Cross-cultural management is the creation and application of technologies for managing cultural diversity in the context of economic globalization. (Bunina V. G. "Cross-cultural management and intercultural communication"). In the foreign literature on management, the terms "cross-culture" and "cross-cultural management" have received steady circulation since the beginning of the era of globalization, i.e. around the mid 70's.

There are hundreds of definitions of culture, each of which is correct and characterizes one or another side of this concept. With regard to the subject matter, i.e. to the role of culture in cross-cultural management, it is worth highlighting the following definition: culture is an established set of value orientations, behavioral norms, traditions and stereotypes, adopted in a given country or group of countries and assimilated by an individual.

The most famous and recognized worldwide definition of the concept of "culture" in relation to cross-cultural management is the definition of Geert Hofstede.

It consists of only three words and sounds like this: culture is the software of the intellect ("software of the mind"). Another interpretation of the same: culture is the collective programming of the intellect.

D. Ronen

The way of life of a particular people or ethnic community.

) D. Daniels and L. Radeba

Culture consists of specifically learned norms based on the attitudes, values ​​and beliefs that exist in every society.

"Management of a modern company", "Fundamentals of cross-cultural management"

Culture is an established set of value orientations, behavioral norms, traditions and stereotypes, adopted in a given country or group of countries and assimilated by an individual.

One of the components of any national culture is the national business culture, or the culture of doing business. The national business culture includes, first of all, the norms and traditions of business ethics, standards and rules business etiquette and protocol. It is always a kind of "reflection" of the norms, values ​​and rules adopted in a given national culture.

The main parameters and characteristics of culture

Based on the collected and systematized information in the early 80s. the first attempts are made to classify the types of business and organizational cultures, classification parameters or characteristics are distinguished.

To date, 5 cultural parameters described by the Dutch scientist G. Hofstede have received the greatest recognition. The parameters formulated by the American scientist E. Hall and the Dutch scientist F. Trompenaars are also widely known. In total, up to 30 different parameters are proposed in the works of various researchers today.

With a certain degree of conventionality, these parameters can be combined into four large groups.

1. Relation to time.

2. Attitude towards nature.

3. Interpersonal relationships.

4. Types of corporate cultures

Relation to time

Different business cultures treat time differently. It is obvious, however, that the successful management of an organization becomes more difficult if the employees involved in it perceive and value time differently.

Business cultures are divided into polychronic and monochrome.

For representatives of monochronic cultures (Scandinavia, England, Germany, the USA, etc.), an important psychological attitude in business is consistency and concentration on one thing in each this moment. Time is taken seriously here. Accuracy and punctuality are seen as a virtue and an indispensable attribute of a serious businessman. The simultaneous occupation of several issues is considered bad form, inability to organize oneself.

Representatives of polychronic cultures (Asian, Latin American, Arab countries, southern Europe, as well as Spain and Portugal), on the contrary, consider it normal to do several things at the same time. The systematic shifts in the schedule that occur because of this, etc. Here they are perceived generally calmly. It is obvious that in this case, part of the cases is not completed on time. Russia also tends to polychronic culture.

Attitude towards nature

In different national cultures there is a different attitude towards nature. It can be domination over nature, harmony or submission to it. In a number of countries, people, opposing themselves to nature and feeling superior to it, are trying to subjugate environment, conquer nature. Russia is one of them. The projects of the former USSR on turning back the northern rivers are widely known. This approach is inherent in most developed countries and often causes irreparable harm to the environment. Other peoples, especially in Asia, live in harmony with the environment, feeling like a part of nature. In some countries, mostly in the third world, a subordinate attitude towards nature dominates, and people do not take any measures to cope with the impending catastrophes. The attitude of a person to nature forms a certain way of thinking, worldview, is reflected in stereotypes of behavior, assessments of ongoing events.

· Interpersonal relationships

National culture, forming a system of basic values ​​and social stereotypes, predetermines various models behavior of people from different countries in seemingly absolutely similar situations.

The Dutch researcher of cross-cultural management G. Hofstede, based on the processing of the results of a survey of 115 thousand employees of the company "IBM" in 75 countries, identified four most important parameters of business culture: the ratio of individualism and collectivism; power distance; the ratio of masculinity and femininity; attitude towards uncertainty. As a result of additional research carried out in China, Japan and the countries of Southeast Asia, the four factors of culture were supplemented by another, somewhat apart, oriental factor. It was called by G. Hofstede a factor of Confucian dynamism and reflected the ratio of long-term and short-term orientation in the business culture of different countries.

Business culture parameters are dilemmas or preferences, where each national culture takes its place on a scale between the extremes of 0 and 100%.

AT Within this model, attention should be paid to the characteristics of culture.

Culture is a dynamic concept

Culture is always a collective and social phenomenon (it is not genetically inherited, a person learns culture)

Culture is based on human nature and is complemented by the individual characteristics of a person's personality.

It is in the family, at school and at work that the characteristics of different cultures manifest themselves most prominently.

Cultural parameters G. Hofstede

Confucian Dynamism (Long Term Orientation)

The degree to which a society demonstrates a pragmatic and future-oriented approach in evaluating various phenomena and processes.

A high degree of Confucian dynamism means:

Acceptance of the existence of several correct points of view at the same time, the possibility of multiple truths and truths in different periods and in different contexts of what is happening;

Pragmatic (as opposed to traditional, habitual) approach to events and phenomena;

Long-term orientation;

Willingness to change and the results (both positive and negative) that they will bring;

Willingness to participate in projects ending in the distant future, during the lifetime of the next generations;

Willingness to live for the sake of the future, including investing by shifting today's expenses (= meeting needs) into the future.

There are societies in which people are used to planning their lives and have a planning horizon for decades ahead, it is believed that this indicator is highest in countries

South-East Asia. On the contrary, there are cultures where orientations are short-term - where everything can change very quickly, people are not inclined to plan anything, they make decisions about their lives emotionally, according to circumstances.

Collectivism and individualism

Collectivism is understood as such a system of values, in which a person perceives himself first of all as part of a group, and only then as a separate person.

In the individualist system of values, the individual comes first.

Characteristics of countries with a high degree of individualism

People openly express criticisms of their colleagues.

Hiring and promotion are related only to the merits of a given person.

Management is focused on the individual, not the group. - Everyone focuses on personal success and career.

Society is distinguished by a high living class and constitutes a solid stratum.

High level of freedom of the press.

Japan is usually cited as an example of a national culture with a maximum degree of collectivism. With the maximum degree of individualism - the United States.

power distance

Power distance refers to the degree of inequality in the distribution of power in a society or organization that is perceived by members of the society as normal and self-evident, and in which members of the society feel

yourself comfortably.

Cultures with high power distance tend to be tolerant of authoritarian leadership styles and servility. They are characterized by a marked persistence of inequality in status both in formal and informal relations.

Characteristics of countries with high power distance

Employees prefer not to openly express disagreement with the opinion of their superiors.

The most common is the autocratic nature of power.

Subordinates wait to be told what to do. -The ideal leader is either extremely autocratic, or acts as a kind of "father of the family."

The gap in the wages of employees can exceed twenty times the level.

It is common for managers to have privileges that are perceived as normal.

Power distance is greatest in Eastern cultures. Opposite pole - Northern Europe, England, USA. High power distance is noted in Russia and the CIS countries.

Relationship between masculinity and femininity

Masculinity - commitment to such values ​​as records, heroism, perseverance in achieving goals, material success, etc.

Femininity (femininity) - commitment to such values ​​as building smooth relationships, a tendency to compromise, modesty, caring for others, comfort, quality of life, etc.

Russia is a country with a predominance of a masculine culture. Also countries with a masculine culture include the United States, Germany, Switzerland, England.

The most feminine traditionally include the cultures of the Scandinavian countries, Denmark and Holland.

Social Characteristics of "Courageous" Countries

Career and material well-being are the main indicators of success.

Real men are people who are ambitious, determined and tough.

The emphasis, even among friends, is on competition and high performance.

In fact, people live in the name of work. (And do not work in order to live.)

A good leader should not consult with the team, but resolve issues.

The main method of conflict resolution is force.

A woman - a politician or a major manager - is a rarity.

Uncertainty avoidance

Uncertainty avoidance is a degree of uncertainty, instability, ambiguity, which in a given culture is perceived as normal and in which members of society feel comfortable.

Uncertainty avoidance should not be confused with risk avoidance. Risk is associated with fear, and uncertainty is associated with anxiety. The risk is caused by a specific event. Uncertainty and anxiety may not have an object.

Social characteristics of countries with a high degree of uncertainty avoidance

Residents are usually negatively disposed towards power structures.

Manifestations of nationalism are frequent, irritation towards national minorities is widespread.

The majority of the population is distrustful of young people. There are unwritten rules that link promotions to age.

People tend to rely more on the opinions of specialists and experts than on common sense and worldly experience.

Transferring to another job or moving to a new place is a serious event that requires a great concentration of psychological forces.

Countries with a low degree of uncertainty avoidance include England, Scandinavian countries (except Finland), Denmark, USA. The countries with a high degree of uncertainty avoidance are Germany, Belgium, Austria, Switzerland, the countries of Southern and Western Europe. The business culture of Russia and the CIS countries has an above-average level of uncertainty avoidance.

Gordeev R.V.

The internationalization of business and the economy, for all its benefits, has nevertheless become a global problem. Businesses are increasingly becoming international, and business schools are increasingly emphasizing the need to internationalize the views of managers. For operating organizations, this means that cultural differences need to be taken into account more broadly.

Entrepreneurship goes far beyond national boundaries, involving all more people with different cultural backgrounds. As a result, cultural differences begin to play an increasing role in organizations and have a stronger impact on the marginal efficiency of business activities. This is where cross-cultural issues arise. international business- contradictions when working in new social and cultural conditions, due to differences in stereotypes of thinking between individual groups of people. The formation of human thinking occurs under the influence of knowledge, faith, art, morality, laws, customs and any other abilities and habits acquired by society in the process of its development. You can feel these differences only by merging with a new society - the bearer of a different culture.

