( Marketing & Comparative Management:400L 2ND SEMESTER)

QUESTION:

(a)   What is Market Segmentation?

(b)  Differentiated, Undifferentiated and Concentrated Marketing

SOLUTION:

Market segmentation is a marketing strategy that involves dividing a broad target market into subsets of consumers who have common needs and priorities, and then designing and implementing strategies to target them.

METHODS FOR SEGMENTING CONSUMER MARKETS

Geographic Segmentation

Marketers can segment according to geographic criteria, states, regions, , languages, cities, neighborhoods etc. The geo-cluster approach combines demographic data with geographic data to create a more accurate or specific profile.^[1] With respect to region, in rainy regions merchants can sell things like raincoats, umbrellas. In hot regions, one can sell summer clothing.

Demographic Segmentation

Segmentation according to demography is based on variables such as age, gender, occupation and education level or according to perceived benefits which a product/service may provide. Benefits may be perceived differently depending on a consumer's stage in the life cycle. Demographic segmentation divides markets into different life stage groups and allows for messages to be tailored accordingly.^[3]

Behavioral Segmentation

Behavioral segmentation divides consumers into groups according to their knowledge of, attitude towards, usage rate or response to a product^.

Psychographic Segmentation

Psychographic segmentation, which is sometimes called Lifestyle. This is measured by studying the activities, interests, and opinions of customers. It considers how people spend their leisure,^[5] and which external influences they are most responsive to and influenced by.  Psychographic is highly important to segmentation, because it identifies the personal activities and targeted lifestyle the target subject endures, or the image they are attempting to project.

Segmentation By Benefits

Segmentation can take place according to benefits sought by the consumer.

Cultural Segmentation

Cultural Segmentation is used to classify markets according to cultural origin. Culture is a strong dimension of consumer behavior and is used to enhance customer insight and as a component of predictive models.

Cultural segmentation enables appropriate communications to be crafted to particular cultural communities, which is important for message engagement in a wide range of organizations, including businesses, government and community groups.

Multi-Variable Account Segmentation

In Sales Territory Management, using more than one criterion to characterize the organization’s accounts,^[9] such as segmenting sales accounts by government, business, customer, etc. and account size/duration, in effort to increase time efficiency and sales volume.

Four basic factors that affect market segmentation are

1.      clear identification of the segment,

2.      measurability of its effective size,

3.      its accessibility through promotional efforts, and

4.      its appropriateness to the policies and resources of the company.

The four basic market segmentation-strategies are based on

1.                  behavioral,

2.                  demographic,

3.                  psychographic, and

4.                  geographical differences.

ANSWER:

DIFFERENTIATED, UNDIFFERENTIATED AND CONCENTRATED MARKETING

DIFFERENTIATED AND UNDIFFERENTIATED strategies each have their place in effective marketing. The one likely to work best for your business depends on your target market and its needs.

The UNDIFFERENTIATED marketing strategy focuses on an entire target market rather than a segment of it. This strategy employs a single marketing mix -- one product, one price, one placement and a single promotional effort -- to reach the maximum number of consumers in that target market.

A DIFFERENTIATED marketing strategy targets different market segments with specific marketing mixes designed especially to meet those segments' needs. Each mix includes a product, price, placement and promotional program customized specifically for a particular segment. For example, a company that manufactures vitamin supplements might identify gender-based market segments. It could produce one multivitamin formula for women and another for men. It could further differentiate by segmenting the gender groups by life stage and creating different marketing mixes around each one. Differentiated marketing is best suited for markets with readily identifiable segments, each with distinctive needs.

The CONCENTRATED strategy provides a third-way solution that allows marketers to target a single market segment with a single marketing mix. The ability to specialize to this degree has the advantage of allowing a company to focus its resources on meeting the needs of a single, well-defined and well-understood market, which makes it more competitive against larger companies.

On the downside, a concentrated marketing strategy can pigeonhole a company into a single product and market and leave it vulnerable to the effects of changing conditions within that market.

A marketing mix consists of the four P's: PRODUCT, PRICE, PLACEMENT AND PROMOTION. PRODUCT is not only the goods or services you sell but also the traits that make them attractive to consumers, such as design and packaging. PRICE considers list price as well as discounts, financing and options, such as leasing.
PLACEMENT refers to distribution -- the locations where your products will be sold and the process you use to get them there. PROMOTION communicates the benefits and features of your product to consumers through advertising and public relations and the media you use to execute them. At the center of the marketing mix is the target market. Each part of the mix is optimized to generate a response from the target.

