Global Management
...nce: a cultural measure of the extent to which a society accepts the unequal distribution of power in institutions and organisations. (2) Uncertainty Avoidance: A cultural measure of the degree to which people tolerate risk and unconventional behaviour. (3) Individualism: a cultural dimension in which people are supposed to look after their own interests and those of their immediate family vs Collectivism: A cultural dimension in which people expect others in their group to look after them and protect them when they are in trouble. (4) Quantity of Life: A national culture attribute describing the extent to which societal values are characterised by assertiveness and materialism vs Quality of Life: An attribute that reflects the emphasis placed on relationships and concern for others. (5) Time Orientation: Reflects whether people look toward the future and value thrift and persistence (long-term orientation) or value personal stability and living inn the present (short –term orientation). This national culture has a greater effect on the managers and employees than does the organisational culture. Hence, this initially implies the importance that cultural differences play in international management. It effects and takes in to consideration the difference in the country’s stories (significant events or people), rituals (goals and key values), material symbols (in creating the organisation’s personality) and language (a way to attest to their acceptance of the culture). Managers must become accustomed to and adapt to these cultural elements in order to create a successful organisation. One such success story is that of the company “Virgin”. They are the third most recognised brand in the UK, and have expanded globally to Australia, USA, Japan, South Africa and Singapore, and so are aiming to become the first global brand of the 21st Century. They have created over 200 companies worldwide, employing over 25,000 people. Their total revenues around the world in 1999 exceeded £3 billion (us$5 billion). “We believe in making a difference. In our customers' eyes, Virgin stands for value for money, quality, innovation, fun and a sense of competitive challenge. We deliver a quality service by empowering our employees and we facilitate and monitor customer feedback to continually improve the customer's experience through innovation.” (SMH. 15/03/2003) In their success, they review the industry and the context, and esse...