In international business, cultural factors create the greatest challenges. That is why a correct assessment of the differences in national cultures and their adequate consideration are becoming more and more important. The complex and multi-level structure of culture, which determines the diversity of its functions in the life of each society, also forces one to take into account the factors of the cultural environment. The informational, cognitive, normative, symbolic and value functions of culture are distinguished.

The information function of culture lies in the fact that culture, which is a complex sign system, is the only means of transferring social experience from generation to generation, from era to era, from one country to another. Therefore, it is no coincidence that culture is considered the social memory of mankind.

The cognitive function is closely connected with the first and, in a certain sense, follows from it. Culture, concentrating in itself the best social experience of many generations of people, acquires the ability to accumulate the richest knowledge about the world and thereby create favorable opportunities for its knowledge and development. It can be argued that a society is as intellectual as the richest knowledge contained in the cultural gene pool of mankind is used. All types of society differ significantly primarily on this basis. Some of them demonstrate an amazing ability through culture, through culture, to take all the best that people have accumulated and put it at their service. It is they (Japan, for example) who demonstrate tremendous dynamism in many areas of science, technology, and production. Others, unable to use the cognitive functions of culture, are still inventing the “bicycle”, and thereby dooming themselves to social anemia and backwardness.

The normative function is associated primarily with the definition of various aspects, types of social and personal activities of people. In the sphere of work, everyday life, interpersonal relations, culture in one way or another influences the behavior of people and regulates their actions, actions, and even the choice of certain material and spiritual values. This function of culture is supported by such normative systems as morality and law.

The symbolic function of culture is the most important in the system of culture. Representing a certain sign system, culture implies knowledge, possession of it. Without studying the corresponding sign systems, it is not possible to master the achievements of culture. Thus, language (oral or written) is a means of communication between people. The literary language acts as the most important means of mastering the national culture. Specific languages ​​are needed for knowing the special world of music, painting, theater.

The value function reflects the most important qualitative state of culture. Culture as a certain system of values ​​forms a person's well-defined value needs and orientations. By their level and quality, people most often judge the degree of culture of a person.

So, culture is a multifunctional phenomenon. But all its functions are somehow directed towards one thing - towards human development.

Any business is connected with a system of relations between people, and in order to succeed in the international market, which primarily consists of people, one must learn to understand the process of forming a human personality, that is, the process of “entering” a culture, assimilation of knowledge, skills, norms of communication, social experience. Understanding this, you can understand many things in the market.

In terms of geographical, spatial, the international market is the largest in the world, since it is possible to sell products and services in many countries. Territorial borders do not play any role, much more important are the cultural borders that divide the world. It is possible to sell the same goods and services over a wide area, but it is important to take into account the significant differences between consumers from different cultures areas. That is why it is important, first of all, to understand the structure of cross-cultural problems, that is, to characterize the variables that shape the cultural environment of international business. This will provide a certain degree of visibility - a clear understanding of cross-cultural issues and ways to improve. international management.

The very word culture is perceived in different ways: at the level of everyday consciousness - as a set of behaviors and customs, and among culturologists and sociologists in accordance with the definition of culture as “a specific way of organizing and developing human life, represented in the products of material and spiritual labor, in the system social norms and institutions, in spiritual values, in the totality of people's relations to nature, to each other and to themselves.

It is possible to understand the essence of culture only through the prism of the activities of man, the peoples inhabiting the planet. Culture does not exist outside of man. It is initially associated with a person and is generated by the fact that he constantly strives to seek the meaning of his life and activity, and, conversely, there is neither society nor social group, no man without culture, outside of culture. Culture reveals the spiritual world of a person, his “essential forces” (abilities, needs, worldview, knowledge, skills, social feelings, etc.). In this way, culture acts as a measure of the realization and development of the essence of man in the process of his social activities, "as the measure of a man." By creating a material or spiritual product, a person objectifies himself in it, and not only his social essence, but to some extent his individuality.

Any person, coming and living in this world, first of all masters the culture that has already been created before him, and thereby masters the social experience accumulated by his predecessors. Culture, its values ​​necessarily fall on the specific individuality of a person: his character, mental warehouse, temperament and mentality. But at the same time, a person contributes to the cultural layer and, consequently, enriches, fertilizes, improves it.

Culture is a very complex, multi-level system. For specialists involved in its structuring, many difficult problems arise, many of which have not been overcome so far. Probably all this served as the basis for considering the structure of culture as one of the most complex. On the one hand, these are the material and spiritual values ​​accumulated by society, the layering of eras, times and peoples, fused together. On the other hand, it is a “live” human activity, based on the legacy left by 1200 generations of our kind, fertilizing and passing on this legacy to those who will replace the living ones.

And yet, the structuring of culture, justified and logically verified, is possible. To do this, it is important to correctly determine the basis of such a division. Today it is customary to subdivide culture according to its carrier. Depending on this, it is quite legitimate, first of all, to single out world and national culture. World culture is a synthesis of the best achievements of all national cultures of various peoples inhabiting our planet.

National culture, in turn, acts as a synthesis of cultures of various strata and groups of the corresponding society. The originality of the national culture, its well-known originality and originality are manifested both in the spiritual (language, literature, music, painting, religion) and in the material (features of the economic structure, housekeeping, traditions of labor and production) spheres of life and activity.

In accordance with specific carriers, the cultures of social communities (class, urban, rural, professional, youth), families, and the individual are also distinguished.

Culture is divided into certain types and genera. The basis for such a division is the consideration of the diversity of human activity. This is where material culture and spiritual culture stand out. However, it must be borne in mind that their subdivision is often conditional, since in real life they are closely interrelated and interpenetrate each other.

An important feature of material culture is that it is not identical with either the material life of society, or material production, or material-transforming activity. Material culture characterizes this activity from the point of view of its influence on the development of a person, revealing to what extent it makes it possible to apply his abilities, creative abilities, talents. Material culture includes: work culture and material production; culture of life; topos culture, i.e. place of residence (dwellings, houses, villages, cities); culture of attitude to one's own body; Physical Culture.

Spiritual culture acts as a multi-layered formation and includes: cognitive (intellectual) culture; moral; artistic; legal; religious; pedagogical.

There is another division - on the basis of the relevance of culture. This is the culture that is in mass use. Each era creates its own actual culture. This fact is clearly visible in the change in fashion, not only in clothing, but also in culture. The relevance of culture is a living, direct process in which something is born, gains strength, lives, dies...

The structure of actual culture includes: substantive elements that are objectified in its values ​​and norms, functional elements that characterize the process of cultural activity itself, its various sides and aspects. “The essential characteristic of culture is given by its two “blocks” 1:

BUT. A substantive block constituting the “body” of culture, its substantive basis. It includes the values ​​of culture - its works that objectify the culture of a given era, as well as the norms of culture, its requirements for each member of society. This includes the norms of law, religion and morality, the norms of everyday behavior and communication of people (etiquette norms).

B. A functional block that reveals the process of culture movement. In this regard, the substantial block can be considered as a certain result of this process. AT functional block includes: traditions, rituals, customs, rituals, taboos (prohibitions) that ensure the functioning of culture.

A better understanding of culture can be facilitated by classification schemes for dividing into “high and low context cultures”. The basic structure of culture forms the context, the background, and "content and context are inextricably linked."

“High context” means that in interpersonal relationships big role play intuition and the situation, as well as tradition. In such a society, agreements reached in oral communication are strictly observed, there is no special need for a written contract. Typical "high context" cultures exist in some Arab and Asian countries.

“Low context” is just the opposite: interpersonal contacts are clearly formalized, strict formulations are used in communication, the semantic meaning of which does not depend on the situation and traditions. Business relationships involve obligatory registration detailed contracts. "Low context" cultures are found in the industrialized countries of the West. As shown in Table 1, a high background culture is fundamentally different from a low background culture.

Between the extreme manifestations of cultures of "high and low context" is the rest of the majority of countries, showing in various combinations the features of both types of cultures.

Table 1

Characteristics of High and Low Context Cultures

The importance of context low pressure on the buyer; long sales cycle; great influence of the worker and the buyer; the desire to avoid contradictions; background muting; situational circumstances; Communications indirect; economic; much is expected of the listener; form matters; difficult to change; comprehensive; unambiguously interpreted; General features of culture requiring secret knowledge; ethical; responsibility for subordinates; situational; division into friends and foes

Minor value of context strong pressure on the buyer; short sales cycle; weak participation of the worker and the buyer; “they” versus “us”; black and white contrasts; well-defined obligations; Communications precisely directed; serving to explain; little is expected of the listener; important content; lack of unification; easily changing; must stand his ground; allowing different interpretations; General features of culture based on law; everyone is responsible only for himself; closed

The culture of any society requires knowledge of some of its performance criteria. In this regard, culture can be characterized by four criteria:

• “the length of the hierarchical ladder” characterizes the perception of equality between people in society, in an organization. The greater the gap between the top and bottom, the longer the hierarchical ladder;
• “depicting a state of uncertainty” concerns people's attitudes towards their future and their attempts to take fate into their own hands. The degree of uncertainty is the higher, the more attempts are made to plan and control one's life;
• "individualism" expresses the desire of people to act independently or to give preference to group choice. The greater the bias towards personal freedom and personal responsibility, the higher the degree of individualism;
• “masculinism” characterizes the manner of behavior and preference for male and female values ​​accepted in society. The stronger the masculine, the higher the masculinism.