QUESTION:

Define and briefly explain the concept of Marketing Management

SOLUTION:

Simply defined, marketing is the process by which you communicate the value of your products and services to consumers. Your primary challenge is to choose which consumers to communicate with and the best strategy for reaching them with your message.

Marketing concept

  

The modern concept of marketing management emphasizes customer satisfaction rather than maximization of sales. The concept of marketing is neither complicated nor original. ‘The customer is always right’ is a view that has been cited ever since the Industrial Revolution.

5 MARKETING MANAGEMENT CONCEPTS

There are five concepts under which organizations conduct their marketing activities: the production, product, selling, marketing, and societal marketing.

The production concepts holds that consumers will favor products that are available and highly affordable. In this sense, management should focus on improving production and distribution efficiency. For example, Henry Ford's whole philosophy was to perfect the production of the Model T so that its cost could be reduced and more people could afford it.

The product concept holds that consumers will favor products that offer the most in quality, performance, and innovative features. Thus, an organization should devote energy to making continuous product improvements.

The selling concept holds that consumers will not buy enough of the organization's products unless it undertakes a large-scale selling and promotion effort. Most firms practice the selling concept when they have over capacity. Their aim is to sell what they make rather than make what the market wants. Such marketing carries high risks.

The marketing concept holds that achieving organizational goals depends on determining the needs and wants of target market and delivering the desired satisfactions more effectively and efficiently than competitors do.

The societal marketing concept holds that the organization should determine the needs, wants, and interests of target markets. It should then deliver superior value to customers in a way that maintain or improves the consumer's and the society's well being. The societal marketing concepts asks if the firm that senses, serves, and satisfies individual wants is always doing what's best for consumers and society in the long run. It find out that the pure marketing concept over looks possible conflicts between consumer short run wants and consumer long run welfare.

QUESTION:

What is meant by Marketing Management.

ANSWER. Marketing management is the process of planning, organizing, directing and controlling the activities relating to the marketing of goods and services to satisfy the customers wants.

QUESTION:

Select and write on any two (2)

a.       Internet Marketing

b.      Marketing Philosophy

c.       What justification is there for having marketing planning in a business unit, whose marking performance has been very good?

ANSWER:

INTERNET MARKETING

Marketing efforts done solely over the Internet. This type of marketing uses various online advertisements to drive traffic to an advertiser's website. Banner advertisements, pay per click (PPC), and targeted email lists are often methods used in Internet marketing to bring the most value to the advertiser. Internet marketing is a growing business mainly because more and more people use the internet every day. Popular search engines such as Google and Yahoo have been able to capitalize on this new wave of advertising.

MARKETING PHILOSOPHY

The purpose of marketing is to gain a balance between creating more value for customers against making profits for the organization. To achieve this, many firms have adopted a marketing philosophy or what is generally termed a "marketing orientation".

A marketing orientation can be defined as focusing the organization on identifying and understanding the customers' preferences in terms of needs and wants and delivering them more effectively and efficiently than competitors.

Prior to the adoption of a marketing orientation, many organizations followed what was referred to as the "production philosophy". This approach focused on improving the efficiency of production and distribution to reduce costs and deliver more affordable products as the source of competitive advantage.

Another philosophy that has been followed historically is the "selling concept". This approach required organizations to aggressively focus on selling and promotion efforts as a way to stimulate demand and drive sales.

A marketing driven approach or marketing orientation has consistently delivered superior results over these other philosophies. Adopting a marketing orientation is now widely accepted as delivering greater levels of customer satisfaction, profitability and sustainability.

Worldwide, Toyota, with its strategy to manufacture cars for different segments of the population maintains a balance between customer value and profitability. With the marketing philosophy in mind, it has replaced its original goal of 10% of the world's market share with 'No 1 in customer satisfaction' as it believes its market share will follow the satisfaction it delivers to its customers.^[1]

ANSWER:

Having marketing planning in a business unit, whose marketing performance has been very good

1.      To solidify your mission

2. To outline what you want to accomplish
3. To describe your ideal client
4. To articulate what makes you different
5. To provide a road map for achieving your goals
6. To help you focus on what is important
7. To create an action plan for what you need to do and when
8. To track your progress
9. To remind you that this is your business and not a hobby

COMPARATIVE MANAGEMENT

QUESTION ONE

Compare the Farmer-Richman model with the Koontz’s model of comparative management.

ANSWER:

FARMER & RICHMAN MODEL OF COMPARATIVE MANAGEMENT.

