Business Skills 4

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Organisational culture
Corporate culture
Business culture & international influence
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Business culture & international influence
 There is a link between national and entrepreneurial culture.

 Each dimension of national culture stimulates or discourages the emergence of a particular type
of business culture.
 It affects business strategies, quality system, organizational structure, leadership and
management style.
 It affects the choice and efficiency of methods of implementing organizational change. Influence
on employee motives and needs.
 It defines the values and beliefs shared by most members of the same national community.
Dimensions of national culture, Hofstede, 1980.
The last two dimensions were found later, and in different studies, than the
first four.
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Source: https://clearlycultural.com/geert-hofstede-cultural-dimensions/power-distance-index/ (13.2.2022.) 6
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INDIVIDUALISM
 Individualism is the one side versus its opposite, collectivism, that is the degree to which
individuals are integrated into groups.
 On the individualist side we find societies in which the ties between individuals are loose:
everyone is expected to look after him/herself and his/her immediate family.
 On the collectivist side, we find societies in which people from birth onwards are integrated
into strong, cohesive in-groups, often extended families (with uncles, aunts and grandparents)
which continue protecting them in exchange for unquestioning loyalty.
 For example, Germany can be considered as individualistic with a relatively high score (67) on
the scale of Hofstede compared to a country like Guatemala where they have strong
collectivism (6 on the scale).
Source: http://clearlycultural.com/geert-hofstede-cultural-dimensions/individualism/ (13.2.2022.)

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MASCULINITY
 Masculinity versus its opposite, femininity refers to the distribution of roles between the
genders which is another fundamental issue for any society to which a range of solutions are
found.
 The IBM studies revealed that (a) women’s values differ less among societies than men’s values;
(b) men’s values from one country to another contain a dimension from very assertive and
competitive and maximally different from women’s values on the one side, to modest and
caring and similar to women’s values on the other. The assertive pole has been called
‘masculine’ and the modest, caring pole ‘feminine’.
 For example, Germany has a masculine culture with a 66 on the scale of Hofstede (Netherlands
14). Masculine traits include assertiveness, materialism/material success, self-centeredness,
power, strength, and individual achievements. The United States scored a 62 on Hofstede’s
scale. So these two cultures share, in terms of masculinity, similar values.
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Source: http://clearlycultural.com/geert-hofstede-cultural-dimensions/masculinity/ (13.2.2022.)

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UNCERTAINTY AVOIDANCE
 Uncertainty avoidance deals with a society’s tolerance for uncertainty and ambiguity; it
ultimately refers to man’s search for Truth. It indicates to what extent a culture programs its
members to feel either uncomfortable or comfortable in unstructured situations. Unstructured
situations are novel, unknown, surprising, and different from usual.
 For example, in Germany there is a reasonable high uncertainty avoidance (65) compared to
countries as Singapore (8) and neighbouring country Denmark (23). Germans are not to keen on
uncertainty, by planning everything carefully they try to avoid the uncertainty. In Germany
there is a society that relies on rules, laws and regulations. Germany wants to reduce its risks to
the minimum and proceed with changes step by step.
 The United States scores a 46 compared to the 65 of the German culture. Uncertainty
avoidance in the US is relatively low, which can clearly be viewed through the national cultures.
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Source: http://clearlycultural.com/geert-hofstede-cultural-dimensions/uncertainty-avoidance-index/ (13.2.2022.) 12
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Source: https://geerthofstede.com/culture-geert-hofstede-gert-jan-hofstede/6d-model-of-national-culture/ (13.2.2022.) 13
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LONG-TERM ORIENTATION
Long-Term Orientation is the fifth dimension of Hofstede which was added after the original four
to try to distinguish the difference in thinking between the East and West. From the original IBM
studies, this difference was something that could not be deduced. Therefore, Hofstede created a
Chinese value survey which was distributed across 23 countries. From these results, and with an
understanding of the influence of the teaching of Confucius on the East, long term vs. short term
orientation became the fifth cultural dimension.
Short term orientation
Long term orientation
- persistence - personal steadiness and stability
- ordering relationships by status and observing this order - protecting your ‘face’
- thrift - respect or tradition
- having a sense of shame - reciprocation of greetings, favors, and
gifts
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Source: http://clearlycultural.com/geert-hofstede-cultural-dimensions/long-term-orientation/ (13.2.2022.) 15
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LONG-TERM ORIENTATION
Long-Term Orientation is the fifth dimension of Hofstede which was added after the original four
to try to distinguish the difference in thinking between the East and West. From the original IBM
studies, this difference was something that could not be deduced. Therefore, Hofstede created a
Chinese value survey which was distributed across 23 countries. From these results, and with an
understanding of the influence of the teaching of Confucius on the East, long term vs. short term
orientation became the fifth cultural dimension.
Short term orientation
Long term orientation
- persistence - personal steadiness and stability
- ordering relationships by status and observing this order - protecting your ‘face’
- thrift - respect or tradition
- having a sense of shame - reciprocation of greetings, favors, and
gifts
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Source: https://geerthofstede.com/culture-geert-hofstede-gert-jan-hofstede/6d-model-of-national-culture/ (13.2.2022.)
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Culture & time

