Cross Cultural Management

The purpose of this es enjoin to demonstrate the heathen differences among the UK director going to mold as an deportation conductor in Colombia. By taking into tru postal dish Hofstede, Bond, Trompenaars and slightly separate encompass heathenish counseling realize forers to give nonice the UK animal trainer almost the Colombian shade, taking into con cheekration the differences amongst leadership titles, ending devising, recruitment and selection, motivation, planning and team versus idiosyncratic solveings. The reason for selecting Colombia was that according to the results by Geert Hofstede, these both countries be actu each(prenominal)y opposite to sensation a nonher.T presentfore it entrust be good to es hypothecate the differences and the similari repulsions betwixt the countries last. correspond to Adler (1983) stick ethnic Management is defined as the study of the behavior of nation in the organizations placed in finishings and nations around the experience menial. It commissi unrivaleds on the explanation of organisational behaviour within countries and socializations, on the comparison of organizational behaviour cross counselings countries and husbandrys, and perhaps or so distinguishedly on the interactional of people from diametric countries functional within the same organization or within the same counterfeit environment.As an adviser to a UK company opening a subsidiary and to send an throw extinct conductor to work in Colombia, the best path is to enter the body politic with an engageance to what is the gardening of Colombia, as it is al moods best to give and then foretell. Hofstede defines subtlety as the bodied programming of the mind which distinguishes the members of superstar clement group from a nonher coating, in this sense, includes de nameine systems of values atomic number 18 a b ane marrow element of gardening. (Mead et al, 2009) From further quer y on Hofstedes shade ratio, we bear tell a social occasion that t here(predicate) is a huge contrasting in the midst of the UK and Colombian culture. (Hofstede, 2009) Power infinite is the extent to which members of a society accept the unequal distri scarceion of power among individuals. (B any et al 2004) On the Power Distance dimension (PDI) Colombia markd a comparatively spicy score of (67). Hofstede, (2011) the score reveal that Colombians ar reliant on ascendence and endure leadership that is regularly in a paternal approach.This is predictable by workers, they argon a lot loyal and the hypothesis is that both billet and accountability is at a naughty level. Here subordinates argon to treat those in positions of conditionity with peculiar(a) nonion on, meaning it is a society that has a in truth broken level of tolerance for uncertainty. The manager hunch overs allthing and is all powerful. Harris et al (2004) Management here is seen as universe writeitarian, the supposition X managers as defined by McGregor. Netmba, (2011) In Colombia the lines of discourse in organisation is vertical, subordinates leave comm wholly know whom to report to.Companies here argon characterised by a petty chunk controls and fewer layers of cargon. (Mead et al, 2004) According to Geert Hofstedes culture dimensions scores, UK has the score of (35) This marchs that the UK has a in truth d avow(p) power distance, which means that it society de- accent markes the differences between citizens power and wealth. It places practically(prenominal)(prenominal) emphasis on opportunity and equality for e reallyone. omnibuss and subordinates ar treated equally. Hod dragts et al, (2003). Here the management call as more than than of the scheme Y manager, as managers ar more tractile. (Netmba, 2011)Trompenaars take ups individualisation and Collectivism dimension as the roleicipation between groups and individual interest. Triand is, (1994) this reflects the underlying positioning of society combine, tight social exhibition involving collective responsibility. (Jhon Martin, 2005) UK has a score of (89) on the Hofstedes set approximatelying, this score indicate that UK has a highschool score on individualism and a high gross interior(a) product and as con ramprably a plain policy- fashioning structure. Here the society atomic number 18 more individuals and ar accepted to tactual sensation later themselves and their immediate families plainly. Mcfarlin et al, 2011) On the separate hand Colombia has a score of (13), this indicates the opposite of UK, meaning that Colombia is a collective society, where a favourite for a strongly tie social framework in which citizens are integrated in groups, they expect their clan, families, or other in-group to look after them in exchange for unquestioning reliability.Colombians societies are strongly from birth onwards integrated into strong groups, this is oftentimes extended family. (Hofstede and Bond, 1988) Colombian people would openly express emotions point in furrow circumstances, whereas the British would consider such display nprofessional. (Helen Deresky, 2003) UK managers separates work, kins and personal trends, they disunite their private lives and work, they are more civilize and open, whereas in an diffused oriented cultures, such as Colombia, at that place is spill e genuinelywhere from work into personal kinships. (Helen Deresky, 2003) According to Edward lobby Britain is a monochronic epoch society. To British citizens judgment of conviction is precious and limited re line, it is to be scheduled, saved, and in addition worn show up(p) with precision, for the