Professors Richard N. Farmer and Barry M. Richman were the two pioneers in comparative management. They emphasized that environments external to the firm do affect management practices. They were first to identify the critical element in the management process and to evaluate their operation in firms in different cultures. They also described the environmental factors they considered to have a significant impact on the management process and managerial excellence. These factors viewed as constraints are classified as:

QUESTION: MODIFIED KOONTZ MODEL:

ANSWER: Management Science: Concepts/ Principles/ Theory/ Knowledge of general application. ii) Enterprise Function: Science/ Engineering/ Production/ Marketing/ Finance. iii) Human and natural resources. iv) External Environment: Educational/ Political, legal/ Economic/ Technological/ Socio culture, Ethical.

i) Affect: Managerial practices/ Planning, Organizing, Staffing, Controlling.

ii) Affect: Non-managerial practices/ Engineering, Producing, Marketing, Finance.

#Affect: Enterprise Excellence due to: Excellence due to Factors/ Excellence due to managerial factors.

QUESTION 2:

Discuss the Japanese-style and western –style of management under the following headings:

1. Organizational principles
2. Decision making and communication
3. Labour management/personnel system
4. Human relations and values

SOLUTION:

Japanese Management Style The socio cultural traits of Japanese people have imbued in them a perception, a belief and a behavior at workplace congenial for high productivity, fast industrialization and innovation. In  contrast to the western individualism, the “Groupism” of the Japanese makes them more cooperative, contributive, supportive to the others in the group and hence the organization (Chang, 1982). General characteristics of Japanese management are: “ Japanese accepts ambiguity, uncertainty, and imperfection as much more of a given organization life (Pascale and Athos, 1981)

Another specialist group concluded that Japanese management was based

on the philosophy and organization culture that emphasize Lee,1987). Hard work for common goals, Consultative decision making, Two way communication, Long term planning, Sharing of overall objectives of the organization by the employees at all levels, Establishing harmony and loyalty between works and management, and showing a degree of concern for people and their values. Another contemporary management specialist identified some characteristics of Japanese management style, these are:

Planning:

Long term oriented.

Decision making:

Collectively, flow of decision is top to bottom (in case of critical decision), flow of decision is bottom to top (in case of non critical decision), process of decision making slow but implementation is swift.

Organizing : Informal organizational structure, well known common organizational culture, collective responsibility and accountability. Staffing:

Recruitment takes place at entry level, life time employment common in companies, promotion based on long term performance, loyalty to the company.

Leading: Paternalistic style of  leadership is applicable, leader acting as a social

facilitator and a group member

Controlling: Control by peers, focus on group performance, and extensive use of Quality control circles  (Rahman & Islam, 2010).

QUESTION: Define  Comparative Management.

ANSWER: The large scale emergence of multinational enterprises in the modern world has given rise to a relatively new field of study known as comparative management.

According to Hurlod Koontz & Heing Wcihrich, “Comparative management   may also be defined as identifying, measuring and interpreting similarities and differences, and practices in various countries.”

R.N. Farmer, “Comparative management is the study and analysis of management in different environment.”

QUESTION:

Relationship between Planning and Decision Making

ANSWER:

We have already been discussed the essential managerial functions; planning and decision making, organizing, leading and controlling. Planning and decision making is the most important step of all managerial functions. There are, however, differences between decision making and planning.

ANSWER: DEFINING PLANNING

Planning managerial functions where managers are required to establish goals and state the ways and means by which these goals are to be attained. Therefore planning is taken as the foundation for future activities. Or in simple terms; planning is deciding in advance what is to be done. Planning is the thinking before doing.

Management every time has to look for planning long-range and short-range future direction by estimating and evaluating the future behavior of the relevant environment and by determining the enterprise's own desired role. Plans have two basic components: goals and action statements. Goals represent an end state the targets and results that managers hope to achieve. Action statements represent the means by which an organization goes ahead to attain its goals. Planning is a deliberate and conscious work by means of which managers determine a future course of action for attaining a specific goal. To a manager means planning is thinking about what is to be done, who is going to do it, and how and when he will do it. Planning also required thinking about past events and about future opportunities and impending threats. Planning process finds the organizational strengths and weaknesses.

ANSWER: DEFINING DECISION-MAKING

Decision-making is the process of identifying a set of feasible alternatives and choosing a course of action from them. Decision-making is a part in planning. Decision-making is an intermediate-sized set of activities which begins with identifying problem and ends with choice making or decision giving.  Management is the constantly influencing organization’s action and decision making process is central to doing it.

In decision making process, a manager identifies a specific situation and finds the threats and opportunities that it offers. Than the manager must find the available alternatives to tackle with the situation. This is where planning comes in. By planning; manager finds these alternatives by testing and measuring their effectiveness.