TIME has different meanings and importance in different countries POLYCHRONIC TIME
 Human interaction is valued over time and material

MONOCHRONIC TIME (M-Time) things
 Doing one thing at a time  Lesser concern for 'getting things done (they do get
done, but more in their own time)
 Careful planning and scheduling
 Polychronic people tend also to be high context.
 ‘Time management'
 Monochronic people tend also to be low context. Aboriginal and Native Americans have typical polychronic
cultures, where 'talking stick' meetings can go on for as
long as somebody has something to say.
Contrasting the two
Western cultures vary in their focus on monochronic or polychronic time. Americans are strongly monochronic whilst
the French have a much greater polychronic tendency. A French person may turn up to a meeting late and think nothing
of it (much to the annoyance of a German or American co-worker).
Source: http://changingminds.org/explanations/culture/hall_culture.htm (2.2.2022.) 18
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Time and cultures

Factor Monochronic action Polychronic action
Actions do one thing at a time do many things at once
Concentrate on the job
Focus Are easily distracted
at hand
Think about when things Think about what will be
Attention to time
must be achieved achieved
Priority Put the job first Put relationships first
Seldom borrow or lend Borrow and lend things
Respect for property
things often and easily
base promptness
Timeliness Emphasize promptness
relationship factors
Source: http://changingminds.org/explanations/culture/hall_culture.htm (2.2.2022.)
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Business customs
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Communication pattern
 Different cultures have different patterns of communication

 Communication - verbal and nonverbal communication
 Verbal - communication in a foreign language – can easily create misunderstanding
 Non-verbal
 Business people from the West are more task-oriented and less social-oriented
 It is more important for people from Asia and the Middle East to make contact and personal
relationships, and only then go to business topics
Etiquette, behavior, and intercultural or intercultural communication have become critical elements
needed by all international and global business executives, managers, and employees.
International business continues to grow and develop and connect people, the most important
elements of a successful outcome could be respect and appreciation of regional, national and
cultural differences - CULTURAL DIVERSITY.
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Business customs – giving gifts
 In Islamic cultures avoid giving alcohol as gift

 Americans love and appreciate traditional gifts from the state or region you come from
 Japan and China - the gift protocol is more important than the gift
 Australia - appreciate and look forward to every small gift as a sign of attention
 Latin countries – appreciate beautifully arranged gifts
 Belgium – no expensive items because they are considered a bribe
 France - nicely packaged quality gifts of lesser value are exchanged, but usually only at
the second meeting (do not give a gift with the logo of your company)
 Germany - gifts are accepted after the conclusion of successful negotiations
 Ireland – small gift is expected only after signing the contract; no expensive items
 Italy - nicely arranged, expensive gifts are considered appropriate
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France
 Invest in your looks, clothes and shoes, avoid bright colors

 Ties - do not loosen and do not take off, the same for the jacket
 Women – no shiny jewelry
 Accuracy - less important
 Strong hierarchical division and competition between classes
 Handshake - short, not too tight, short eye contact
 Always make an appointment (upon entering the office as well as at the scheduled meeting)
 Jobs are closed during lunch
 Avoid drinking hard liquor or smoking cigars while eating - the French believe that it spoils the
senses and affects the experience of eating
 Appreciate the art of conversation, interrupting during a discussion, discussing is a kind of
entertainment
 Gifts - everything that shows interest in intellectual development (books, music ...)
 If you do not speak French, it is very IMPORTANT to stress and highlight for that incovenience
 Eye contact is frequent and strong
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Germany
 Business wardrobe/attire is very conservative - dark suits, neutral ties, white shirts
 Distance – they don't like touch and closeness; they do not need and do not expect
compliments; they also don’t like surprises
 Thinking process is very detailed and long, but once the planning is complete, the
project is implemented very quickly and deadlines are met
 Accuracy - of great importance
 Hanshake - with a female person - wait to see if she will be the first to extend a
hand
 At meetings - seniors have an advantage (when entering, sitting, speaking ...)
 Long-term business associates often still address each other as Mr. / Ms.
 They like to talk on the phone, send faxes and follow up messages
 Even alchohol is accepted at dinners, drunkenness is not acceptable in public - self-
control is extremely important
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Italy
 Handshake - frequent, and sometimes with both hands

