“Cultural Considerations in International Management” Options Menu: Forum Suppose you are an executive director of the top management team of an American multinational. As an executive with BET International Inc., suppose that you are recently promoted to the CEO of the Asian region, including Japan, Korea, China, Thailand, Vietnam, Indonesia, and Malaysia. This region encompasses the most important production facilities and supply chains for BUMET International, with seven production facilities one each country and over 100,000 employees in total. Many of you have probably found these sites, but in case you haven’t and are interested, you may want to check the following site regarding the Hofstede national culture dimensions. On the left side, you can get scores of each country, plus you can read more about the background of the national cultural dimensions. Also, on this page, you can make some nifty side-by-side comparison of any two countries. Given the research, you would think the awareness of the cultural differences and adapting to them should be of paramount concern. (https://www.hofstede-insights.com/product/compare-countries/) (https://geerthofstede.com/culture-geert-hofstede-gert-jan-hofstede/6d-model-of-national-culture/) In managing human resources, how should you alter your management style based on Hofstede’s four value dimensions? Do you think the company’s business culture and management style allows for flexibility in today’s current environment? Can you share any additional specific examples of successes and failures of firms relating to this concept? Can you think of any positive and negative results that come from a culture first mentality? Support your comments with information from this week’s lecture, readings, and your research. Illustrate and reinforce your answer with practical examples.
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