They identify the pros and cons of each alternative. After that the managers must use their decision-making skills for selecting one path of action. Decision making is the core of planning. Unless a decision has been made, a plan cannot be implemented in the field.
So we can say that planning and decision-making, both are interrelated. Decisions can be made without planning but planning cannot be done without making decisions. Planning can be defined as the process of selecting future course of action. Decision-making defined as the process of selecting a course of action from the alternatives. They need to be accurate for the welfare of the organization.

QUESTION:

Discuss the major benefits Decision Makers will derive from planning

ANSWER:

Here are many ways to state the benefits of planning or anticipatory decision making. The following claimed benefits are discussed in a number of sources.

1. Planning helps decision makers by providing guidelines and goals for future decisions.

2. Planning helps a manager exercise more control in a situation, establish goals "proactively" and consider contingencies.

3. Planning can help quantify goals and establish a means of measuring success.

4. Planning can help insure that a coherent set of actions are implemented that are consistent with the values and priorities of the decision maker.

5. Planning helps allocate limited resources like staff, materials, and time in an orderly and systematic manner.

QUESTION: What is the Nature of Comparative management.

ANSWER: Technical knowledge is fairly easy to transfer between countries/ In designing a suitable approach or technique of management lessons from other countries are useful/ The fundamental function of management are basically the same but the goals and the means followed differ among countries/ The skill and knowledge to manage can vary among various countries/ The relative influence of each environmental factor varies in significant in each country.

QUESTION: Importance of understanding Comparative management.

ANSWER: As increasing number of managers go abroad for foreign workforce/ Getting to know managers in foreign countries perform their tasks expedites continued trade and  co-operation/ Observing how different culture solve similar problems provide the multinational with innovative problem solving techniques, which lead to improve management/ The ability to see worth while differences and to observe how to act in varying situational is made available/ Awareness of potential conflict between the multinational company and the host country makes for a mutually beneficial relationship.

QUESTION:  Farmer & Richman model of comparative management.

ANSWER: Professors Richard N. Farmer and Barry M. Richman were the two pioneers in comparative management. They emphasized that environments external to the firm do affect management practices. They were first to identify the critical element in the management process and to evaluate their operation in firms in different cultures. They also described the environmental factors they considered to have a significant impact on the management process and managerial excellence. These factors viewed as constraints are classified as:

Educational variables / Socio-culture and ethical variables / Legal and political variables / Economic variables.

QUESTION: Modified Koontz model:

ANSWER: i) Management Science: Concepts/ Principles/ Theory/ Knowledge of general application. ii) Enterprise Function: Science/ Engineering/ Production/ Marketing/ Finance. iii) Human and natural resources. iv) External Environment: Educational/ Political, legal/ Economic/ Technological/ Socio culture, Ethical.

i) Affect: Managerial practices/ Planning, Organizing, Staffing, Controlling.

ii) Affect: Non-managerial practices/ Engineering, Producing, Marketing, Finance.

#Affect: Enterprise Excellence due to: Excellence due to Factors/ Excellence due to managerial factors.

QUESTION:  Define culture?

ANSWER: Rrid Luthars, “ Culture is the acquired knowledge the people use to interpret experience and generate social behaviour.”

V. Sathe, “Culture is the general pattern of behaviour shared and values that members have in common.”

R.W. Griffin, “Social culture includes the customs, norms, values and demographic characteristics of the society.”

QUESTION: What are the factors/ elements that affect the culture in an organization?

ANSWER: Innovation and risk taking/ Attention to detail/ Outcome orientation/ People orientation/ Team/ Aggressiveness/ Stability.

QUESITON:. General elements of culture?

ANSWER: norms/ Dominate/ Observe behavioral/ Rules/ Philosophy/ Climate.

QUESTION:  Classification of organization culture?

ANSWER:( Constructive culture/ Passive-defensive culture/ Aggressive defensive culture) Kreither& Linicki. (Dominants culture/ Sub culture/ Strong vs week culture) S.P. Robins.

QUESTION:  Japanes management system.

ANSWER: i) Top level management: Share holders/ Board of directors/ President/ Vice- President= one or more / managing directors=n only two. ii) Middle level management: Divisional manager/ Branch manager. iii) Lower level management: Supervisor/ Foremen/ Workers.

QUESTION: Some special feature of Japan management system.

ANSWER: Management structure/ Employment stability/ Collective responsibility/ Flexible personal policies/ Participative management/ Strong employee identification with the company/ Close relationship with Govt. and business/Large investment in Human resource/ Decision making/ Unique.