Using the above criteria, 40 countries of the world were studied and eight cultural regions were identified: northern, English-speaking, German-speaking, more developed Romance-speaking, less developed Romance-speaking, more developed Asian, less developed Asian, Middle Eastern. For example, the northern region is characterized by a short hierarchical ladder, high masculinism, a high degree of individualism, and a medium degree of uncertainty. The German-speaking group is characterized by a long hierarchical ladder, a high degree of masculinism and uncertainty, and a somewhat lower degree of individualism. In developing countries, a long hierarchical ladder, a high degree of masculinism and low values ​​of individualism and uncertainty are manifested.

However, such structuring of culture is difficult to apply directly to international business, where differences in cultural sections are of interest, on the one hand, to develop the correct behavior of the direct executors of the business program in this market, and on the other hand, to build a behavioral model of the aggregate consumer as the end point of any movement. goods. To identify the interaction between culture and business, let's consider a detailed and specific list of variable cross-cultural problems (Figure 1), which, being interconnected and sometimes intersecting, nevertheless make it possible to structure an extensive material that describes the cultural sections of each local market. These variables include language, religion, the social organization of society, its values ​​and relationships, education and technology, law and politics, geography and art.

Language is, of course, the basis for the formation of human groups, being a means of expressing thoughts and feelings, a means of communication. It is estimated that there are about 100 official languages ​​and at least 3000 independent dialects on the globe. Only a few countries are linguistically homogeneous. The so-called "mixed" language was chosen to overcome language barriers that often caused "animosity" between different language groups. In international business, further concentration of language use is required. English is dominant; it is estimated that at least 2/3 of the business correspondence in the world is carried out in this language. However, in many countries there is a desire to use only their own language.

It is customary to distinguish between verbal and non-verbal languages. The first includes some system of graphic signs, organized, respectively, into speech or writing. Not only do Latin American Spanish differ from that used in Spain, but the languages ​​of the United States, Canada, and Australia also differ from the language of the United Kingdom. Ignoring this fact can lead to misunderstanding at best.

Figure 1. Variables of Cross-Cultural Issues in International Business

Language differences can affect product promotion. Thus, UNILEVER actively used television advertising in many countries for marketing, but could not do it in France. Advertising slogan The ESSO “Put the tiger in your tank”3 did not, due to national perception, have such an effect in the Romance-speaking countries of Europe and underwent some change: “Put the tiger in your engine”. Here it is appropriate to mention those surprises of the linguistic section that transliteration sometimes presents. trademark. For example, “Zhiguli” went for export under a different brand “Lada” due to the fact that in French it can be heard as “girl”, “alphonse” or “thigh”4. Similarly, GENERAL MOTORS was forced to change the name of its Nova model when exporting to Spanish-speaking countries, since in Spanish it is equivalent to “does not work, does not go”5.

Non-verbal language covers facial expressions, gestures, postures and the distance of communication between people.

There are several levels of information in non-verbal communication. First level of information, communicated through posture and gestures, is information about the character of the interlocutor. By gestures, postures, a lot can be said about a person’s temperament, extraversion, introversion, and the psychological type of a person.

Visual perception of human behavior always involves an integrated approach, based at the same time on a detailed study of its individual body movements. However, only various gestures and facial movements combined into a single picture, included in the context of a specific situation of behavior, allow us to give one or another assessment of the mental and physical state of a person.

Scattered body movements, accompanied by facial expressions, add up to the so-called “body signals”, which allow, with a certain degree of conventionality, to make a general judgment about a person. By reading gestures, one can realize feedback, which plays a major role in the holistic process of interaction.

The second level of information that can be learned from gestures and posture is the emotional state of a person. After all, everyone emotional state, each feeling corresponds to their characteristic motor reactions, which, despite the nuances that each person has, have a certain commonality. These qualitative types of movement, which are especially clearly manifested on the surface of the body, are, as a rule, “reflections” of certain dynamic regulatory processes in the central regulatory departments of the body (central nervous system, autonomic nervous system, endocrine glands). At the same time, they are the “outside” of these regulatory processes. There are even certain groups of expressive (expressing emotions) movements that, to varying degrees, bear the “stamp” of the corresponding culture and which, in addition, are differentiated into subgroups depending on the degree of influence of the so-called subcultures on them.

The third level of information received from the posture and gestures is the attitude towards the interlocutor. The styles of behavior that develop in a person, along with features common to all, turn out to have features that appear in a person when communicating with one category of people and do not appear when communicating with another category. Most people behave in different ways, for example, towards persons representing different gender groups, significantly different from each other in age, belonging to citizens of another country, etc.

Speaking of gestures, it is impossible not to note the national, age, cultural features of their functioning. Each nation is the bearer of specific forms of gestural expression, as well as other means of external expressiveness. The gestures of the speaking person have a fairly pronounced national character.

Various postures and their variations, whether they are “standing”, “sitting”, as well as gestures, largely depend on the cultural context. Common manners of walking, sitting, standing, etc. “were not invented arbitrarily, but were assimilated from what was polished and selected over the centuries. So they turned into an important element of human culture.”

The social norms of gesture, its stylization and ritualization follow from certain requirements of the way of life of a given society, which, in turn, is determined by the mode of production. In some cases, this dependence can be proved with difficulty, since traditions and borrowings from other cultures play a significant role here.

Gestures are directed to the social environment that responds to these manifestations and the nature of their responses to them indicates what norms the gesture is subject to, which manifestations are desirable and which are rejected.

An indication of the roots of social regulation and stylization of gesture can be, for example, the demand widespread in Europe, mainly in the middle class: “Smile!” This requirement in the realm of behavior is essentially related to the importance given to "success" (in the economic and social sense). In this case, the smile becomes a symbol of “success”. It is easy to imagine what consequences and resonance such a “position” can have. "Always smiling" demonstrates his success in business, which can contribute to further success - and in reverse order.

Various studies in this subject area have made it possible to classify different types of non-verbal signs and to describe the extent to which each of these signs is pan-cultural (universal), as well as to show the nature of cultural differences where they occur. Those signs that have a pan-cultural basis are predominantly an expression of affect. For example, such expressive movements as smiling and crying are similar in all human cultures and do not depend on cultural differences between people.

Other categories of sign movements, such as “symbols” that replace words, and signs that illustrate and regulate verbal communication, are usually specific to a culture and need individual study.

One and the same gesture in different national cultures can carry completely different content. So, for example, a hand gesture that Americans mean "go away" in restaurants in Buenos Aires will be a call to the waiter, because there it means "come here."

However, the American "come here" gesture is a "goodbye" gesture in many parts of Southern Europe. Stroking the cheek in Italy means that the conversation is so long that the beard is starting to grow and it's time to stop the discussion. The “goat” made from fingers, sometimes adopted when playing with children in Russia, in Italy will be read unambiguously as a “cuckold”. Failures in such sign systems can reduce the effectiveness of advertising, lead to awkward situations in negotiations, etc.

It rarely happens that during a conversation, words are not accompanied by some action in which the hands invariably play the main role. And this or that gesture has a different meaning in different countries. The Italians and the French are known for relying on their hands when it comes to emphasizing words or making conversation more casual. The trap is that hand gestures are perceived differently depending on where we are at the moment.

In the United States, and indeed many other countries, the “zero” formed by the thumb and forefinger says “It’s okay,” “Great,” or just “OK.” In Japan, its traditional meaning is "money". In Portugal and some other countries, it will be perceived as indecent.

Germans often raise their eyebrows in admiration for someone's idea. The same in Britain would be seen as an expression of skepticism.

Finger movement from side to side has many different meanings. In the USA, Italy, France, Finland, this can mean a slight condemnation, a threat, or just a call to listen to what is said. In the Netherlands and France, such a gesture simply means refusal. If it is necessary to accompany the reprimand with a gesture, the index finger is moved from side to side near the head.

In most Western civilizations, when it comes to the question of the role of the left or right hand, neither of them is given preference (unless, of course, the traditional handshake with the right hand is taken into account). But be careful in the Middle East, where the left hand is infamous.

This short list of the meanings of fairly standard gestures shows how easy it is to unintentionally offend your business partners from a different national culture. If you consciously predict the reaction of the interlocutors, observing their non-verbal language, this will help to avoid many misunderstandings.

Ignorance of culturally determined differences in the spatial zones of different people can also easily lead to misunderstandings and misjudgments about the behavior and culture of others. So, the distance at which people talk is different for different peoples. Moreover, these differences are usually not noticed. In business conversations, for example, Russians come closer to each other than Americans. A decrease in the accepted distance can be interpreted by the Americans as a kind of violation of “sovereignty”, excessive familiarity, while for the Russians, an increase in distance means coldness in relations, too much officiality. Of course, after a few meetings, this misinterpretation of each other's behavior disappears. However, at first, it can set some psychological discomfort in communication.

For example, in business negotiations, Americans and Japanese look at each other with some suspicion. Americans think that Asians are "familiar" and overly "pressive", while Asians think that Americans are "cold and too formal". In a conversation, each of them tries to adapt to the familiar and convenient space for him to communicate. The Japanese constantly takes a step forward to narrow the space. At the same time, he invades the intimate zone of the American, forcing him to take a step back in order to expand his zonal space. A video of this episode, played at high speed, would most likely give the impression that both were dancing around the conference room, with the Japanese leading his partner.

The next and important variable that requires close attention is religion. It reflects people's search for an ideal life and includes a view of the world, true values, and the practice of religious rites. All existing religions are primitivist or nature oriented: Hinduism, Buddhism, Islam, Christianity. In each religion there are several variants or varieties, for example, in Christianity it is Catholicism and Protestantism. Religion as an element of culture has an impact on the economic activities of people and society: fatalism can reduce the desire for change, material wealth can be seen as an obstacle to spiritual enrichment, etc. Of course, not only religion has an impact on the level of economic development of the country, but in order to understand the culture of a nation, it is important to take into account religious aspects and their influence on the formation of a national character.

