understood.
International managers have it tough. They must operate on a number of different premises at any one time. These premises arise from their culture of origin, the culture in which they are working, and the culture of the organization which employs them.
In every culture in the world such phenomena as authority, bureaucracy, creativity, good fellowship, verification and accountability are expected in different ways. That we use the same words to describe them tends to make us unaware that our cultural biases and our accustomed conduct may not be appropriate or shared.
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A. There are certain popular universal truths about management which can successfully be applied in various cultural contexts.
B. Cultures are so varied and so different throughout the world that management has to take into account differences rather than simply assume similarities.
C. Effective management of human resources is the key to everyone achieving their full potential.
2. Read the text again. Identify the following (the Russian language is preferable):
1) the problem with universal management solutions;
2) an example of the failure of pay-for-performance;
3) an example of the failure of management-by-objective scheme;
4) the problem with human resource management;
5) three cultures affecting international managers;
6) six areas in which different cultural interpretations apply.
SMALL TALK.
How to make small talk.
I. Read the article below about small talk to find:
a) what small talk is;
b) three topics that you can make small talk about;
c) two topics that you can’t make small talk about;
d) two tips for managing small talk.
WHAT IS SMALL TALK?
Your company sends you to an important international conference in the USA. While you are traveling from the hotel to the conference centre you meet somebody who works for the Spanish division of your company for the first time. The conversation that you have will probably be what we call small talk.
What do people make small talk about?
There are certain safe topics that people usually make small talk about. The weather is probably the number one thing. Sometimes even friends and family members discuss the weather when they meet or start a conversation. Sports news is a common topic, especially if a local team is doing extremely well or badly. If there is something that you and the other people have in common, that may also be acceptable to talk about. For example, if the bus is full and there are no seats
Unit 3
available you might talk about reasons why.
There are also some subjects that are not considered acceptable when making small talk. Personal information such as salaries or divorce are not talked about between people who do not know each other well. Negative comments about another person not involved in the conversation are also not acceptable; when you do not know a person well you cannot be sure who their friends are. It is also not wise to continue talking about an issue that the other person does not seem comfortably with or interested in. Lastly, avoid one word answers and ask questions to show that you want to keep the conversation going.
II. Many people say that the worst part of a business meeting is lunch!
When you don’t know your business partner very well, it can be difficult to find “safe” non-business topics.
Look at the topics below and discuss which ones are safe and which might cause offence. You may add other examples of safe topics or topics that might
cause offence.
Personal topics: General interest topics:
Family Films
Marriage or relationships Sport
Hobbies or special interests Travel
Religious beliefs Art and architecture
The other person’s country: Topics people have strong opinions about
Climate World affairs
Political situation Social problems
Food/customs Environment
History Money
III. Look at the tips for small talk below. Do you think the tips are useful?
Tips for small Technique 1. Always wear a Whatzit.
talk.
Some people have developed a clever technique that
works well for social or corporate networking purposes.
The technique requires no special skill on your part, only
the courage to wear a Whatzit.
A Whatzit is anything unusual – a unique brooch, an
interesting scarf, a strange tie, a funny hat. A Whatzit
is any object that draws people’s attention so that they
walk over and ask: “Uh, what’s that?”
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Technique 2. Whoozat?
What to do when you haven’t got a Whatzit…
Like a politician, go to the host and say, “That
man/woman over there looks interesting. Who
is he/she?“ Then ask for an introduction.
or
Find out about the stranger’s job, interests or
hobbies. The host might say, “Oh, that’s Joe
Smith. I’m not sure what his job is, but I know
he loves to ski.” Aha, you’ve just been given
the icebreaker you need. Now walk over to Joe
Smith and say, ”Hi, you’re Joe Smith, aren’t
you? Susan was just telling me what a great
skier you are. Where do you ski?”
Technique 3.
Boston-based company have designed a conference badge with a
difference: delegates enter information about their jobs and interests.
When they meet another person with similar hobbies, the interactive
Badges introduce the wearers and tell them what they have in common.
The aim is to make networking easier by using the badge to help start conversation.
SPEAKING.
Ex.1. What information would you put on your badge? Make a badge for yourself
and include information about:
a) your job
b) your interests outside work
c) something interesting or surprising about who you are or what you do.
Use no more than ten words for each topic.
Ex.2. Move around the room introducing yourself and shaking hands. Use the information on the badge to start a short conversation with each person. Talk to as many people as you possible and move on to a new person after one or two minutes.
Ex.3. Answer the following questions:
1. Did you find it easy or difficult to start a conversation?
2. What did you find most difficult?
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3. Did the badges help? How?
4. What did you talk about with different people?
Ex.4. Do you think a badge is a useful idea to help break ice when starting a conversation?
Imagine you are attending a conference where you don’t know anyone. It is
first coffee break and lots of people are standing around talking. How would
you start a conversation? What techniques can you think of to join in a
conversation with a group of people? Would you use the same techniques
to break the ice with an individual?