Варіант 3. Multinational Management

Multinational Management

1. Different authors attempted to profile the typical ‘multinational manager’. According to their collective portrait, he (or presumably she) will be a college graduate with M.B.A. degree, will speak fluently at least one foreign language, will be able to work effectively in different cultures, will understand customs, business and political system of the country where his company operates and will also have a broader, global outlook. Multinational managers spend much of their time working overseas. They have to deal with people who have a different language, customs, religion and business practices. Misunderstanding in cross-cultural communication might arise on different points. Some of them are: status, interpersonal relationship, loyalty, nepotism and courtesy.

2. Status. The Protestant cultures such as the USA. Canada, Great Britain, Germany are essentially individualist, where status has to be achieved. You don’t automatically respect people just because they’ve been in a company for many years. A young, dynamic, aggressive manager with M.B.A. can quickly rise in the hierarchy. In most Latin and Asian countries, on the contrary, status is automatically accorded to the boss, who is more likely to be in his fifties or sixties than in his thirties. This is particularly true in Japan, where companies traditionally have a policy of promotion by seniority. Interpersonal relationship is another point to be taken into consideration. Latin Americans put such considerations as quality of interpersonal relationship, trust, and mutual understanding over efficiency, costs, timing and deadlines. In contrast, Americans are amazed that anyone can put such considerations over profit.

3. Nepotism. American managers found that work in Saudi Arabia is not considered a central life interest, and that family responsibilities take priority. In the Arab world, what westerners consider nepotism, i.e. obligation to family and relatives, comes before the job and company. Courtesy. One of the greatest difficulties in communication multinationally is the concept of what is polite. The Chinese, as well as many Asian peoples, have a great fear of offending others while American communication style of praise and criticism causes great discomfort. Managers working abroad need various skills.

I. Знайдіть у тексті та випишіть еквіваленти таких слів та словосполучень:

намагатися, той, хто закінчив вищий навчальний заклад, працювати за кордоном, мати

справу, міжособові відносини, кумовсьтво, ввічливість, добиватися/надавати статус,

брати до уваги, взаємопоразуміння, кінцевий строк, прибуток

Найдите в тексте и выпишите эквиваленты следующих слов и словосочетаний:

пытаться, выпускник, работать за рубежом, иметь дело, межличностные отношения,

кумовство, вежливость, добиваться/присваивать статус, принимать во внимание,

взаимопонимание, конечный срок, прибыль

II. Перекладіть письмово абзац 1.

Переведите письменно абзац 1.

III. Випишіть з тексту речення з модальними дієсловами та перекладіть їх.

Выпишите из текста предложения с модальными глаголами и переведите их.

IV. Поставте 5 запитань до абзацу 2 та запишіть їх.

Поставьте 5 вопросов к абзацу 2 и запишите их.

V. Дайте письмові відповіді на запитання.

Письменно ответьте на вопросы.

1. What is the profile of a typical ‘multinational manager’?

2. What can cause misunderstanding in international management?