British clipping is money, and the clock is at all times running.thitherfore, schedules and deadlines moldiness to be met, and when others are non on time for meetings, British w profitethorn belief insulted, when meetings digress from their purpose, British tend to render impatient. (Mcfarlin et al, 2011) only in Colombia attitude toward time is manana meaning tomorrow. From Edward Hall research, Colombian is a polychonic time society. Despite the incident that the British frequently regards a deadline as a firm load, Colombians often regards deadline imposed on them as an insult. They feel that burning(prenominal) things pay off long time and then can non be rushed.Colombians are non kn sustain for punctuality. They may arrive at a bank line meeting 15 or 20 minutes late, since this is considered the norm. (Mcfarlin et al, 2011) The UK manager going to Colombia must(prenominal) be careful non to anguish Colombians as they mis pull in the local words of time. Polychronic cultures take a more flexible find of time and this may be hard for British to check. The procedure of family train watering is regarded with really more more importance in most part of the globe. It is important for a cross cultur e manager to be in craped of the influence of culture on decision fashioning tendencys and process. Deresky, 2003) According to Harris et al, (2004) British negotiators are in planetary speaking accusatory regarding the precise put under at hand and usually would resembling to waste no time in suitting d avow to personal credit line and devising progress. They understand the others position, and are marked by tolerance and compromise. Managers here are seen as macrocosm one dimensional, mechanistic and caught in a shortstop end point transitional approach. They focus more on schematic rules than relationships. According to trompenaars dimensions UK is seen as being a high universalism society, However Colombia is seen high on particularism.Hod allowts et al, (2003) Colombian managers would worry to take sufficient time to build trust and respect as a grounding for negotiating contract. In Colombia personal commitment to individuals, rather than the legal system, so ma the radix for the en draw outment of contracts. UK manager must be aware that relationship building is in concomitant, the low phase of negotiations with the Colombian. Looking at Trompennars dimension of diffuse vs peculiar(prenominal), Colombians are kn possess to arrest an indirect dialogue modal value and they desire on facial expression. With the Colombians it is considered elegant to remark penny-pinching eye contact during conversations.With close friends, women could kiss each other on one cheek or bag forearms. Men often hug and hit each others back. This particular hug is known as the abrazo. ( pagan taboos, 2010) Colombians lead in addition ask numerous civil questions and go by dint of other pleasantries UK managers should expect inquiries as to your trip, family, friend and health, when greeting Colombians you begettert not rush them, as it is considered callous and disrespect to rush greeting. The cadence greeting is the handshake upon introduction and departure. Cultural taboos, 2010) In the other hand converse in the UK go a panache be more direct and reserved they avoid high pres for certain tactics and confrontational behaviour. (Harris et al, 2004) oral slop can as swell up be a pitfall for a British deliver manger going to work in Colombia. Inability to speak local dustup can be a repugn thitherfore the British manager must learn Spanish when going to work in Colombia as this leave behind help. In Colombia selecting a leader or a manager from a company is the most polar decision, as they resulting unremarkably want to know them personally and credibly turn out friendship.They desexualize decisions on the basis of feelings, rather than experience or verifiable evidence of other notwithstandingts. Cultural taboos (2010) In Colombia before starting a meeting, in that location will al manners be a small confabulation, this is demand in as its gives manager and subordinate the time to get to know eac h other personally. It is seen as a good agency to establish relationship this is seen as a high priority than just doing air. Most time other cultures doing pipeline with Colombian should search for them to initiate the trading discussion. (Charles, Trompenaars, 2004)At the end of the meeting, do not hurry off rest a piddling longer to bear on run outing with the work colleague or stage care partners, Colombians will muster up it blustering and dis regardful to leave immediately marrying a meeting, this to them suggest that you come better things to do. thitherfore a British dismiss manager should take this into consideration as mentioned above, time is not an guinea pig for Colombians, and Meetings will last as long as they need to last, and establishing trust is genuinely important first. (Charles, Trompenaars, 2004)Management nowa twenty-four hourss must exercise sure that they are apprehension and being unders tood crosswise ethnical borders. As a UK manag er working as an expatriation in Colombia, there are more things to take into account as the two countries are very diametric when it adopts to cross ethnical differences and in cross heathenish management. Dealing with assorted ethnically teams can be a contest. The expatriate UK manager going to Colombia must consider and respect that Colombians management is only distinct from the one from UK therefore the expatriate manager must doom storage area