Download Multicultural Behavior and Global Business Environments by Kamal Dean Parhizgar PDF

By Kamal Dean Parhizgar

This consultant for multiculutral administration defines the phrases and strategies of multiculturalism and discusses the suitable theories from psychology, administration, and ethics. particular chapters talk about the worldwide company surroundings, multiculutral knowing, cultural price platforms, identification, character, ethical and moral habit, cultural range versions, overseas religions, and coaching courses. Charts, maps, and tables are used to demonstrate particular cultural divergencies. Parhizgar teaches administration and overseas company at Texas A&M foreign college.

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Extra resources for Multicultural Behavior and Global Business Environments

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Employers and employees in a competitive global marketplace and market space must understand who they really are. Therefore, multinational corporations should strive to discover their strengths and weaknesses and then try to convert weaknesses to strengths. MULTICULTURALISM AND CULTURAL DIVERSITY For the clarity of the distinctive concepts and practices of cultural management, generally, there are two major sociopolitical and economic perspectives among nations which are operating in the field of international business: (1) multiculturalism and (2) cultural diversity.

Since multicultural behavioral knowledge is a powerful managerial tool for conducting international business, it is within the described context that it has placed international business as its focal point of interest. Definition of Cultural Diversity Cultural diversity means the representation of majority and minority groups in a society according to their historical family wealth and political influence. It makes a distinction among ethnicity, race, color, gender, and wealth. It makes people different, with distinctly different group affiliations of cultural significance.

Interesting work 2. Pay 3. Job security Netherlands 1. Autonomy 2. Interesting work 3. Interpersonal relations Israel 1. Interesting work 2. Pay 3. Job security West Germany 1. Pay 2. Job security 3. Interesting work Japan 1. Person-job match 2. Interesting work 3. Autonomy Source: Harpaz, I. (1990). ” Journal of International Business Studies, Vol. 21, pp. 75-93. needs must be satisfied before higher-level needs become activated” could be challenged. This hypothetical assumption is not valid in different cultures, specifically in most European industrialized nations.

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