QUESTION:. What are the characteristics of sound organizational culture.

ANSWER: According to S.P. Robins, “This system of shared meaning is an closer examination as set of key characteristics that the organization values.”

According to Newsrtom and Kith Davis, there are four basic feature of a sound organizational culture such as: Distinctive/ Stable/ Implicit/ Symbolic.

i) Distinctive: Distinctive is the main feature of organizational culture. Every organization has its own entity. For this reason, organizational culture is very from organizational to organizational.

ii) Stable: Culture is formed on the basis of the long-term goals in an organization. Term goals every organization hardly the organization culture.

iii) Implicit: The meaning of organizational culture is implicit. It is express the organizational culture. Implicit focuses the main objective of organization.

iv) Symbolic: The another important feature if symbolic. Culture reflects the whole organizational behaviour. So culture identifies an organizational form others.

According to Fred Luthers, “Some features of sound organization such as:

Norms/ Dominant value/ Observe behavioural regularities/ Rules/ Philosophy/ Organizational climate.

QUESTION: What are the characteristic of organizational system in a third world like Bangladesh?

ANSWER: There layer organizational system management/ Absence of favorable Govt./  Absence of proper entrepreneurship/ Negligence towards industrial democracy./Autocratic leadership/ Absence of skilled man power: Exodus of non-Bangla managers, Absence of proper management Education/ Absence of management profession/ Lack of consultancy service/ Lack of use of modern techniques and method of management/  Absence of proper delegation of authority/ Riming ambition of executions/ Irresponsibility of trade union leadership/ Absence of proper motivation/ Family management/ Indiscipline.

QUESTION: Management is culture bound explain the statement?

ANSWER: Organizational identity/ Collective commitment/ Promote social system stability/ Sense making device.

QUESTION: How a culture being?

ANSWER: Philosophy of organization>Condition for selection<Top manager, socialization< Organization Culture.  

QUESTION: .How dose comparative management differ from international management?

ANSWER: Comparative management is defined as the process of practice in management. Through those terms are interrelated, they are differences because International management is defined as the process of practice in management techniques with in an international environment.

According to Wcihrich Koontz, “international management to case on the operation of international firms in host countries and concern with the managerial in use related to flow of people goods and money with the ultimate aim being to manage better intuition that involve incoming national boundaries.

International management is defined as the priors of all commercial transaction between two or more countries. On the other hand, Comparative management is defined as the study and analysis of management in different environment and reasons that enterprise show different result in various countries. Management is an important element in economic growth and in the improvement of productivity. Comparative management therefore includes analyzing and comparing each fundamental managerial function with each environmental determination of the foreign country.

QUESTION: What are the elements of culture? How is organizational culture influence by national culture?

ANSWER: Culture is the general pattern of behavior shared beliefs and values that members have in common.

According to Richard, “There are some elements of culture such as;

i) Culture and the group: The first point raised above is that a culture is particular to one social group and not others. ii) Uniform and predictable influence: The cultural influence the behavior of members in uniform and predictable wags. This means that to the extent that one understands the other culture one can reasonably predict the behavior of its members in routine situations. iii) Culture is learned: Third implication of hostage definition is that culture is not programmed into genetic structure. iv) Values: Hostage defines as including systems of values. Values are defined are as assumptions about “how things ought to be” in the group. v) Beliefs: Culture is also influence by conscious beliefs. But these are often less reliable than preconscious values as guides to what really motivates behavior in the group. vii) Other aspect of the culture: Other aspect of the culture, that may reflect values imprecisely, include: Material culture/ Religion/ Political and economic ideology.  

Firstly we should discuss about national culture: A national culture is particular to one group and not others/ It is learned and it is not innate/ It is passed down from one generation to the next/ It is influences the behavior of group members in uniform and predictable ways/ It include system of values/

Organizational culture is influence by national culture because-Every organization has its own culture and no two are quite the same/ Members of the organization have its culture/ when top management decides that the organization values should be changed, new beliefs and attitudes are taught. Workplace values are passed on from experienced to employer which may or may not correspond to the values that top management wished to build. Employees can be conditioned to express values that contradict national values.

From the above discussion, wean say that the concept of national culture applies classier in the influencing behavior of members.

So, organizational culture is influenced culture.

QUESTION:  Explain the similarities between Japanese and U.S. Leadership styles.