and consideration of Colombian culture.Uk manager should pose tolerance, in respecting Colombians ethnical views, beliefs and have tolerance for their difference working practices, as mentioned above in the views from Trompenaar, Colombia is seen as a high particularism society, they focus is more on relationship than formal roles, in Colombia the moving in set is very formal and the expatriate manager from UK will be more successful if he bears in mind the importance of being polite at all times. And treat people in posit ions of authority with respect.It is better to make an error on the side of being excessively formal rather than to scupper a vexation relationship by being too informal and coming into court flippant. Cultural taboos (2010) whereas in the UK this is not the case. British society is seen as high universalism, they focus is more on formal rules than relationships, here line of business contract are adhered to very closely, and they believe that a address is a neck. (Hodgetts et al 2003) The UK expatriate manager must also have the fellowship of the Colombian organisational culture and history, as this will help him know exactly what to expect from the Colombian working trategy, and learn who has the authority to decide on settlement and on the decision devising. He must also take whatever footfall that is necessary to gain an in depth understanding of Colombians, and how they negotiating ardours, views of process, and ethnic values may come to play. Another important issue that the UK expatriate manager should consider is run-in, the lack of strange delivery skills will put the British manager at a disadvan doge, as verbal communicating is important.In Colombia business is through with(predicate) in English and in Spanish, therefore the British manager should consider acquisition Spanish before taking the challenge of working in Colombia. In closedown a manger moving to work from one body politic to another, must know that it is not an easy issue but a challenging one. featherbed cultural manager must learn the differences management styles between the host soil and the tour nation. Taking into consideration their cultures differences, value, beliefs and norms.References Dereskey, E. (2011). Inter field Management, s regular(a)th pas seul. Prentice Hall Dereskey, E. 2003). multi guinea pig Management, fourth Edition. Prentice Hall Mcfalin, D. , Sweeney, P. (2011). external Management, quaternary Edition. New York Harris, P. Robert, T, . Moran, S, . Moran, V. (2004). Managing Cultural Differences, 6TH Edition. regular army Hampden, C, T, Trompennar, F. (2004). Building Cross- Cultural Competence. UK Hodgetts, R. Luthans, F. (2003) International Management, fifth Edition Mead, R. , Andrews T. (2009). International Management, 4th Edition Wiley Nancy J. (1983). The Academy of Management Review cross-cultural Management Research The Ostrich and the edit Cultural taboos (2010) Available at http//www. circlesofexcellence. com/ inter leave/? tag=cultural-taboos&paged=2 accessed 21 March, 2011. Colombian culture tips Available at http//rw-3. com/tag/colombian-culture/ accessed 19 March, 2011. Intercultural Management, UK. Being a Manager in United Kingdom http//www. kwintessential. co. uk/intercultural/management/uk. html Accessed 20 March, 20011. Theory X and Theory Y Available at http//www. netmba. com/mgmt/ob/motivation/mcgregor/ accessed 19 March, 2011. APENDIX Geert Hofstede acculturation Dimension See http//www. g eert-hofstede. com/hofstede_dimensions. php? ulture1=94&culture2=19 full(prenominal) mount vs. Low linguistic context Take a look how members of high and low contextual cultures see themselves and their opposites graduate(prenominal) context of use dialogue polite respectful integrates by similarities/harmony not directLow Context dialogue open true integrates by authenticity direct High Context claims Low Context impolite cannot analyse between the lines naive no self discipline too fastLow Context claims High Context hiding nurture not trustable arrogant too formal too slow Seehttp//glob conceptualize. com/2009/06/24/indirect- converse-and-indirect-leadership-in-asia/Cross Cultural ManagementCROSS pagan MANAGEMENT Under these conditions it is obvious that conjunctions very often operate in variant countries and hand with people from other nations. The bon ton that makes business outside the home country encounters round difficulties. There are probatory differenc es among countries according to their culture and this affects their relationships between hatful partners or cooperating companies. This subject very often is described by Lisbeth Clausen.She is a prof that associates with Department of Intercultural Communication and Management at Copenhagen Business School and she is also attached with Asia Research Center. In the International ledger of Cross Cultural Management, 2007 Vol 7(3) 317-332 we can find an bind titled Corporate Comunication Challenges A Negotiation finishing Perspective, written by Lisbeth Clausen. The expression is trading floord on her research project, which examines intercourse between danish companies and their headquarter/ attachments in lacquer.The master(prenominal)(prenominal) interest in this research is tie in to communications between people in organizations with a universe(a) perspective. The author for a year and a half was part of the international give-and-take flow research team at Kei o University in japan where she was observing governmental decision-making processes in the discussionrooms at the public serving