A study conducted by the World Bank served as a clear example of the fact that there is a relationship between religiosity and the value of gross national product (GNP) per capita. The highest GNP is in Christian Protestant societies. In second place are societies that preach Buddhism. The poorest are Southern Buddhist and Southern Hindu societies.

Latin America is another example of great religiosity. Here, starting from the date of the religious holidays "Samana Santa" for 10 days, all business activity is reduced to zero. The system of religious taboos in advertising has a significant impact on business activities in the countries of this region. The difficulties of orientation in this area become greater the farther one has to move away from European standardized markets.

Speaking about the influence of religion, there are cultures that are focused mainly on objective activity and objective knowledge, and cultures that value contemplation, introspection, and auto-communication more. The first type of culture is more mobile, more dynamic, but may be subject to the danger of spiritual consumerism. Cultures focused on auto-communication, "are capable of developing great spiritual activity, but often turn out to be much less dynamic than the needs of human society require."

With all the conventions, this cannot be ignored when identifying the psychological characteristics of representatives of the two regions “West and East”. The new European model of a person is an activist-objective one, arguing that a person is formed, manifests himself and cognizes himself primarily through his actions, during which he transforms the material world and himself. Eastern religion, on the contrary, does not attach importance to objective activity, arguing that the creative activity that constitutes the essence of the “I” unfolds only in the inner spiritual space and is known not analytically, but in an act of instantaneous insight, which is simultaneously awakening from sleep, self-realization and immersion. into yourself.

In the origins of European culture are two religious beginnings: ancient and Christian. If antiquity left a faith in the conquest of the human mind as a legacy to Europe, then Christianity introduced into Western consciousness a no less dynamic element, the idea of ​​the moral ascent of man. It is these two principles that determine the originality of European culture: its dynamism, a specific flexible system of intellectual and spiritual values ​​and concepts, its ability to design and regulate social processes.

In the East, the main religious attitude is aimed at the contemplative merging of a person with the world, his self-dissolution in religious and philosophical teachings and the subordination of his "I" to social, group discipline. A person must know exactly his place in society and act in accordance with his position. For example, in Buddhism, there is the principle of “non-action” (“wu-wei”), which means not idle inaction, but the desire not to violate the natural order of things (“tao”). The rejection of external, objective activity frees a person from subjective addictions, allowing him to achieve absolute harmony. All his activity turns inward, becomes purely spiritual. Such a contemplative philosophy of the East, emphasizing the insignificance and inauthenticity of everything that happens, sees the meaning of life and consolation in inner concentration.

Due to the fact that Japan has developed an original culture that has reached a high degree of development, Japanese society cannot be called "underdeveloped" or "insufficiently dynamic." Let us compare the European canon of man with the Japanese model of man. The new European model of a person affirms his self-worth, unity and integrity; fragmentation, the multiplicity of "I" is perceived here as something painful, abnormal. Traditional Japanese culture, emphasizing the dependence of the individual and his belonging to a particular social group, perceives the personality rather as a plurality, a set of several different “circles of duties”: duty towards the emperor; obligations towards parents; in relation to people who have done something for you; obligations towards oneself.

There is no more cruel punishment for the Japanese than to be thrown out of the community into a strange world that stretches beyond its borders, in scary world where rubbish, dirt and disease are thrown. The highest measure of punishment - expulsion from the community - was sentenced before and is now being sentenced only for the most serious crime in the eyes of the community members. This is not hooliganism, not theft, and not even arson, but an act that community leaders can pass off as betrayal of her, for violating her interests.

At the Matsushita Denki Concern, a worker was fired for distributing the Akahata communist newspaper in the workshop. The worker went to court. If the case of the unconstitutional arbitrariness of the concern's management had not attracted the attention of the broad democratic public, the court would most likely have been satisfied with the defendant's argument that the worker acted to the detriment of the community, opposed himself to it, and would have rejected the claim. But the Communist Party and the trade unions came out in defense of the worker. By a court decision, the concern reinstated the worker at work, but subjected him to typical communal punishment. It turned out to be worse than any other.

At the entrance to the plant, near the entrance, they built a house - a one-room booth. The obstinate worker was told that from now on his production task was to be in the booth all day and ... do nothing. There was only a chair in the room, on which the worker was obliged to sit. He received a salary regularly, on a par with the members of his brigade. (In a similar situation, a disturbing employee of the Kansai Kisen steamship company was forced to glue envelopes from old paper and fenced off his place of work with screens.) A month later, a Matsushita Denki worker was sent to the hospital with a nervous breakdown.

Japanese management experts believe that the concern subjected the worker to double torture. First of all, he doomed the worker to the torment of idleness. But the most difficult thing for him was the forced alienation from the group of which he considered himself a part. In European languages, the word “I” contains the meaning: “individual”, “personality”. In Japanese, the word "jibun" - the equivalent of the European "I" - means "my share", "my part". The Japanese considers himself a part of a community. The concern deprived the worker of the opportunity to consider himself as such a part, essentially took away his “I”, and he did it publicly, causing a mental shock in the worker6.

The European religious tradition evaluates the personality as a whole, considering its actions in different situations manifestation of the same essence. In Japan, a person's assessment necessarily correlates with the "circle" of the evaluated action. European thought tries to explain a person’s act “from within”: whether he acts out of gratitude, out of patriotism, out of self-interest, etc., that is, in moral terms, decisive importance is attached to the motive of the act. In Japan, behavior is derived from general rule, norms. What is important is not why a person does this, but whether he acts in accordance with the hierarchy of duties accepted by society.

These differences are associated with a whole complex of social and cultural conditions. Traditional Japanese culture, strongly influenced by Buddhism, is non-individualistic. If a European realizes himself through his differences from others, then the Japanese realizes himself only in the inseparable system "I - others". For a European (“solid personality”), the inner world and his own “I” are something really tangible, and life is a battlefield where he implements his principles. The Japanese are much more concerned with maintaining their “soft” identity, which is ensured by belonging to a group. Hence the value system.

As can be seen, the path “from individual to individual” is ambiguous. Humanity has different canons of personality, which cannot be built into a single genetic series - “from simple to complex and from lower to higher”. Therefore, the culture of any nation must necessarily be considered through the prism of religion.

Values ​​and attitudes in society are closely related to religious feelings. Often they are unconscious, but predetermine the choice in a given situation. The formation of a system of values ​​and relationships occurs individually for each person. However, there are three important elements of the system that are directly related to international business: time, achievement and wealth.

Distinguish between traditional and modern attitudes towards time. In ancient times, mankind lived in a natural rhythm, when time was measured in large segments. The rhythm had a cyclical character, all phenomena were repeated sooner or later. This perception of time was often called “circular” (traditional).

The modern perception of time is called linear, when the time that has passed does not return. With this perception of time, it must be saved, time is money, it is necessary to plan the use of time. A similar attitude to time was formed as the number of people employed in the agriculture and growing urban population. In modern society there are countries in which there is both one and the other relation to time. So in Western societies, accuracy and respect for time are considered the only indicators of rational behavior. This means that meetings must be held at exactly the right time, projects must be carried out according to plan, agreements must have exact start and end dates. Working time began to be distinguished from other types of time (free, family, religious) and it plays a dominant role.

At the same time, in a number of countries, for example, in the East, it is believed that increased attention to time can lead to a limited, narrowed understanding of the issue under consideration, to a decrease in creative possibilities. In business contacts, inconsistencies with different perceptions of time often cause shock. Thus, the construction of a government-subsidized dam on an Indian reservation turned into chaos because there were great differences between the Indians' concept of time and the white people's concept of time. "White" time - objectified, Indian - living history. For whites, time is a noun, for Indians it is a verb. White time intervals are shorter than Indian time intervals. The idea of ​​time is a mechanism for organizing social action, therefore, ignoring this fact led to the failure of the construction of the dam. In this regard, we can conclude that studies of international relations, intercultural contacts and cross-national comparisons that do not take into account fundamental differences in the perception of time will always lead to wrong benefits.

There is a relationship between society social structure and differences in time use. A sign of the allocation of groups is a profession. The following social groups are distinguished: the upper classes, entrepreneurs and managers, who have the right to make decisions; representatives of the intellectual elite and the world of liberal professions, who have achieved great success; dependent middle class - administrative and technical employees who carry out other people's orders or train personnel with a secondary education; an autonomous middle class—merchants, artisans, and other independent professions characterized by a level of education ranging from middle to lower; lower class professions physical labor and lower employees in industry, trade and services.

For the upper classes, the obligatory time is less, and free time more than other classes, which indicates great opportunities for organizing their time and high quality life. The biggest difference in the distribution of daytime is related to the use of free time. These differences are greatest between the upper class and the autonomous middle class, i.e. between the class with the highest level of responsibility and the class at the lowest level of the hierarchical ladder. The average working day for the upper class is 6 hours. 37 minutes, and for the autonomous middle class - 8 hours. 17 min.

The upper class has the greatest amount of free time: it is sometimes difficult for this class to distinguish between free time and working time, due to the fact that individual cultural interests are closely related to the content of work. Because of this, this class does not have a significant difference between working and free days, as well as between different parts of the day. The upper class differs from other classes in the content of free time. More time is devoted various types games and reading and less-watching TV. Higher social status combined with more high level education leads to a less passive use of free time and contributes to the cultural and creative development of the individual. The higher the social status of a person, the greater the master of his time he is. Such differences in the use of time leave an imprint on the orientation of the behavior of individuals, which naturally affects the segmentation of the market in the process of international activity.

In relation to organizations, monochronic time (events are distributed as separate units and organized sequentially) and polychronic time (events occur simultaneously) are distinguished. The bureaucratic organizations in these temporary systems function differently. Monochronic cultures emphasize management strategies based on account and routine. Polychronic cultures are less scheduling, involve more activity, and are more leadership-based. As a result, they have different administrative structures, different principles of production, and different models of bureaucratic organization. In general, the time of organization has a rigid, forced framework. For example, industrial production organized according to a fixed sequence of phases or stages. If duration and order are violated, then manufacturing process stops.

