# Business insights. Баутина И.В - 31 стр.

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• ## Иностранный язык

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should reign, with products delivered JIT, where CFTs distribute products while
subject to MBO.
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 typical 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 this beliefs, this concept is hard to grasp and
unpopular once it is understood.
International managers have it tough. They must operate in 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 experienced in different ways.
That we use the same words to describe them tends to make unaware that our
cultural biases and our accustomed conduct may not be appropriate, or shared.
The problem with “universal| management solutions
the failure of pay-for-performance
the failure of management by objectives scheme
the problem with human-resource management
three cultures affecting international managers
six areas in which different cultures interpretations apply
pay-for-performance – оплата по результатам
Timing – согласование во времени
Preconceived – предвзятый
Capacity - способность
should reign, with products delivered JIT, where CFTs distribute products while
subject to MBO.
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 typical 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 this beliefs, this concept is hard to grasp and
unpopular once it is understood.
International managers have it tough. They must operate in 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.
pay-for-performance  оплата по результатам
Timing  согласование во времени
Preconceived  предвзятый
Capacity - способность

In every culture in the world such phenomena as authority, bureaucracy, creativity,
good fellowship, verification and accountability are experienced in different ways.
That we use the same words to describe them tends to make unaware that our
cultural biases and our accustomed conduct may not be appropriate, or shared.

�   The problem with universal| management solutions
�   the failure of pay-for-performance
�   the failure of management by objectives scheme
�   the problem with human-resource management
�   three cultures affecting international managers
�   six areas in which different cultures interpretations apply

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