ANSWER: There in few similarities between Japanese and U.S. Leadership styles. There are more differences between the systems of leadership in Japanese and U.S.  Discussed below with various leadership styles:

(i) Directive Leadership: The another name of the leadership is autoerotic Leadership. This leadership is available in U.S.A management and industrial sectors but not in Japanese management. (ii) Participative/ Democratic Leadership style: This type of leadership solicits employee’s participation and respects their opinion. In Japanese management their type of leadership style is available. Their management can rightly be called participative. (iii) Paternalistic leadership: Under this, the leader assumes that his function in paternal or fatherly. The use of confusion concepts into management has helped develop paternal human relation. (iv) Charismatic leadership: Situational like crisis, requiring dramatic change of followers dissatisfied with the status us, promotes charismatic leadership. It is American but not in Japan.

QUESTION:. Described the features of management in third world countries (like Bangladesh) are described below.

ANSWER: Non-professional management/ Autocracy/ Productivity and profitability/ Strained industrial relation/ Backward technique & technology/ Indiscipline/ Unhealthy working environment/ Insecurity of job & low moral.

QUESTION:  Z theory or A Hybrid Approach.

ANSWER: This theory has been developed by William Ouch. The theory Z approach adapts the claimants of effective Japanese management system to U. S. culture. We can show the theory for the discussion. In theory Z selected Japanese managerial practice are adapted to the environment of the U.S.A.

From the above discussion, we can say that the U.S.A. leadership and different terms. There are more dissimilarities than similarities.  

QUESTION:. “Management is cultured bound” – Explain.

ANSWER: “Management is cultured bound” I think it is a true statement. Because there are many arguments about the matter.

We know, management means the getting things done through the efforts of others people. All the management rules and regulation such as planning, organizing, leading and controlling have made to depends on people. In the industrial sector people mean human resources.

Those people come from the society. And our society is fully bounded by culture. Culture is a set of values, believes and norms, that are shared by society’s members. On the other hand, culture is the acquired knowledge that people use to interpret experience and general social behavior. So, there is a close relationship between culture and organization.

According to S.P. Robbins, “Organizational culture refers to a system if shared meaning heed by members that distinguishes the organization from other organization.”

There are some functions of organizational culture such as- Organizational identity/ Collective commitment/ Promote social system stability/ Sense making device.

And type of organizational culture are:

Constructive culture/ Passive defensive culture/ Aggressive defensive culture/ Dominant culture/ Sub- culture/ Strong vs work culture. All type of culture and cultural functions are affected an organization. On the other hand, management is heart of any organization. And cherry organization has its own culture. So from the above discussion, we can say that organization is bounded by culture for this result management is also culture bound.

QUESTION: Difference among Ethnocentric, Polycentric and Geocentric.

ANSWER: Organizational Design: Complexity of organization/ Authority decision making/ Evolution & control/ Reward and punishment incentives/ Identification.

Ethnocentric: Complex in home country, simple in subsidiaries/ High in head quarter/ Home standards applied for person and performance/ High in head quarter and low in subsidiaries/ Nationality of owner.

Polycentric: Varied and independent/ Relatively low in head quarter/ Determined locally/ Wide variation can be high or low reward for subsidiary performance/ Nationality of home country.

Geocentric: Increasingly complex and interdepended/ Aim for a collaborative approach between head quarter subsidiaries/ Find standard which are universal & local/ International & local executives are rewarded for reaching local & worldwide objectives/ Truly international company but identifying with National interest.

QUESTION:  Difference among Autocratic, Democratic & Paternalistic leadership.

ANSWER:  Autocratic leadership: The Autocratic leader gives order which must be obeyed by the sub ordinates/ The leader dose not have to obtain group members approval before deciding/ This leadership dose have negative impact upon group moral.

Democratic leadership: Democratic leadership society employees participation and respects their opinion/ It enhance moral of the employees/ It enhance co-operation between mgt. & employee.

Paternalistic leadership: This leader assumes that his function is paternal or fatherly/ He works to help, guide, protect and keep his followers happily working together as member of a family/ This mode of leadership produces goods & quick result if the followers are highly educated & brilliant.

QUESTION:. List the feature of management practices in developed countries.

ANSWER: The feature of management practices in developed countries depends on some popular elements.

Joint responsibilities/ Large amount of fund/ Skilled & experienced human resource/ Modern technology/ Competitive advantages/ Role of government/ Competitive moment/ Research & development/ Quality control/ Continuous training.

QUESTION:. Describe the success story of a Bangladesh Multinational company.

ANSWER: Multinational Company means a firm that owns business operations in more than one country. Now a day’s many firms in our country are familiar with Multinational Company. Such as Walton electronics, RFL, Square etc. Behind the success story of a Bangladesh Multinational company has some important factors.