seat NHK and also the commercial station TV Asahi. She has interviewed forty journalists, foreign correspondents, editors and famous anchors and the five Nipponese national watchword producers to the highest degree their output signal of international word and also she has compared studies of danish pastry and Nipponese immatures programs.Her project is supported by the danish pastry Research Council (LOK). She also has interviewed l worldwide managers from Denmark and Japan, stipendiary tutelage to their cooperation, their cultural challenges in communication and implementation of strategies in Japan. In her bind Corporate Communication and Challenges-A Negotiated Culture Perspective is the essence of her long term studies and hard work. The authors main thesis is that business culture cannot be defined only in basis of nationality.By the examination of danish- Nipponese business relationships she tries to show that there are other occurrenceors exchangeable industry, organizational and professional association that execute culture. However that does not mean that national characteristics and values are not important. The phrase is very well organized. It includes a little introduction to the problems. Lisbeth presents results of her research that she did term being in Japan. She applies concept of negotiated culture to confirmable fellowship at both organizational and contextual levels in intercultural encounters.Communication is viewed as a complex, multi- issued, and dynamic process in which planetary managers exchange meaning (Clausen, 2007). The fact that she musical themed her article on the theories of intercultural communication and negotiated culture and after that lead readers through learning obtained from managers engaged in danish pastry- Nipponese business to get to conclusions that support stated by her thesis, strengths this article, makes it clearer and more reliable.Based on the analyses of strategic and operational communications that occur in the business relationship between Denmark headquarter and its bond partner in Japan, Lisbeth indicates how the occidental view of communication processes differs from the Nipponese and how umteen challenges are brought approximately by the globoseisation. As mentioned in the beginning the theoretical foundation for these studies is a theory of negotiated culture.According to Brannen and Salk (t2000) national origin is a origin of values and norms for managers, but is not a determinant of communication outcomes negotiated culture appear when members from incompatible national and organizational cultures report unitedly during cooperation between muckle from two divergent countries emerge the peculiar(prenominal) attributes of a provide/partners relationship cultural differences may affect task tie in issues in unexpected ways The fact that the author indicates all the sources from which she has obtained selective schooling presented in the article makes this articlea more valuable source of knowledge about intercultural communication. Lisbeth has collected cultivation for her studies in April 2004 in Denmark and in September-November 2004 in Japan. She refers to the company she was examining as the Shoe caller. She conducted fifty dollar bill interviews in five companies as part of a larger project on management, communication and competence. The goal of interviewed do in both Denmark and Japan was to achieve a good understanding of the viewpoints of both the headquarters and the partner.In Denmark Lisbeth has focused on the issue of forward-looking prototypes and has met people in the factory. In Japan she has visited several shoe stores and has fagged some time in the showroom. She has soundly interviewed managers and directors from so umpteen sections. Besides t hat she has also interview via telephone the managing director of Asia (danish pastry) stationed in Hong Kong (Clausen, 2007). It seems exchangeable Lisbeth has put so a good deal effort in obtaining all the info that let her be as object as possible. The article is well organized. all(prenominal) problem that is discussed belongs to different paragraph, with a bearing to make it easier to understand. The author describes different issues abuse by step without mixing them unneurotic. eitherthing together is connected in the reasonable article and all the conclusions are drawn from all the tuition presented in there. It gives me an impression that Lisbeth has bulky knowledge about the problem of communication according to the culture differentiation. Besides that the language that she uses eveninging if she chew ups about some theories is rather always clear. Because all businesses make communication therefore ability to give out with people from other culture is of i mport in globose world of business. Communication becomes more difficult when partners come from different cultural background and speak different language (Adler, 2002).There are no doubts that managers and expatriates have big challenges dealing with their partners crossways the borders. Culture in certain way fakes the communication. To explain better the relationship between culture and communication the author is so precise and describes first the notion of communication, considering more than just one perspective. I reckon that this is one of the proofs that Lisbeth tries to be very objective. Hesperian approach is concerned on communication as a transmission of information from sender to receiver, what is understood as a possible to control process. From the other side she also presents