Attitudes towards achievement and wealth were formed over a long historical period under the influence of religion. In ancient times labor activity was considered a less worthy occupation than reflection, and was incompatible with the rules of good manners. In many religious circles, it was believed that prayer was more important than being industrious or businesslike. Material gain and spiritual development were considered incompatible. Later, as the researchers note, some religions begin to encourage hard work and entrepreneurship. Thus, there were marked differences in attitudes towards achievement between Catholics and Protestants in Canada.

Countries differ in their attitude to methods of generating income. Since in many societies, for example, in India, land and the production of goods are under the control of the ruling classes, foreign entrepreneurs are forced to limit themselves to long-term leases or intermediary functions. But income generated in this way is often considered suspicious.

In many countries there is a negative attitude towards usurers (Islamic societies). It is often forbidden to lend money at interest and exporters find it difficult to adapt to such an economic regime. At the same time, royalties can be seen as exploiting the weakness of the payer, even after he has acquired the relevant skills and made a profit for himself. An acceptable alternative in such a situation is a lump sum payment or payment over the first few years.

The social organization of society, as a variable of cross-cultural problems, considers the role of family ties in making everyday decisions, the degree of gradation of the population and the differences between the upper, middle and lower classes, the predominance of individualism or collectivism in society.

When entering a new cultural and social environment, it is always necessary to take into account relationships in small social groups and, first of all, in the family. The family is an important associated consumer in the market. Here it is important to study the so-called “standard family” (definition of consumer baskets), as well as the establishment of leadership, which is ambiguous in different cultures. The dominance of the masculine or feminine principle in culture leads, respectively, to radicalism or conservatism. Courageous cultures give priority to decisiveness in actions, striving for material prosperity, while feminine cultures give priority to life comfort, caring for the weak (Denmark and the USA).

In international business, the importance of social aspects is very high. It is from social organization society depends on whether business partners will be family firms in which nepotism determines the nature of everyday decisions and continuity, or will they have to deal with deeply professional partners in the Western sense?

In addition, the predominance of individualism or collectivism has a great influence on the behavioral responses of consumers. Similarly, the social stratification of society to a certain extent corresponds to the segmentation of markets, and social mobility corresponds to changes in this segmentation. In urban structures, such stratification has a well-defined “geographical superposition”. Thus, the public and the collections of goods along the Avenue Clichy in Paris or along the Rechoir Boulevard (the famous cheap Tati stores) differ sharply from those on the Champs Elysees.

Individualism involves the actions of a person, determined, first of all, by his interests, which increases the degree of risk. Collectivism, on the contrary, leads to the standardization of interests in the market of needs, implies the desire of a person to adhere to a certain fashion of behavior in a group, which limits his freedom, but reduces the risk.

A priori, there are two types of individualism (1 and 2) and collectivism (1 and 2).

Individualism of the first type is “pure individualism”, which is based on the personal will of the individual. It can also be called “atomistic individualism”, because in this case the person feels alone, behaves in an original and independent manner, sometimes becomes paratrooper, i.e. personality with deviant general norms and standards of behavior. With this type of individualism, strong anarchist principles are manifested, opposition to the system of power and control.

Individualism of the second type is a derivative version of individualism; elements of collectivism are visible in it, since a person easily accepts the restrictions imposed by others. This is a type of “interdependent individualism”, because in its conditions a person feels his solidarity with others, behaves adequately to them, based on the principles of interdependence.

Collectivism of the first type is a derivative type of collectivism, it contains elements of individualism. It can be called "flexible or open collectivism" because it allows for a certain degree of voluntary participation by individuals. It can be considered an open or free system because it allows the active thinking and behavior of individuals. This type of collectivism is distinguished by progressivism and democracy, since decisions are usually made here on the basis of personal agreements or the opinion of the majority, and the free will of the individual is recognized. This collectivism requires the voluntary participation of individuals and is closely related to their democratic ideas.

Collectivism of the second type is “pure collectivism”. It can also be called "strict, or rigid, collectivism", since in this variant of collectivism, active individual will and participation are severely limited. Conservative and sometimes totalitarian tendencies are strong in this type of collectivism, since decisions are usually made on the basis of customary law and unanimity in order to maintain existing structures. Collectivism is dominated by control from above and coercion.

Let's try to schematically give a sober and scientifically substantiated differentiation of cultures and the degree of expression of collectivist and individual principles in them.

Judging from the Japanese culture (see figure 2), it should be attributed to a combination of type 2 individualism and "flexible collectivism". This type of culture, such as Scandinavian, can be seen as favorable for the implementation of the ideas of democracy, industrialism, mass society. The “concern for reciprocity” characteristic of individualism of the second type is very effective in generating the idea of ​​social equality in society, and “flexible collectivism”, which recognizes the active participation of individuals, creates the basis for striving for social equality.

Moreover, in Japanese culture and other cultures that have a similar structure with it, tensions and disagreements between the group and its members are minimal due to their characteristic structural features. Since individualism of the second type recognizes collectivist attitudes, and "flexible collectivism" recognizes the interests of individuals, the social distance between the individual and the group is reduced.

It is thanks to the coexistence of “flexible collectivism” and “interdependent individualism” in the culture of Japan that Japan has succeeded in organizing a highly developed mass society and maintaining a high level of internal cultural stability. And at the same time, since Japanese culture is based on a combination of derivatives, rather than pure types of individualism and collectivism, its internal stability is not effective enough to withstand pressure from outside.

Japan is characterized by a combination of bureaucratic and democratic attitudes; cooperation and equality are of particular value.

A typical example of a culture shaped by "atomistic individualism" and "flexible collectivism" is the United States. This culture is characterized by a mixture of anarchy and democracy; to these must be added a pronounced propensity for competition and freedom.

Russia is typical specimen a culture that so far amounts to individualism of the second type and “strict collectivism”, it is typical for it to have bureaucratic attitudes, as well as an orientation towards coercion and uniformity.

A typical example of the combination of "atomistic individualism" and "strict collectivism" can be found in Western European culture. We are talking about a culture that, due to its characteristic extreme forms of anarchy and autocracy, reveals a state of constant tension. In it, as a matter of fact, both the origin of skeptical attitudes and the tendency to understand.

We can say that collectivism stimulates the tendency to adaptive (Russia) and integrative (Japan) behavior, while individualism encourages the desire to create and achieve new goals and maintain latent social values ​​(USA, Europe). Let's take a comparative situation of two types of management as an example.

It is curious to note that in the works of American and Western European authors, the advantageous position in which the Japanese manager is in contrast to his Western European and American counterpart is always noted. First of all, it is noted that the Japanese manager simply does not have to deal with such “sore” issues as absenteeism, poor discipline, staff turnover, etc. This is due to the existence of a special moral and psychological climate that helps to achieve Japanese companies great practical success.

In Japan, it is difficult to combine the demands of improving the overall effectiveness of the organization with individualism. Each employee is initially included in a particular group. The requirement to improve the efficiency of the entire organization is associated with traditional collectivism and is aimed at improving the performance of the group that includes this worker. In general, the group adopts an internal structure that links all its members into a strictly ranked hierarchy.

When in Japan they talk about “individualism”, they understand this as selfishness, the immoral behavior of a person pursuing his own selfish interests. Any manifestations of individualism are always considered in the country as an encroachment on the interests of a particular social group. Individualism appears as a serious vice that deserves the most serious condemnation.

In Western societies, on the contrary, the desire for cohesion in the organization is weakly expressed. Management is focused on an individual and the assessment of this management is based on an individual result. A business career is driven by personal results and accelerated promotion. The main qualities of leadership in this management model are professionalism and initiative, individual control of the leader and a clearly formalized control procedure. There are also formal relationships with subordinates, remuneration according to individual achievements and individual responsibility.

When studying cross-cultural issues, society is usually viewed from the point of view of economics and culture. But in international business, a number of political and legal aspects are of the same importance.

The fact of the widest intervention of the state both in the economy as a whole and in international activity is well known. Moreover, this is especially felt in countries that are currently “on the way to the market”, when there is still no clear alignment and, most importantly, a balance of political forces, a strong legal framework governing international activities.

Thus, in China, there is an active action of authorities at all levels, from the national level up to the provincial (regional), township and village. A strong and active government has taken the lead in guiding the transition to a market economy by creating market-oriented institutions at both the industrial and regional levels. Export activity in the country is under the control of the state, and its intensity is often determined by the decisions of the provincial authorities. The government is pursuing an expansionist policy, implementing a program of restructuring privatized and state enterprises, pursues such trade and regulatory policies as to attract solid foreign investors who can bring the necessary experience and funds.

In international business, any transaction is influenced by three political and legal environments: the country of origin, the country of destination and the international one. In this regard, the study of the political and legal aspects of the cultural environment is of particular importance.

In addition, it should be noted that in each of these three sections, the actors of activity are not limited to government organizations. Given the objective limitation of the effective demand of the local market, on the one hand, and the goods/services produced, on the other hand, any transaction in international business, which, moreover, takes place against the backdrop of competition, changes the supply/demand ratio in the local market and affects the interests of various political parties. forces. Among the latter are all kinds of unions and associations of consumers and producers, corporate officials of various departments, representatives of the army and the military-industrial complex, the leadership of political parties, the church, TNCs and, finally, representatives of the shadow economy. The size of the latter, even for countries with developed economies and democracies, ranges from 4.1% to 13.2% of the gross national product

Due to such a complex picture of the distribution of political forces and interests, a coordinated use of economic, psychological and political techniques is necessary in order to achieve the cooperation of a number of influential parties in order to ensure penetration and / or functioning in a particular local market. In other words, one or both counterparties of the simplest transaction must, in addition to negotiating its terms and taking into account national and international legislation in parts of this transaction, also take into account the interests of third parties that are not formally involved in the transaction.