Factors: To create new customer/ To achieve lower costs and enhance firm competitiveness/ To achieve customer belief/ To reduce risk/ To reduce cost of product & supply/ To increase customer satisfaction/ To develop standard of living/ To introduce new product & services.

QUESTION: What is divergence culture?

ANSWER: The result of the restriction of a culture form the outside culture influences; culture divergence is t5he tendency for culture to become increasingly dissimilar with time.

QUESTION: Success story of Multinational Company for example- Unilevers Bangladesh Ltd.

ANSWER: Unilevers Bangladesh Ltd. is a very popular Multinational Company in our country. This company has about 70 years glorious history which is very rich and colorful. Some functions of this company are such as follow.

Social responsibilities of Unilever: Invest for public interest/ Help for environmental improvement.

Management activities Unilever: Constitution/ Operations/ Types of product/ Top brands/ manufacturing facilities/ Employees.

Organizational structure of Unilever: Customer management department/ Brand improvement department/ Supply chain/ Finance department/ HRM.

Objectives of Unilevers Bangladesh Ltd: Planning/ Organizing/ Staffing/ Leading/ Controlling.

QUESTION: Convergent of Consumer.

ANSWER: In evolutionary biology, Convergent evolution is the process where by organisms not closely related, indecently evolve similar traits as a result of having to adapt to similar environments or ecological niches.

Deferent cultures exposed to similar environmental pressures will often develop similar traits, beliefs systems and living strategic.

The forest people of one part of the plant often devise similar living social strategies as those of another part, as do mountain cultures, costal, herding, nomad societies, urban dwellers and agricultural communities.  We are living the world that is quickly becoming urbanized. The people of the countryside, mountains and forests are becoming city people, and the resulting shift in culture which is often attributed to globalization reflects this the living systems of urban cultures resemble each other everywhere.

QUESTION: Divergent evolution of culture?

ANSWER:  Divergent evolution occurs when a group from a specific population develops in to a new species. In order to adapt to various environmental conditions, the two group develop in to distinct. Species due to differences in the demands driven by the environmental circumstances.

When group of one culture separate, when they move A part and contact wanes, when they experience deferent environmental pressures, they change and often become very different culture. We see that through out the world as empires spread, cultural density is lost, but when they recede, new cultures spring up in there wake. Hungarians are proud to tell people that day descend from the Mongols or Tibetans, but their modern cultures in nothing like it is on the plateaus and steppes of central and northern aria. In a more immediate sense, when a sect from a remote minority culture moves in to an urban environment they often develop different practices to accommodate the change in living strategy. These sets culturally diverge fast often showing little sign of their rural roots within in a couple generations.

QUESTION:  Managing cultural diversity.

ANSWER: (i) Individual at strategic foe dealing with diversity: Understanding/ Empathy/ Tolerance/ Willingness to communicate. (ii) Organizational approaches to managing diversity: Organizational policies/  Organizational practices/ Diversity training/ Organizational culture.

QUESTION:  National Culture.

ANSWER: It deals with the business environment within which the company operates and focuses on the factor of national culture. The influence of different national cultures can be identified by comparative analysis. Culture response to other factor in the environment and so it is subject to change. The manager must be prepared to do his own analysis of the cultural environment.

QUESTION:  Organization versus national culture.

ANSWER:  the study of organizational culture is difficult because the term has no one accepted meaning . Early studies focused on describing the subjective side of organizational life but the emphasis has recently switched to making .(i) the general relationship between employed & their organization.(ii) the vertical hierarchical  system of authority defining superiors and subordinates(iii)the general views of employees about organization destiny, purpose and go and their place in it.

QUESTION:  Management system in England?

ANSWER: England is a pre-industrial developed country with the development of civilization most of the countries are occupied the English nation. After  nineteen century the industrial revolution developed through the industrial development of britten. At the time britten introduced many developed industrial management system after that different countries Followed rule. The industrial institute of England always introduce new management thought. For this result the management  system has turned in to scientific management. Every institute has a unique organizational council this board of directors maintain all the organizational activities and this board include employees in the decision making process.

QUESTION:  Features/ objective/ Characteristics of MGT system in England?

ANSWER: jointly management\ pre-planning\to control of product quality\mgt efficiency\to motivated of employees and labors\promotion system\ levels of management/ Institutional interest/ management effectiveness.

QUESTION:  Cross culture management skills.