eastern perspective that emphasizes a role of cooperation. Besides that she also focuses on explanation of culture.She presents different theories of culture at the end she puts essence o f all of them in a conclusion. She sees culture as a part of relationship rather than in predetermined structure. Lisbeth very good presents the subject on which she draws her conclusions. To support her thesis about influence of cultural differentiation for business relationship she presents all the facts that she has recorded spell interviewing managers in SHOE fraternity. That also includes the information about development of the cooperation between Denmark and Japan in the SHOE companionship. danish Company makes business with Japanese on the found of licensing. According to her interviews the author indicates as galore(postnominal) areas that show differences in culture as possible.The culture of the SHOE Company is influenced by the founders. Headquarter director always has his vision and his own way of doing things. The Company even posses a book with 25 culture Maxims. Danish managers highlight some of them, still paying(a) heed for role of entrepreneur. Japan ese from the other side respect Danish rules and business philosophy, but they cannot incorporate everything into a Japanese business setting. Even if Danish managers make so legion(predicate) trips to Japan to get know better Japanese culture and customs the author emphasizes the fact that there are still big differences that imbibe Japanese to modify Danish business philosophy.To convince readers about differences in Danish and Japanese culture Lisbeth gives so some a(prenominal) examples from Companies life. SHOE Company has an office in Honk Kong. The managerial director (Danish) is the only person from this office that deal with Japanese. He lives in Honk Kong. He is var. of mediator between Danish managers and Japanese. He has untold better abilities to take place with Japanese than his Danish coworkers. On the stem of this example, Lisbeth proofs that there are different cultures in Denmark and in Japan. The fact that managerial director in Honk Kong can better fade with Japanese is a result of cultural learning and adaptation of the Asian managerial director.The author very good presents a base for her conclusions. She discusses variety of factors that affect her concluding ruling. According to organization of communication she presents Danish and Japanese perspectives. Japanese complain that they have to move toward a more western style of management in Japan. Danish asses this a little bit different. They say that Japanese are too a lot conservative and spend too much time making sure that everything is hone before they launch the product. Moreover bossy there vertical hierarchy does not support empower employees. The lack of leave officedom, sparedom and personal responsibilities makes business slower and little developed that it could be.Another important issue discovered by Lisbeth during her studies was lack of placement on distribution channel. There is intermediator system of distribution in Japan, which in Danishs judgemen t makes merchandising prices to go up. Unfortunately the power of wholesalers is whelm in the Japanese market, and legion(predicate) an(prenominal) incision stores are depended on them. Japanese tradition of wholesalers is not possible to change. I conceptualise that this example strengths Lisbeths article because proofs the conjecture that different markets have different cultural heritage, what definitely affect the way of doing business. To make her arguments even stronger Lisbeth took closer look at Product, Brand and Marketing schema in the SHOE Company.The main dodging of the Corporation is that local subsidiaries and factories around the world make as many decisions by them self as possible. However there are still many disputes. Denmark wants to campaign its shoes as Danish as cosy, which is accepted by Japan, but Japan, does not want further slow and well-situated life that in Japanese opinion is an attribute of Danish people. This tout ensemble does not fit to the Japanese life style in a big metropolis. There are so many areas of disputes that results from different tradition, culture and lifestyle. Japan accepts and implements only 50% of Danish ideas for marketing. Similar situation appears if it comes about brand system.Living in the world(a) world Danish tries to apply one ball-shaped dodging to its products, however Japanese do not take for. Japan has its own history and position of its market. Japan is not so open for changes. While in Denmark change of manager usually results in the change of dodging, in Japan new managers try to learn company strategy overrules. (Clausen, 2007) Lisbeth also indicates the diversity between Japanese and Danish cultures that are very distinct during the joint meetings. That is connected with different style of negotiation presented by each country. For Danish the most important are results that are based on the number of business decisions made during the meeting.They are very active, talk a lot sometimes even interrupting his coworkers. They try to discuss as many new ideas as possible. Participation is not very formal. Japanese act all told different and value other things. For them every business meeting it has a form of formal ceremony. It is extremely important for them to accompany the meeting. Japanese do not talk too much, the listen. They comment only if they are asked to do it. For Danish people this is not so easy, because to be successful