For example, the seemingly simplest transaction for the purchase of sugar passing through sea ​​port Petersburg, must be worked out with the port authorities and dockers (otherwise, for example, the demurrage fee will catastrophically reduce the efficiency of the transaction). At the next stage, it is possible to counter the mafia during transportation from the port, during storage, etc. If we move on to real estate transactions, to compensation transactions, to trade in raw materials (everything is natural in the context of international business), then the composition of third parties expands unpredictably.

Complex power relations and conflicts of interest exist not only in local markets defined by state borders, but also in various closed market systems such as the EU and customs unions. It's no secret that the attempts to become a full partner in the international market, which are now being made by the countries of the former Soviet Union, lead to market destabilization and a drop in prices in those markets (metals, weapons), where they act as exporters, and to an increase in prices for products (food products, alcohol, cigarettes), where they act as importers. Europe has anti-dumping legislation in its defensive arsenal, such as the Treaty of Rome, and coordinated action to protect the market. In particular, recently European buyers of non-ferrous metals take the price of the London Non-Ferrous Metal Exchange minus 12-20%% as the target price.

At the national level, government actions that have an impact on international activity can be summarized in two groups: tough expropriation, confiscation, socialization and flexible-price control, licensing and export/import quotas, regulation of monetary and financial transactions, fiscal policy, regulation of repatriation of profits of foreign investors. One of the typologies of government intervention is shown in Table 2.

table 2

Types of government intervention (increasing order of forces of influence)

Non-discriminatory interventions	Discriminatory interventions	Discriminatory sanctions	dispossession
Requirement for appointment to leadership positions of national subjects	Only joint ventures(in which the non-resident firm owns a smaller share)	Hidden expropriation (for example, mandatory and well-defined reinvestment of profits)	Expropriation
Transfer pricing negotiations to promote tax revenue in your country	Levying special taxes or significant utility bills	Levying taxes or payments designed to prevent the repatriation of profits	Nationalization
Requiring export industries to sell domestically at cost-effective prices in order to: subsidize local consumption or promote local investment	Use of Significant Legal Obstacles	Demanding substantial restitution for past violations of the law	Socialization (general nationalization)

Here, in the political and legal section, one should consider such a political force, which must be taken into account in international business, as nationalism. The manifestation of this force becomes stronger, the worse the economic situation in the country. Sometimes this is an unconscious reaction, moreover, of various segments of the population, sometimes actions planned by political forces. Under conditions of heated nationalism, a foreign firm finds itself surrounded by an atmosphere of suspicion and distrust, labor disputes arise at its enterprises more often, and it becomes more difficult to resolve issues with the authorities. It cannot be said that nationalism is characteristic only of underdeveloped countries. On the contrary, for Europe they are traditional, as for Latin America, anti-American sentiments (suffice it to recall the pogroms of McDonald's and COCA-COLA kiosks in France), and in the USA, anti-Japanese, caused by the extensive expansion of Japanese goods.

The assessment of political and legal aspects allows us to talk about political and, ultimately, economic risks. In practice, it is quite difficult to collect all the data on the political and legal elements of the enticing market. If a company has to enter a new market for the first time, or if the company intends to move from purchase / sale transactions to, for example, direct investment, then in these cases, of course, it is necessary to use the institution of independent consultants. Otherwise, disruptions and conflicts with current legislation and, no less important, with local business practices are inevitable.

In international business, the focus, the subjects studied, the level and profile of education in a particular state are rarely taken into account. However, the educational system requires careful consideration of its impact on technical training and market linkages.

The tasks facing the education system suggest the orientation of general education to transfer to the younger generation the foundations of all social experience, including knowledge about nature, society, technology, man, methods of activity, as well as the experience of creative activity, the experience of an emotional and value attitude to reality. The content of general education reflects the current level of technical, natural science and humanities knowledge. This ensures the orientation of the individual in the surrounding reality and in the system of social values.

Such an important impact that the education system has as an investment in human capital, leads to the need to consider this element in the surrounding cultural environment of international business. Comparative data with foreign markets can help understand, for example, literacy rates and their impact on technical training and market linkages. The importance of formal education is indispensable in hiring staff and in discussions with clients and partners. It is also important to know how local firms provide on-the-job training for their staff.

The level of education in the country has a huge impact on the formation of the technical potential of the state. Studies have proven this fact and found that only Japan and Germany (countries with the highest level of technical education) have the technical capabilities to manufacture one device. This device consists of a half-meter steel cylinder, inside of which there is a ball. This ball is so tightly fitted that if you pour water on it, not a single drop will seep to the bottom of the cylinder. Moreover, the ball under the influence of its weight must sink to the bottom of the cylinder in exactly 24 hours.

Studying the technical level of another state in a broad sense can provide information about the level of development and potential of the market, the degree of development of its infrastructure (transport, energy, water supply, telecommunications, etc.), as well as the degree of urbanization and development of “industrial values” of the population. In addition, this kind of research will assess the stability of the market work force, her ability to learn and the degree of her productivity, attitude towards science, innovation and cooperation with the business world.

Geographical terms are often taken as an optional element in a broad and rather vague concept of culture. However, it should be recognized that the geographical position of the country largely affects the formation of the national character, values, positions and norms of society. The most characteristic example is Japan, whose geographical position allows us to clearly illustrate the importance of this element in the structure of the cultural environment.

Japan is one of the most densely populated countries, and some areas, for example, the Tokyo-Yokohama agglomeration, are not inferior to New York in this. The problem is not only that a lot of people live on the four main islands, but also that most of the country is made up of mountains, volcanoes and other unsuitable lands.

The high population density in Japan affects many factors, including the area of ​​government. An acute shortage of land makes housing expensive, and therefore, despite all the measures taken, the journey from home to work, on average, takes up to two hours.

The high cost of housing explains the low average supply of housing and stimulates the multi-purpose use of rooms and the cohabitation of several generations. The high price of houses, and surveys show that owning a house is the main goal of young people, affects the amount of savings, as well as the percentage of income spent on housing (in Japan, for example, it is twice as high as in the UK). Naturally, this reduces the percentage of spending on other goods. Therefore, it is not surprising that the average Japanese is very concerned about the value for money of consumer goods.

The natural and geographical conditions of Japan enhance such historically formed qualities of its inhabitants as collectivism, mutual assistance, a sense of “he” and “giri” - duty and responsibility. The fact remains that for centuries the Japanese have been forced to live side by side with each other in conditions where one person is dependent on another. As a result, prerequisites were created for transferring communal attitudes to life in cities. This gives a sharp contrast to Western European societies, where the rural or communal way of life, the sense of belonging to the community, social community, interdependence were transformed in the process of industrial development and urbanization into the isolation of individuals, a sense of alienation of the individual.

Japanese natural and geographical conditions shaped the national character through literature, theatre, myths, and traditions. (Western children hear tales about a man in the moon, which is made of a piece of cheese. Japanese - about the moon, on which two rabbits bake rice cakes.) The basis of traditional Japanese food - tea, rice and fish are traditionally produced by small farms or fisheries, which explains the close proximity of life settings in the city and the countryside throughout Japan, and large cities are no exception.

Even the art of Japan, brought a thousand years ago from China, is closely connected with nature. Flower arranging, landscape gardening, monochrome landscape painting, and the graceful tea ceremony express the simplicity, beauty of nature, and discipline—features that Japanese people of all ages recognize as their own. Japanese sensitivity to culture reflects human perception of the natural world. There is an almost religious worship of the beauty of nature (for example, Mount Fuji). The Japanese are trying to dissolve in nature, endow it with human emotions - this is expressed in art, sculpture, architecture. For example, a traditional Japanese house is built in accordance with the requirements of nature to reflect the four seasons in it (the house is oriented to the south). The classic Japanese garden also reflects the interdependence of everything in nature - here trees, stones and water are symbols of nature as a whole. Water, of course, is at the center of nature's order, and considering that the staple food, rice, grows in fields flooded with water, it is understandable that a lot of attention is paid to the regulation of water. Already in ancient times, irrigation, drainage, filling fields with water, control over its costs and use created strong trends in resource management in Japan, which also affect the activities of modern organizations.

Topic 5. Cross-cultural management and its characteristics

Topic 6. Decision making in international corporations Topic 7. Leadership and communication in international corporations Topic 8. Management by human resourses in international business

Cross-cultural management and its characteristics

Basic terms and concepts

National culture, business culture, cross-cultural management, universalist approach, economic-cluster approach, cultural-cluster approach, polychronic culture, monochronic culture, high-contextual culture, low-contextual culture, culture of universal truths, culture of specific truths, individualism, collectivism, power distance, masculinism, feminism, uncertainty avoidance, types of corporate cultures: "family", "Eiffel tower", "incubator", "guided rocket".

The essence of cross management. Concepts of culture in cross management

The national business culture significantly affects various aspects of the life of an organization - approaches to leadership and attitudes towards power, the style of negotiating, the perception and implementation of laws, planning, forms and methods of control, personal and group relations of people, etc. A large number of national business cultures existing in different countries, the growing openness of markets, globalization trends in the world economy make it necessary to study and take into account in practice the cross-cultural specifics of doing business.

Knowledge of value systems, behavioral models and stereotypes, understanding of national and international characteristics of people's behavior in different countries significantly increase management efficiency, make it possible to reach mutual understanding during business meetings and negotiations, resolve conflict situations and prevent new ones. That is why the management of a company, which takes place on the border of two or more different cultures, causes considerable interest both among scientists and practitioners, and today stands out as a separate branch of international management - cross-school management.

Cross-cultural management is the management of relations that arise on the border of national and organizational cultures, the study of the causes of intercultural conflicts and their neutralization, the clarification and use of patterns of behavior inherent in the national business culture when managing an organization.

