American company having problems with their Finnish acquisition

An American company approached us because they were having cultural difficulties with their recent Finnish acquisition, a firm that was only 0.1% the size of the parent, but renowned for their expertise in a highly specialized part of a major new product of the parent. We began by fulfilling the Americans’ request - to train the Finns on how to work with Americans. During training, it became clear that the problem was deeper than this. We then went over to the US to work with the Americans. When we asked them what their experience of Finns was, they replied 'they seem to be unreliable, don't keep promises and cannot keep to deadlines...Oh, and one more thing - they are very bad at reporting back to HQ.' This was such an unusual thing for anyone to say about Finns, that it became clear that culture was unlikely to be the problem - but it might be the solution. Further discussion and questioning, together with what we had learned about the co-operation from the Finns, led them to the conclusion that they had simply been giving the Finns impossible tasks to do. Not surprising, given the huge difference in resources between an enormous company and a very small one. Finns, we told them, are likely to just buckle down and try and do their best, without complaining (Finnish sisu or ‘guts’) and then not report back because of a wish not to lose face and also from a general tendency to get on with things without too much reporting. The Americans agreed to look into offering the Finns more resources.

XI. Give Russian equivalents for the following words and phrases used in the text:

cultural difficulties; recent Finnish acquisition; for their expertise; in a highly specialized part of a major new product; seem to be unreliable; don't keep promises; cannot keep to deadlines; are very bad at reporting back to HQ; an unusual thing; culture was unlikely to be the problem; it might be the solution; the conclusion; impossible tasks to do; not surprising; given the huge difference in resources; between an enormous company and a very small one; without complaining; not report back; a wish not to lose face; from a general tendency to get on with things; without too much reporting; agreed to look into offering; more resources.

Focus on Grammar:

Perfect Continuous Tenses.

XII. Make the following sentences and define the Tenses.

1. _____ has been _______ing since ________.

2. Have ___ been ______ing for ________?

3. ______ had been _____ing ____ by ___ ____ _____ed.

4. ______ will have been ______ing by ______.

XIII. Find in the text examples of the Present Perfect Continuous Tense.

XIV. Open the brackets.

1. All the roads were blocked: it (to snow) all night long.

2. She fell ill because she (to work) very hard.

3. I (to wait) for you since 5 o'clock.

4. It (to rain) since Sunday.

5. How long you (to study) English?

6. You look tired. - Yes, I (work) at my project.

7. Next year I (to study) for 4 years.

XV. Render the text “Introduction to Cross-Culture”.

XVI. Work as one group. Choose some of the English-speaking countries. Find out what seemingly diverse countries have in common with you – and what they don't.

XVII. Study the article in several groups and try to find arguments to support the following points of view

Leading across Cultures

Different cultures have diverse concepts of leadership. Leaders can be born, elected, or trained and groomed. Others seize power or have leadership thrust upon them. Leadership can be autocratic or democratic, collective or individual, meritocratic or unearned, desired or imposed.

It is not surprising that business leaders (managers) often wield their power in conformity with the national set-up – for instance a confirmed democracy like Sweden produces low key democratic managers; Arab managers are good Muslims; Chinese managers usually have government or Party affiliations.

Leaders cannot readily be transferred from culture to culture. Japanese Prime Ministers would be largely ineffective in the United States; American politicians would fare badly in most Arab countries; Mullahs would not be tolerated in Norway. Similarly, business managers find the transition from one culture to another fraught with difficulties. Such transfers become more and more common with the globalisation of business, but the composition of international teams, particularly the choice of their leaders, requires careful thought. Autocratic French managers have to tread warily in consensus-minded Japan or Sweden. Courteous Asian leaders would have to adopt a more vigorous style in argumentative Holland or theatrical Spain if they wished to hold the stage. German managers sent to Australia are somewhat alarmed at the irreverence of their staff and their apparent lack of respect for authority.

In this workshop we analyse leadership styles in various cultures and discuss strategies for managing international teams, who have different expectations from leaders than may be normal for your culture.

Sample contents:

Introduction: Are leaders born, groomed, trained or accidental?

Leadership styles in 20 cultures

The Asian concept of leadership

Conflicts between European and American management styles

The “Manager’s Day” in different cultures

Individual and Team Leadership

The Language of Leading

20 Cultures – 20 Motivations

Leading the International Team

The Multicultural manager

MODULE 7
“MARKETING. ADVERTISING”

Unit 7.1