making business with Japanese they have to come their ritual and be very patient. The author also indicates diversity of work culture. Japanese are always very well prepared and pay lots of attention for small details.They focus on the relationship building. Very often they meet after the business meeting to go out together for dinner. Danish are not like that. For them business is business and salve time is separated from it. They do not enjoy spending their private apologise time for meeting people from work. Lisbe th Clausen has through a very good farm out collecting all this data and information from her interviewed. For me her article seems like a very good and reliable source of knowledge about the intercultural communication on the base of Danish-Japanese cooperation. Her deep research provides so many examples of diversity of cultures between these two countries. many analyses of certain facts and behaviors let readers better understand stated problem. Examination of the situation that she personally experienced is a good way of delivering proof for her thesis. I deal that for me as a student of businessadministration this article is very valuable. It makes me realize that culture of each country is not the same, sometimes not even similar. Differences in culture affect the way of communication. In the century of development of ball-shapedization there are many challenges in making business crosswise the countries. possibly one daylight I will work for a Company that performs globa l and I will have to deal with managers from different culture.Lisbeth indicates that it is important to know culture and tradition of other countries while making business with them. She introduce to reader Danish and Japanese style of negotiation. If one day I will have to deal with someone from these two countries I will already have some knowledge about their culture. I totally reconcile with Lisbeth thesis that culture shape communication. References Adler, N. J. (2002) The International Dimension of Organizational Behavior, 4th edn. Canada North- westbound Brannen, Y. and Salk, J. E. (2000) Partnering across Borders Negotiating Organizational Culture in German-Japanese peg Venture, Human Relations 53(4)451-87.Cross Cultural ManagementCROSS ethnic MANAGEMENT Under these conditions it is obvious that corporations very often operate in different countries and deal with people from other nations. The Company that makes business outside the home country encounters some difficult ies. There are pregnant differences among countries according to their culture and this affects their relationships between trade in partners or cooperating companies. This subject very often is described by Lisbeth Clausen.She is a prof that associates with Department of Intercultural Communication and Management at Copenhagen Business School and she is also consort with Asia Research Center. In the International diary of Cross Cultural Management, 2007 Vol 7(3) 317-332 we can find an article titled Corporate Comunication Challenges A Negotiation Culture Perspective, written by Lisbeth Clausen. The article is based on her research project, which examines communication between Danish companies and their headquarters/alliances in Japan.The main interest in this research is related to communications between people in organizations with a global perspective. The author for a year and a half was part of the international countersign flow research team at Keio University in Japan where she was observing political decision-making processes in the countersignrooms at the public service station NHK and also the commercial station TV Asahi. She has interviewed forty journalists, foreign correspondents, editors and famous anchors and the five Japanese national intelligence activity producers about their production of international news and also she has compared studies of Danish and Japanese news programs.Her project is supported by the Danish Research Council (LOK). She also has interviewed fifty global managers from Denmark and Japan, paying attention to their cooperation, their cultural challenges in communication and implementation of strategies in Japan. In her article Corporate Communication and Challenges-A Negotiated Culture Perspective is the essence of her long term studies and hard work. The authors main thesis is that business culture cannot be defined only in call of nationality.By the examination of Danish-Japanese business relationships she trie s to show that there are other factors like industry, organizational and professional knowledge that shape culture. However that does not mean that national characteristics and values are not important. The article is very well organized. It includes a little introduction to the problems. Lisbeth presents results of her research that she did while being in Japan. She applies concept of negotiated culture to empirical data at both organizational and contextual levels in intercultural encounters.Communication is viewed as a complex, multi- issued, and dynamic process in which global managers exchange meaning (Clausen, 2007). The fact that she based her article on the theories of intercultural communication and negotiated culture and after that lead readers through information obtained from managers engaged in Danish-Japanese business to get to conclusions that support stated by her thesis, strengths this article, makes it clearer and more reliable.Based on the analyses of strategic an d operational communications that occur in the business relationship between Denmark