Effective cross-cultural management means doing business together with representatives of other cultures, based on the recognition and respect for cross-cultural differences and the formation of a common corporate value system that would be perceived and recognized by each member of a multinational team. We are talking about the formation of a specific corporate culture that arose on the basis of national business cultures, harmoniously combined individual aspects of the culture of each nation, but did not completely repeat any of them.

By national culture we mean a stable set of values, beliefs, norms, traditions and stereotypes accepted in a given country and assimilated by an individual.

Gert Hofstede, one of the most respected experts in the field of cross-management, characterized culture as a process of collective mind programming that distinguishes members of one group of people from another. The main element in this process is the system of values, which is a kind of "backbone" of culture. "The sources of programming for the mind of each person are created by the social environment in which he is brought up and gains life experience. This programming begins in the family, continues on the street, at school, with friends, at work.", - says Hofstede.

Culture is a multifaceted phenomenon. It has several levels and determines the psychology, consciousness and behavior of a person.

Rice. 5.1.

Cultural conditioning is achieved through the influence of culture on a person at different levels: family, social group, geographical region, professional and national environment. The result of the impact is the formation of a national character and mentality, which determine the specificity of the systems of organization and business management in a particular country.

Business culture is a system of formal and informal rules and norms of behavior, customs, traditions, individual and group interests, behavioral characteristics of employees, leadership style, etc. in organizational structures various levels. The national business culture includes norms and traditions of business ethics, norms and rules of business etiquette and protocol. It always reflects the norms, values ​​and rules inherent in a given national culture.

National business and corporate cultures closely interact with each other. Cultural differences manifest themselves in all areas of organizational activity, so managers must develop tactics for doing business and their own behavior in such a way that, due to respect, rosu-Minya and taking into account the cultural characteristics of the local population, they succeed in each country, and business communication is mutually beneficial. After all, people who belong to different cultures can work in the same organization, have a common end goal, but different views on the ways, methods and interaction in the course of achieving it. Therefore, the behavior of some seems wrong, irrational to others. And the task of international managers is to promote successful communication: to determine priorities, rational approaches, manage the behavior of employees and direct it in accordance with the basic principles of international cooperation. Managers must ensure clear communication between all structural divisions, branches, people in each working group and between them, to establish interaction with external organizations, infrastructure. In addition, they should contribute to the implementation of plans not only within individual markets, but also in the global economic space. In terms of interaction, interpenetration of different markets, management must be sensitive to the collision, interaction and interpenetration of different cultures.

With the expansion of international activities and influence in foreign markets in various areas of the company's activities, the number of new customers and partners is significantly increasing. Two tasks become urgent:

1. Understand the cultural differences between "us" and "them" and how they manifest themselves.

2. Identify similar traits between cultures and try to use them to achieve your own success.

So, it is clear that success in new markets largely depends on the cultural fitness of the company, its employees: tolerance, flexibility, ability to value the beliefs of others. If this is followed, then it is obvious that successful ideas can be applied with international practice and will be effective.

As you know, the first studies of the interaction of national business cultures were based on individual observations and the experience of business practitioners and consultants on international issues and were often formulated in the form of rules for conducting international business:

1. There are no bad crops! There are just different cultures.

2. In international business, the seller (exporter) must adapt to the culture and traditions of the buyer (importer).

3. Visitors, guests must adapt to the local culture, traditions and customs.

4. You can not oppose and compare the local culture and the culture of your country.

5. You can not condemn another culture, laugh at its manifestations.

6. Never stop watching and learning.

7. It is necessary to be as patient as possible with a partner and tolerant towards him.

S. Robinson identifies three main approaches to determining the role of the cultural factor in international business and, in accordance with them, the conceptual directions of cross-cultural research:

1. Universal approach - based on the fact that all people are more or less the same, the basic processes are common to all. Culture only determines how they will manifest, which form they will take. Therefore, all cultures are also fundamentally the same and cannot significantly affect the efficiency of doing business. The universalist approach focuses on common, similar features management activities in various countries.

2. Economic-cluster approach - recognizes the differences in national cultures, but does not recognize the importance of taking them into account when doing international business. Explains the presence of common features and differences in national management systems by the achieved level of economic development. It is believed that managers of international companies should analyze, first of all, the economic, and not the cultural features of doing business in different countries.

3. Cultural-cluster approach - is based on the recognition of the multifaceted influence of national culture on management and business, the need to take into account this influence and use the benefits of inter-cultural interaction to improve the efficiency of the company's international activities.

All these approaches enrich our understanding of management processes in a cross context.

cross-cultural management) - management of relations that arise on the border of national and organizational cultures, research into the causes of intercultural conflicts and their neutralization, clarification and use in managing an organization of patterns of behavior inherent in national business culture. Effective cross-cultural management is doing business together with representatives of other cultures, based on recognition, respect for cross-cultural differences and the formation of a common corporate value system that would be perceived and recognized by each member of a multinational team.

According to the traditional view, cross-cultural management is the management of cross-cultural differences and the ability to manage cultural shock. In the new understanding, cross-cultural management is not seen as the management of cultural differences, but as an activity carried out at the intersection of cultures. Culture and cultural influences in this case are considered as an object of cross-cultural and cognitive management at the organization level.

Two levels of cross-cultural management:

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Cross-cultural communications or intercultural communication. Part 1. Fedor Vasiliev. Psychology

Fundamentals of management. Management of organizational culture.

Negotiator self-discipline

Subtitles

The subject and tasks of cross-cultural management

The subject of cross-cultural management is the management of business relations that arise at the junction of different cultures, including:

• creation of tolerant interaction and communications, conditions for fruitful work and successful business at the intersection of different business cultures;
• regulation of intercultural conflicts in the business environment;
• development of cross-cultural competence of business owners, managers and staff. The combination of these three components allows using the diversity of cultures not as a hindrance, but as a resource of the organization.

The tasks of intercultural management are the creation, development and management of cultural diversity technologies - cross-cultural technologies, as well as the formation and development of "intercultural" managers in order to increase the efficiency of the organization in a global economy.

Nigel J. Holden substantiates a new understanding of cross-cultural management as a form of knowledge management. According to Holden, cross-cultural management is the management of many cultures, both within the organization and in its external relations. The author considers culture as an object of cognitive management and as the most important organizational resource. In the traditional domestic and foreign understanding, culture is a source of fundamental differences and new knowledge about them makes it possible to achieve success in international business.

In fact, no one before N. Holden considered cross-cultural management in three aspects: as a self-learning organization, sharing knowledge and building interactive networks at the local and global levels. Meanwhile, it is the totality of these three terms that makes it possible to use the diversity of cultures not as a hindrance, but as a resource of the organization.

Stages of formation of cross-cultural management

The first organizations that initiated and pioneered the study of intercultural differences in management practices were multinational companies encountered in the 50-60s of the twentieth century. with the need to interact with other national cultures. Conceptual framework to identify, identify and evaluate common features and differences in management problems in different countries and regions of the world, began to take shape in academic research in the late 1960s and early 1970s. In the 80s. 20th century a special discipline is being formed, called "cross-cultural management".

First stage

Associated with research on issues at the global, transnational levels, in connection with the expanded penetration of large national companies into the markets of other states. At this stage, the concept of monoculturalism of the countries under study, the concept of the “nation state” were applied, and it was also about the “German model of business mentality” and the “Chinese model”, etc. As part of this stage, the founders of cross-cultural management analyzed numerous factors which influence the formation of certain features of the mentality inherent in any people or nation - historical, geographical, folklore, religious. The socio-economic substantiation of the inherent value of each national model was of great importance against the backdrop of the propaganda of abstract "universal values" and averaged "human rights". The creators of cross-cultural management at this stage came to the conclusion: all peoples are different, each of them has its own system of values ​​that have been developed over generations and their change cannot take place without damage to the nation.

Second phase

At this stage, there was a development of theories and typologies of corporate cultures associated with the problems of the international division of labor. The creators noted that different national cultures tend to different types of organization economic process, generate different types organizational behavior and economic activity. There has also been a lot of research into types of corporate cultures based on the application of national business features mentality to a specific economic activity.

A major achievement at this stage was the understanding that corporate culture organization, firstly, is based on the national economic mentality, and secondly, it can be changed only taking into account its internal development paradigm.

Third stage

Recently, studies on the management of “cultural diversity” have come to the fore, aimed at developing mechanisms that would allow, while maintaining the national and cultural identity of certain groups of the population, to ensure sustainable managerial control by developing a common and acceptable for representatives of different cultures, a model of cross-cultural management mechanisms, both in business and in geopolitics, cultural technologies management.

Hertha Hofstede Model

Gert Hofstede characterized culture as a process of collective mind programming that distinguishes members of one group of people from another. According to Hofstede, the perception and understanding of the population of different countries differ in four ways:

Notes

Literature

• Simonova L. M. Transcultural approach in international business (management of foreign assets), 2003.
• Persikova T. N. Intercultural communication and corporate culture, 2008.

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1. Analysis and resolution of cross-cultural conflicts

Quite a lot has been written and translated about the use of cross-cultural management features in establishing communications and negotiating. However, today it is difficult to find systematic recommendations in the literature in Russian on how to resolve cross-cultural conflicts that often arise in enterprises.

How can applied or instrumental knowledge in the field of cross-cultural management be used to resolve real conflicts that arise on intercultural grounds? We will try to compile an algorithm for a very specific group of cross-cultural conflicts. The one that occurs most frequently. We will talk about conflicts between top and middle management at Russian enterprises bought or created by foreign companies. Our experience shows that, as a rule, such conflicts have a significant similarity with each other. And they go through almost the same scenario.

The first persons in such enterprises are usually expats (although recently there has been a tendency to attract Russians to these posts), and the middle management has Russian roots. It is between these two groups of managers that intercultural misunderstanding most often occurs, that is, communication and behavioral barriers are built.

