Q.1 identify cultural patterns (e.g.

values, attitudes, belief, behaviors) integral to a cultural that is significantly different from your own. What might be some managerial implications of those difference

When we are born our culture tell us what to have or what to not ; means from the time of out birth the homosapien learned to compare themselves with the other living beings around them .This capability of comparison leaded to the creation of the whole new system by which new culture were formed. This whole creation of the human race system was not that simple as it looks.it took centuries to define these living patterns which included (values belief, behaviors ; the elements of the culture dimension .these elements make a chain in such a way.

belief

behaviour

culture

values

attitude

This is the whole D.N.A structure of the cultural genome. Now we will define this individual element of the cultural D.N.A Values Values are attitudes about the worth or importance of people, concepts, or things. Values influence your behavior because you use them to decide between alternatives. Values, attitudes, behaviors and beliefs are cornerstones of who we are and how we do things. They form the basis of how we see ourselves as individuals, how we see others, and how we interpret the world in general.

Attitude: A state of mind or feeling with regard to some matter; a disposition. In other words, an attitude is our tendency to evaluate some symbol, object, or aspect of our world in a favorable or unfavorable manner. It also can be defined as a state of mind or feeling with regard to some matter. The word attitude is use rather loosely as a catchall term for the whole collection of ones opinions, prejudices, and sentiments, even though the basic meanings of these terms are different. Belief is the psychological state in which an individual holds a proposition or premise to be true.[1] Dispositional and occurrent belief concerns the contextual activation of the belief into thoughts (reactive of propositions) or ideas (based on the belief's premise). A Cultural Variability Perspective Following are the point of a Cultural Variability Perspective n A value-based dimension, such as individualism-collectivism provides us with a more in-depth understanding of why members of two contrastive cultures approach conflict differently. (American vs. Pakistani) n Power distance, as a value dimension, also influences our expectations of how we should be treated and how we treat others. n In addition to these two value dimensions, the dimension of self-construal helps us to understand individual-level approaches to conflict. n The difference between low and high-context communication explains conflict style differences between cultures and individuals. Q.7 distinguished between at least three cultural clusters? There were at least 6 to 7 cultures cluster that were explain in our book of GLOBAL MANAGEMENT with which we learned to explain differences among the Anglo,indic and Germanic clusters before directly hinting on the nail we will like to through some light on the content on the base of which we will be distinguishing between three of them it will make a better understanding for you

Example of cultural cluster

Cultural cluster which choose form the above examples.

ANGLO

INDIC

Islamic

People and countries which are in flues by British history and culture(UK,US,CANADA,AUSTRALIA AND NEWZERLAND Of India and sirlanka plus immigrant of Indic people includes descend of home residing in MALAYSIA,INDONESIA,POLYNEZIA,EAST AFRICA AND NORTH AMERICA Of Muslim socio religious heritage includes much of the middle east and north Africa and part of south east asia.

As we now understand the nine dimension of globe culture association we will now differentiate among three of them as follow. Performance orientation Uncertain avoidance In group collectivism Power distance Gender egalitarianism Humane orientation Institutional collectivism Future orientation Assertiveness Q,8 Identify macro envirmontal trends (economic political demographic technological social and other then the table listed in the book) ISLAMIC Very Low High High High Very low Low Very low Low High ANGLO High High Very low Very Low High Low High High Low INDIC Low Low Low low Low Low Low Very low High

Hedging Against the Macro Environment Generally, businesses have little to no control over their macro environment. They can, however, prepare for the unexpected by using a PEST or PESTEL analysis. For example, if a business has a manufacturing plant in an area prone to hurricanes, they could hedge against the possible loss by developing an action plan to relocate employees or supplies if threatened by a hurricane. Many organizations conduct regular analyses of the macro environment factorsconnected to them, and revise their strategies accordingly.

Globolization

Legal Legal factors can limit or change how a business operates. For example, they may have to hire additional supervisory staff or purchase safety equipment after a new health and safety law is passed. Child labor laws often limit the hours a minor can work and require set break periods. If an organization employs several minors, it may have to hire additional help to cover the hours when the minors cannot legally work. Legal factors are determined by both locallegislation and regional and national laws. In some cases, companies that do business internationally are also affected by international laws.