ANSWER: (i) Understand the nature of culture. (ii) Learn about specific cultures. (iii) Recognizing differences between culture. (iv) Recognizing which and how cultural factor influence. (v) Implementing the structure.  (vi)  Recognizing how for structure.

QUESTION:  Organizational culture as distinct from national culture.

ANSWER: Provides the individual member with a sense of identity. provides a source of commitment to an organizational reality bigger than himself.

Act as a frame work for interpreting reality and thus for molding behavior.

 national culture: (i) A culture is particular to one group and not others. (ii) It is learned and is not innate. (iii) It is passed down from one generation to the next. (iv) It influences the behavior of group members in uniform and predictable ways . (v) It includes systems of values.

QUESTION:  What is cultural convergence.

ANSWER: Cultural convergence refers is a movement in every key aspect of level and global societies. Convergence commonly used to do for the technologies global standards entertainment. We are describing the trends of disparate cultures to integrate and at the same time, retain their unique characteristics.

QUESTION:  Do you think japanese motivation and leadership practices work in Bangladesh?

ANSWER: Unique organizational culture./ Strong company’s philosophy/ paternalistic leadership./ Evaluation on the base of age and experience./ Sound management system/ Educated and skilled man power.

QUESTION: The most crucial problems of industries in Bangladesh is in competent management. Discuss.

ANSWER: Non- professional management/ unskilled labour/ Autocracy/ Productivity and profitability at the lowest/ strained industrial relation/ Indiscipline/ Backward working / Insecurity of job and low moral.

QUESTION:  What do you understand by decision making.

ANSWER: To recognizing differences between culture/ To recognizing which and how culture factors influence the expression of business structure, system and priorities/ To implementing the structures of the other culture/ To recognizing how far structure of ones culture can be implemented within the other culture and vice-versa.

QUESTION:  What factors are usually considered in making comparative judgment of management.

ANSWER: (i)Selected environmental factors: Objective settling/ Planning/ organizing/ Actuating/ Controlling. (ii) Economic(iii) Social (iv) Technological.

QUESTION: Issue the function of institution providing the education in Bangladesh.

ANSWER:(i) Educational institution related management in Bangladesh: Public & private university/ National university/ Management training institute since 1946/ Bangladesh management since 1961/   Bangladesh institution of bank management since 1974.

(ii) The function of those institutions providing management education in Bangladesh are: Apprentice training/ Training through work/ Job rotation/ Lecture and discussion/ Training by the expert personnel/ Training classroom/ Role play/ Formal program/  Training the outside institution.

QUESTION:. How is the management system in Bangladesh differ from that of the UK.

ANSWER: (i)Management system in Bangladesh: Quantitative account of management in Bangladesh/ Profile of Bangladeshi managers/  Management culture in Bangladesh/ Principle of management/ Delay decision making process/ Autocratic authority system/ Poor motivation in Management. (ii) Management system in UK: Joint management/ Long term planning/ Control of product quality/ Skillful management/ Well motivation/ Promotion system of employment/ To Priority Company’s interest.

QUESTION: Describe the strength and weakness of U.S.A & UK management practice.

ANSWER: (i)Strength of U.S.A management practice: Recognition of personal initiative/ Large amount of capital/ Technological development/ Structural development/ Technical education.(ii)  Weakness of U.S.A management practice: Directing management style instead of participative management/ There is no employee representative in organizational board of directors/ High product price because of high marketing expenses/ Job stability is very less in U.S.A./ Most of the company’s in  U.S.A. are private, so government can not help in management.

(i)Strength of UK management practice: Joint management system/ Long-term planning/ Well skilled manager/ Promotion system. (ii)  Weakness of UK management practice: Organizational interest gets more priority than employees interest/ Lack of discipline/ More complexity/ Government rules and regulation.

QUESTION:. What made Japanees management style unique.

ANSWER: Sound management structure/ Employment stability/ Collective responsibility/ Flexible personal policies/ Participative management/ Strong employee identification with the company/ Close relationship with government and business/ Large investment in HR.

QUESTION:. What different and similarities are found between the management system of India & Bangladesh.

ANSWER: Similarities between India & Bangladesh: Regional development / Creation of employment/ Co-operation to economic development/ Performance of social responsibilities/ Evaluation of environmental elements.

Different between India & Bangladesh: (i)  India: long-term planning/ High skill and capable leaders/ Staffing of trained and experienced HR/ Proper authority & responsibility/ Goal attainment process. (ii) Bangladesh: Short-term planning/ Lack of skilled managers & leaders/ Lack of trained and experienced HR/ Imbalance authority & responsibility/ Aimless attainment.