We would also like to note that what we are going to talk about is often encountered in the framework of cross-cultural conflicts at purely Russian enterprises. Only here the ground for conflicts is created by the differing behavioral stereotypes of Russian managers. For example, managers who belong to different age groups. Or managers who come from different organizational cultures (for example, power and entrepreneurial).

The situation is also well known when Moscow and St. Petersburg investors, and more recently investors from thirteen million-plus cities, come to small towns in various regions of the country, they buy up enterprises on the verge of bankruptcy and begin to reorganize them. At the same time, the top positions are occupied by dynamic, market-oriented managers and owners.

According to the paradigm of behavior, they gravitate towards the Anglo-Saxon culture. As for middle management, it is the product of the management model that Gerdt Hofstede called "Family or Tribe" and which we discussed in the previous chapter. It, as we remember, among other things, is characterized by a high power distance, a relatively high level of collectivism, context and status. Already such a status parameter as age is fraught with the seed of conflict. For the new owners are often a generation younger than their middle-echelon subordinates.

1. The usual paradigm of cross-cultural conflict

So, what is the paradigm of the analysis of cross-cultural conflict and the main steps to resolve it? Any cross-cultural conflict is based on two main problems:

The first of these is the violation of effective cross-cultural communications;

The second is a clash of behavioral stereotypes.

Moreover, the problem of violation of cross-cultural communications often seems less significant. Therefore, managers often "jump" over it and seek to immediately go to the content of the conflict.

However, in our experience, it is the violation of cross-cultural communication that causes 60-70 percent of intercultural conflicts in enterprises. People talk and do not hear each other. The same terms mean completely different things. Subordinates do not mind, because they do not consider it necessary to do this, and leaders believe that they agree with them. Finally, translators do not translate what is said, but what they understand. As a result, a denouement occurs when the parties come into conflict.

The second problem, which accounts for the remaining 30-40 percent of the causes of cross-cultural conflicts, is the clash of different behavioral stereotypes, which, in turn, are based on different value systems.

2. Main stages and principles of conflict resolution

When resolving cross-cultural conflicts, several standard actions are usually taken. Or, what is the same, several standard steps are taken.

The first step is obvious: it is necessary to carefully analyze and try to understand the specific causes of this particular conflict. As Anna Karenina said, "All happy families are alike; each unhappy family is unhappy in its own way." Therefore, we start with monitoring, that is, with the study of those problems that give rise to misunderstandings in the team or in working groups; cause a violation of mutual understanding between the top and middle management of the enterprise. We conditionally divide all problems into two groups: communication and behavioral.

Second. After we have managed to analyze with varying degrees of depth and list the communication and behavioral problems in order of importance, we begin to develop tactics for taking the enterprise out of cross-cultural conflict. That is, we are trying to find and outline concrete steps to quickly "resolve" the situation, or "extinguish the fire."

Third. Then comes the most important stage - the final one. We are moving on to developing strategic plan measures that will help avoid similar conflicts in the future. After all, what we have achieved a short time to extinguish the conflict, let off emotional steam and build bridges of mutual understanding between people does not mean that the problem has been settled yet. Ahead is the creation of a corporate culture, a single system of values ​​for the entire team. And it is always quite a long process.

Before you begin to resolve the first cross-cultural conflict, I suggest paying attention to one most important universal rule: “In all cross-cultural conflicts, you must maintain absolute presence of mind and not give free rein to your own emotions. side. Any cross-cultural conflict can only be resolved if there is mutual understanding. And it is so easy to destroy and so difficult to conquer."

Note. The degree of emotional tension of the conflicting parties can usually be divided into three stages:

Stage one: Tensions interfere with effective communication, but the situation can be quickly resolved.

Second stage: rapprochement has already become difficult, conflict resolution requires more time.

The third stage: a situation of deep conflict that has passed from the essential to the interpersonal plane. Usually requires surgical measures (partial rehabilitation of the team).

3. Strategic vision

As we have already noted, we need not only to develop tactics for overcoming intercultural conflict, but also to outline strategic measures for its prevention in the future. At the same time, it is necessary to understand that it is impossible to foresee absolutely everything on the shore.

What goals should be set in the first place and what measures should be taken?

Firstly, when planning any activities within the team - negotiations, meetings, trainings, meetings, repositioning of leaders - you should always proceed from the fact that in the end you create a team whose corporate culture allows it to resolve conflicts without outside interference.

Secondly, when planning changes and reorganization, you should proceed from the fact that your key task is to restore the authority of the current leadership as much as possible. Make sure that the entire team from middle management to blue-collar believes that they are doing one common thing. And if you win, the results will work for everyone.

Thirdly, the key and most difficult moment is overcoming the conflict "us and them". As long as the team says "they" to the boss's office, the germs of cross-cultural conflict smolder throughout the organization. Assigning the boss to the team, proving the correctness of his course are mandatory steps towards overcoming intercultural conflict.

Given the high power distance inherent in Russian culture, many measures are implemented quickly and effectively only by force. It must be said that middle management and "blue-collar workers" in the conditions of settling cross-cultural conflicts are usually relatively loyal to such methods. Moreover, often a boss who is not ready to show strength and decisiveness in difficult conditions is called a rag and is considered to be incapable of leading the company and leading it to victory.

However, there are serious dangers in the use of forceful methods. The whole practice of developing modern successful companies shows that the excessively high power distance so characteristic of our country ultimately stifles initiative from below. We must not forget that this "initiative from below", along with a sense of national culture, a sense of regional culture, a sense of industry culture, is a factor that gives companies serious competitive advantages. People who know what can be done outside the written rules based on local traditions and built interpersonal relationships - that is, those people who, in fact, are the bearers of the local culture, should retain key positions in the enterprise.

When building measures to resolve cross-cultural conflict, you must find a middle ground: on the one hand, establish the authority of the leader, and on the other hand, do not go too far or retreat in time so as not to "throw the baby out with the water."

4. Communication monitoring

The preference has Golden Rule, which sounds like this: "Let's select our own." First, those bribes that are the simplest are selected. I suggest going the same way. First of all, we will conduct a short monitoring of the main communications and communication violations at the enterprise.

First. Check if the cause of the conflict is communication breakdowns due to different perceptions of the context by the top and middle echelon of management. Are there among the reasons many "yes" which meant "no"; differences in the time it takes to make decisions, etc.

Second. See if poor knowledge of a foreign language, lack of knowledge of a professional language by young generalist managers, low qualification of translators, etc. is a constant obstacle to communication. You'll be surprised how often these simple reasons seriously hinder understanding!

Third. Check whether the reason for the disruption of communications and tension in the team is "artificial getotoizatsiya" senior management(foreigners, Muscovites, etc.): their communication is only in their narrow circle; non-participation in events where it is possible to establish informal relations with the team and middle management (sports competitions, parties, field trips, etc.).

Fourth. Pay attention to non-verbal (especially if it does not match the conflicting parties). Incorrect "reading" of gestures often leads to additional stress.

5. Monitoring Behavioral Differences: Time and Perspective Vision

When we begin to consider the causes of cross-cultural conflict, it is advisable to try to identify the reference points that most often determine the inconsistency of behavioral stereotypes.

Let's start with perception strategic goal. Representatives of countries focused on the Anglo-Saxon culture, as well as a young generation of managers in the largest Russian cities, profess the principles of a rational culture. This culture is based on the Protestant ethics of Max Weber. These people believe that it is necessary to work actively and that the result of their work should be their personal achievements, as well as the achievements of their enterprise. They are rational people with rational goals and behavior. For them, personal material goals (to earn more) and non-material goals (to make a career and fulfill themselves) are quite rational. The goals of the enterprise are no less rational for them: the achievements of the enterprise change through profit, profit changes through sales. From this point of view, the strategy should be calculated and translated into money.

As soon as we move to Eastern culture- be it the culture of the East Asian peoples or the culture of traditional Russian management - we are faced with a slightly different perception of the prospect. Orientation towards earning money, towards achieving a certain material goal here very often turns out to be secondary. People are inspired by long-term and vaguely formulated goals. Ready to work in the name of the "city of the future." For them - as in the "Family" model of culture - it is often more important what to do ("forge the defense of the Motherland") than how to do it (with minimal costs and maximum profit). Cardinal differences in target and motivational behavioral stereotypes are the most frequent essential cause of cross-cultural conflicts.

Let's imagine that a team of Western managers (or young private investors from the Center) came to a traditional Russian enterprise and began to prepare for a meeting at which they are going to announce the company's development strategy. What should she tell people? Along with financial performance, indicators of profit growth and an increase in market share, it will probably be necessary to explain what their enterprise will give for the development of Russia, how important this business is for solving social problems this region, localities, how the products produced will serve people. What will the employees of the enterprise benefit from this and what will be the social policy.

The other most common behavioral stereotypes that conflict and cause tension in the reform of Russian enterprises are stereotypes associated with an extremely high power distance (this especially hinders Scandinavian management, who is used to a more “flat” management system) and differences in the speed and order of decision-making. Between Eastern and Western cultures, as well as between the culture of metropolitan private enterprises and traditional companies in small towns, there is a huge difference in the perception of the speed of the passage of time. And if for some cultures statements like: "the decision must mature", "this must be ventilated" at the top "," discuss with colleagues "are quite justified, then in others (in particular, in the Anglo-Saxon culture) the position that "it is better a weak solution, but a quick solution than no solution at all for a long time." cultural management conflict communication

List of used literature

1. Cross-cultural management: a textbook for undergraduate and graduate students / S. P. Myasoedov, L. G. Borisova. -- 3rd ed. -- M. : Yurait Publishing House, 2015

2. Nigel J. Holden. Cross-cultural management. The concept of cognitive management. M.: Unity-Dana, 2005. 364 p.

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