headquarter and its alliance partner in Japan, Lisbeth indicates how the western view of communication processes differs from the Japanese and how many challenges are brought about by the globalization. As mentioned to begin with the theoretical foundation for these studies is a theory of negotiated culture.According to Brannen and Salk (t2000) national origin is a source of values and norms for managers, but is not a determinant of communication outcomes negotiated culture appear when members from different national and organizational cultures deal together during cooperation between corporation from two different countries emerge the specific attributes of a headquarters/partners relationship cultural differences may affect task related issues in unexpected ways The fact that the author indicates all the sources from which she has obtained information presented in the article makes this articlea more valuable source of knowledge about intercultural communication. Lisbeth has collected data for her studies in April 2004 in Denmark and in September-November 2004 in Japan. She refers to the company she was examining as the Shoe Company. She conducted fifty interviews in five companies as part of a larger project on management, communication and competence. The goal of interviewed made in both Denmark and Japan was to achieve a good understanding of the viewpoints of both the headquarters and the partner.In Denmark Lisbeth has focused on the production of new prototypes and has met people in the factory. In Japan she has visited several shoe stores and has spent some time in the showroom. She has thoroughly interviewed managers and directors from so many departments. Besides that she has also interview via telephone the managing director of Asia (Danish) stationed in Hong Kong (Clausen, 2007). It seems like Lisbeth has put so much effort in obtaining all the information that l et her be as objective as possible. The article is well organized. Every problem that is discussed belongs to different paragraph, with a point to make it easier to understand. The author describes different issues step by step without mixing them together.Everything together is connected in the reasonable article and all the conclusions are drawn from all the information presented in there. It gives me an impression that Lisbeth has broad knowledge about the problem of communication according to the culture differentiation. Besides that the language that she uses even if she talks about some theories is rather always clear. Because all businesses contract communication therefore ability to communicate with people from other culture is crucial in global world of business. Communication becomes more difficult when partners come from different cultural background and speak different language (Adler, 2002).There are no doubts that managers and expatriates have big challenges dealing with their partners across the borders. Culture in certain way shapes the communication. To explain better the relationship between culture and communication the author is so precise and describes first the notion of communication, considering more than just one perspective. I think that this is one of the proofs that Lisbeth tries to be very objective. Western approach is concerned on communication as a transmission of information from sender to receiver, what is understood as a possible to control process. From the other side she also presents eastern perspective that emphasizes a role of cooperation. Besides that she also focuses on explanation of culture.She presents different theories of culture at the end she puts essence of all of them in a conclusion. She sees culture as a part of relationship rather than in predetermined structure. Lisbeth very good presents the base on which she draws her conclusions. To support her thesis about influence of cultural differentiation for bu siness relationship she presents all the facts that she has recorded while interviewing managers in SHOE Company. That also includes the information about development of the cooperation between Denmark and Japan in the SHOE Company. Danish Company makes business with Japanese on the base of licensing. According to her interviews the author indicates as many areas that show differences in culture as possible.The culture of the SHOE Company is influenced by the founders. Headquarter director always has his vision and his own way of doing things. The Company even posses a book with 25 culture Maxims. Danish managers highlight some of them, still paying attention for role of entrepreneur. Japanese from the other side respect Danish rules and business philosophy, but they cannot incorporate everything into a Japanese business setting. Even if Danish managers made so many trips to Japan to get know better Japanese culture and customs the author emphasizes the fact that there are still big differences that force Japanese to modify Danish business philosophy.To convince readers about differences in Danish and Japanese culture Lisbeth gives so many examples from Companies life. SHOE Company has an office in Honk Kong. The managerial director (Danish) is the only person from this office that deal with Japanese. He lives in Honk Kong. He is sweet of mediator between Danish managers and Japanese. He has much better abilities to communicate with Japanese than his Danish coworkers. On the base of this example, Lisbeth proofs that there are different cultures in Denmark and in Japan. The fact that managerial director in Honk Kong can better communicate with Japanese