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 Nature of Globalization.
 Multiculturalism.
 Cultural predispositions.
 Hofsede’s Cultural Dimensions.
 Managing across Cultures.

 Process of integrating world economies.
 Evidence of globalization can be seen in the increased levels
of trade, investment flows and mobility of people across the
globe.

 Rapidly developing economies have huge markets.
 Many MNC’s are locating their subsidiaries in low wage and
low cost to reduce their cost of production.
 Changing Demographics also add to increasing
globalization.
 Regional trading blocks are adding to the pace of
globalization.

 Declining trade & investment barriers have vastly
contributed to globalization.
 The most powerful instrument that triggered globalization is
technology.
 There is money in international business, and no
organization would wish to miss the opportunity.
 Resource-seeking is another motive for firms going
international.

 Globalization and Management
 Globalization and Jobs
 Globalization andWages
 Globalization and Child labor
 Globalization andWomen
 Inequalities

 Shift due to Globalization of the Indian Economy.
 The Indian Organizations.
 The Indian People.

 An expatriate working in any country needs to imbibe local
culture.
 He or she needs to acquire cross-culture competence while
working in host countries.
 This is because different cultures exist in the world and the
international manager should have the knowledge and
competence to live with the diverse cultures.

 Culture is a normative value.
 It is a group phenomenon.
 They are passed from generation to generation.
 Dominant culture.
 Subcultures.
 Organizational culture.

 Culture serves as a control mechanism that shapes
performance of he employees.
 Culture promotes innovation.
 It wields considerable influence on strategy formulation and
implementation.
 It provides a sense of identity to members & enhances their
commitment to the organization.

 Ethnocentricism.
 Polycentricism
 Regiocentricism.
 Geocentricism.

 Globe Project.
 Assertiveness.
 Future Orientation.
 Performance Orientation.
 Human Orientation.
 Gender Differentiation.
 In-group Collectivism.
 Collectivism/Societal.
 Power Distance.
 Uncertainty Avoidance.

 Power Distance.
 Uncertainty Avoidance.
 Individualism.
 Masculinity.

 Inequality is fundamentally good.
 Everyone has a place; some are high; some are low;
 Most people should be dependent on a leader.
 The powerful are entitled to privileges and
 The powerful should not hide their power.

 Conflict should be avoided.
 Deviant people and ideas should not be tolerated.
 Laws are very important and should be followed.
 Experts and authorities are usually correct and
 Consensus is important.

 People are responsible for themselves.
 Individual achievement is ideal.
 People need not to be emotionally dependent on
organizations or groups.

 Gender roles should be clearly distinguished.
 Men are assertive and dominant.
 Machismo or exaggerated maleness is good.
 People especially men should be decisive.
 Work takes priority over other duties such as family
 Advancement, success and money are important.

 Increasing creativity and innovation.
 Demonstrating more sensitivity in dealing with foreign
customers.
 Hiring the best talent from anywhere.
 Demonstrating a global perspective.
 Creating a ‘super organizational culture’ using the best of all
cultures
 Greater flexibility with in the organization both to adapt to a
wider range of environments and to change with in these
environments.
 To evolve universally acceptable HR policies and practices.

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