Вуз и реальный бизнес маркетинг и менеджмент роста и развития

Hall’s point of view on the identification of two categories of culture which have an impact on business operations and organizational performances. They are High Context Culture and Low Context Culture. High Context categories have a very high established homogenous view in terms of religious values, nationality and beliefs and attitudes. In this regard, the communication aspects are given consideration such as gestures and body language. While the Low Context Culture notes that the concept of communication is more identified in formal written records [1, p. 32–34].

The next theorist and cultural theory that will be considered is the cross-cultural management theory of Geert Hofstede. Hofstede’s five dimensions (Power Distance, Individualism/Collectivism, Masculinity/Femininity, Uncertainty Avoidance, Long-term Orientation) can help managers classify cultures and predict organizational and managerial styles. In addition, this can also help to implement management strategies easily. Table 2 provides with the examples of cultural dimensions of different levels in different countries.

Different countries have different scores in terms of Hofstede’s cultural dimensions. Uncertainty avoidance dimension and Power distance dimension identify several groups of countries characterized by high level of tendency to avoid uncertainty and high power distance.

In terms of cultural orientation, US is a highly masculineoriented and individualistic country. Herein, their managers emphasise on individual action and self-interest. While Russia is a femi- nine-oriented culture and it has other values. In terms of relationship

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among people, the US culture is less relationship-oriented. Employee relationships on American leaders are directed to maximum achievement of goals and disregard personal attributes of employees. For American leaders, results should benefit the whole organisation while for Russian leaders, results should benefit both organisation and the individual [3, p. 43–47].

As it was already mentioned globalization brings diversification and consequently new challenges for any culture. That is why in order to be a success in cross cultural management any representative of any culture should possess the following skills, key skills for a successful global business:

1.Self-knowledge: understanding your own cultural values and how they affect your attitudes and behaviors.

2.Global thinking: staying informed on global trends and

events.

3.Cultural curiosity: observing cultural behaviors in a nonjudgmental way.

4.Flexibility: adapting gracefully to a wide spectrum of operational practices, business styles, and social environments.

5.Managing diversity: getting people who are from different backgrounds to work together effectively as unified teams.

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6.Сredibility: exercising integrity, openness, trustworthy behavior, and candor in all your interpersonal dealings.

7.Patience: working with other people's needs and timetables, keeping your focus on long-term goals, and not wasting your goodwill capital on getting immediate results.

In conclusion, we can assume that throughout the years, different theorists had been able to recognize and identify the significant role of culture in management. The interest for these business aspects had been reviewed in various manners. The interest in the study of culture has been raised because of the constant evolution of the global business. By and large, it can be said that in order for the Russian managers to be a success in global setting, the manager should be able to know the foreign partners behaviour and know how to behave himself.

References

1.Hall E.T. Beyond Culture. – New York: Anchor Press, 1989. –

298 p.

2.Hofstede G. Software of the mind. – New York: McGrawHill, 1997. – 279 p.

3.Hofstede G. Culture’s Consequences: Comparing Values, Behaviors, Institutions and Organizations across Nations. – Thousand Oaks, CA: Sage, 2001. – 596 p.

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ПРЕПОДАВАТЕЛИ, УЧАСТВОВАВШИЕ

ВПОДГОТОВКЕ СТУДЕНЧЕСКИХ СТАТЕЙ

1.Андреева Ольга Юрьевна – канд. социол. наук, доцент кафедры менеджмента и маркетинга ПНИПУ.

2.Ахметова Светлана Геннадьевна – канд. экон. наук, доцент кафедры менеджмента и маркетинга ПНИПУ.

3.Бельмас Светлана Михайловна – ст. преподаватель кафедры менеджмента и маркетинга ПНИПУ.

4.Гоголева Татьяна Витальевна – ст. преподаватель ВШБЭ ПНИПУ, направление «Прикладная информатика в экономике».

5.Дробышева Екатерина Александровна – ст. преподаватель кафедры менеджмента и маркетинга ПНИПУ.

6.Ершов Константин Олегович – ст. преподаватель кафедры менеджмента и маркетинга ПНИПУ.

7.Ивашова Елена Александровна – ст. преподаватель ВШБЭ ПНИПУ, направление «Прикладная информатика в экономике».

8.Кошин Владимир Александрович – ст. преподаватель кафедры менеджмента и маркетинга ПНИПУ.

9.Марков Денис Анатольевич – канд. экон. наук, доцент кафедры менеджмента и маркетинга ПНИПУ.

10.Остапенко Галина Фоминична – канд. экон. наук, доцент кафедры менеджмента и маркетинга ПНИПУ.

11.Перский Юрий Калманович – д-р экон. наук, профессор кафедры менеджмента и маркетинга ПНИПУ.

12.Попов Виктор Леонидович – д-р техн. наук, профессор кафедры менеджмента и маркетинга ПНИПУ.

13.Суздалева Гульназ Ришатовна – ст. преподаватель кафедры менеджмента и маркетинга ПНИПУ.

14.Фролов Сергей Евгеньевич – ст. преподаватель кафедры менеджмента и маркетинга ПНИПУ.

15.Черновалова Галина Алексеевна – ст. преподаватель кафедры менеджмента и маркетинга ПНИПУ.

16.Шахова Наталья Владимировна – канд. экон. наук, доцент кафедры менеджмента и маркетинга ПНИПУ.

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Научное издание

ВУЗ И РЕАЛЬНЫЙ БИЗНЕС: МАРКЕТИНГ И МЕНЕДЖМЕНТ РОСТА И РАЗВИТИЯ

Материалы VI Краевой научно-практической конференции (г. Пермь, 5 апреля 2013 г.)

Редакторы и корректоры Е.Б. Денисова,

В.В. Мальцева, И.А. Мангасарова, Н.А. Панова

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Подписано в печать 2.04.2013. Формат 60×90/16. Усл. печ. л. 16,625. Тираж 50 экз. Заказ № 61/2013.

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