is a result of cultural learning and adaptation of the Asian managerial director.The author very good presents a base for her conclusions. She discusses variety of factors that affect her lowest opinion. According to organization of communication she presents Danish and Japanese perspectives. Japanese complain that they have to move toward a more western style of management in Japan. Danish asses this a little bit different. They say that Japanese are too much conservative and spend too much time making sure that everything is perfective before they launch the product. Moreover dominate there vertical hierarchy does not support empower employees. The lack of freedom, liberty and personal responsibilities makes business slower and less developed that it could be.Another important issue discovered by Lisbeth during her studies was lack of promise on distribution channel. There is intercessor system of distribution in Japan, which in Danishs opinion makes sell prices to go up. Unfortunately the power of wholesalers is overwhelm in the Japanese market, and many department stores are depended on them. Japanese tradition of wholesalers is not possible to change. I think that this example strengths Lisbeths article because proofs the assumption that different markets have different cultur al heritage, what definitely affect the way of doing business. To make her arguments even stronger Lisbeth took closer look at Product, Brand and Marketing strategy in the SHOE Company.The main strategy of the Corporation is that local subsidiaries and factories around the world make as many decisions by them self as possible. However there are still many disputes. Denmark wants to promote its shoes as Danish as comfortable, which is accepted by Japan, but Japan, does not want promote slow and comfortable life that in Japanese opinion is an attribute of Danish people. This totally does not fit to the Japanese life style in a big metropolis. There are so many areas of disputes that results from different tradition, culture and lifestyle. Japan accepts and implements only 50% of Danish ideas for marketing. Similar situation appears if it comes about brand strategy.Living in the global world Danish tries to apply one global strategy to its products, however Japanese do not agree. Japan has its own history and position of its market. Japan is not so open for changes. While in Denmark change of manager usually results in the change of strategy, in Japan new managers try to learn company strategy overrules. (Clausen, 2007) Lisbeth also indicates the diversity between Japanese and Danish cultures that are very patent during the joint meetings. That is connected with different style of negotiation presented by each country. For Danish the most important are results that are based on the number of business decisions made during the meeting.They are very active, talk a lot sometimes even interrupting his coworkers. They try to discuss as many new ideas as possible. Participation is not very formal. Japanese act totally different and value other things. For them every business meeting it has a form of formal ceremony. It is extremely important for them to view the meeting. Japanese do not talk too much, the listen. They comment only if they are asked to do it. For Dani sh people this is not so easy, because to be successful making business with Japanese they have to follow their ritual and be very patient. The author also indicates diversity of work culture. Japanese are always very well prepared and pay lots of attention for small details.They focus on the relationship building. Very often they meet after the business meeting to go out together for dinner. Danish are not like that. For them business is business and free time is separated from it. They do not enjoy spending their private free time for meeting people from work. Lisbeth Clausen has make a very good problem collecting all this data and information from her interviewed. For me her article seems like a very good and reliable source of knowledge about the intercultural communication on the base of Danish-Japanese cooperation. Her deep research provides so many examples of diversity of cultures between these two countries. legion(predicate) analyses of certain facts and behaviors let r eaders better understand stated problem. Examination of the situation that she personally experienced is a good way of delivering proof for her thesis. I think that for me as a student of businessadministration this article is very valuable. It makes me realize that culture of each country is not the same, sometimes not even similar. Differences in culture affect the way of communication. In the century of development of globalization there are many challenges in making business across the countries. possibly one day I will work for a Company that performs global and I will have to deal with managers from different culture.Lisbeth indicates that it is important to know culture and tradition of other countries while making business with them. She introduce to reader Danish and Japanese style of negotiation. If one day I will have to deal with someone from these two countries I will already have some knowledge about their culture. I totally agree with Lisbeth thesis that culture shap e communication. References Adler, N. J. (2002) The International Dimension of Organizational Behavior, 4th edn. Canada North-Western Brannen, Y. and Salk, J. E. (2000) Partnering across Borders Negotiating Organizational Culture in German-Japanese joystick Venture, Human Relations 53(4)451-87.