 Strict hierarchy within companies, visible links between ranks
 Italians often speak at the same time - both in private and in business meetings
 Avoid talking about religion, politics, war
 „Time is money” is not a common phrase in Italy
 Foreigners have to be punctual, but Italians are very unlikely to be
 Good clothes are an indicator of success
 Men's shirts can be colored or striped and must be paired with a real Italian
designer tie, high quality suits, shoes and other top quality accessories.
 Women – toned down but expensive elegance.
 Business cards are NOT exchanged at social events, but only at business meetings
and business events; often have 2 business cards (formal and informal)
 Giving gifts - the flowers must be in odd numbers (except 6 and 12)
 If you carry wine - it has to be top shelf
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Great Britain
 Accuracy – important
 Clothing - conservative, but more relaxed than in other parts of Europe(men's ties may have
a pattern, but not stripes; shirts must not have pockets, and if they do, they must be
empty; shoes must be lace-up)
 Be careful to differentiate 4 regions so as not to offend the business partner - Wales,
Scotland, Northern Ireland, England
 Decision making - not in a hurry
 Privacy is very important
 Eye contact - short and superficial
 Keep a physical distance during a conversation; touch is not welcome
 Gifts are not part of business protocol
 When you are with business partner outside of work - don't talk about work
 Loud and boastful speech is not appropriate
 Business lunch often in a pub with a "pint" of beer
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Canada
 Due to the population structure (of European and Asian origin) it is very rich in cultural
diversity
 Clothing - conservative, dark colors, sophisticated
 Accuracy - important and appreciated in the English part, less in French
 Behavior reserved, following rules and etiquette
 Tradition is a big part of culture
 Gifts – aproppriate only when concluding a deal, something small and modest
 No work is discussed during dinner
 Personal space and body language differ in the English and French parts - in one it is
minimal, while in the other it is more expressive
 For French Canadians, have business cards in English and French
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SAD
 Clothing - conservative, dark colors with beige or white shirts, more classic cuts create an
impression of self-confidence
 In rural areas, the emphasis is not on conservatism, but on practicality
 Accuracy - The US is based on a good, honest, workaholic work ethic; from them comes
the saying “Time is money” and accuracy is crucial
 Gift giving - not supported or restricted in the vast majority of companies; a written thank
you or invitation to lunch/dinner is sufficient
 Be careful when giving gifts - it should not look like a bribe
 Smoking in public places is not acceptable; if you must smoke, ask permission first
 Handshake - firm, 3-5 seconds, accompanied by a look
 Eye contact during meetings shows your interest, honesty and confidence
 Business cards are exchanged during the introduction
 A smile is a sign of friendship, it is very welcome
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Mexico
 Personal contact is the key to business success

 Accuracy - “mañana” attitude… time is not money! Relationships and
connections are!
 Best time for meetings 10am-1pm or late afternoon.
 Business meetings mostly during lunch, start ~ 14 hours, last 3-4 hours, with
very little time really set aside for work
 Body posture with hands on hips represents aggression; keeping your hands in
your pockets is very rude
 Eye contact is not common - non-existence is not considered an insult
 Longtime associates hug each other - after a few meetings you may also be
hugged instead of shaking hands
 During conversation it is common to stand close to each other – stepping back
can be considered offensive
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Mexico
 Gifts with the company logo are appreciated

 Flowers - watch out for colors (yellow = death, red and white are connected
with spells)
 When addressing a person, do not use the name before they allow it; two
surnames (father, mother - use father's name)
 Avoid topics - the Mexican-American War, poverty, immigrants and
earthquakes
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Muslim countries
 Foreigners are expected to adhere to local standards of modesty when

dressing, but no “disguise” is required.
 The left hand is considered unclean and is used only for hygiene - not when
eating
 Avoid accentuated gestures with your right hand
 It is not recommended to sit cross-legged or show the soles of shoes
 Names and surnames are very confusing and prepare well before the meeting
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Egypt
 Egyptians consider their country to be a bridge between the European West and the
Arab East, and business customs are a great mix of both cultures
 Women must always be careful to wear "decent" clothes in public
 Intimacy and touch between people of the same sex is much greater than in Europe
or the US, but people of the opposite sex are much more distant than we consider
normal
 Moving away from a person during a business conversation can be interpreted as
indifference - not recommended
 Smoking in public is almost the norm and if you smoke, offer others!
 The Arabic alphabet is read from right to left and if you are printing something,
import the text in the same way; a document will be better accepted if it has an
impressive first page
 Meetings will often be interrupted by phone calls and visits
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Saudi Arabia
 Don't point a finger at someone

 "Thumbs up" is an offensive gesture
 Never show bare shoulders, abdomen, ankles and thighs
 Women must always be careful to wear “decent” clothing in public - skirts must be either up to the
ankle or 15 cm above - the goal is to “hide” the legs, but trousers or suits with trousers are not
allowed; they must always have a headscarf on hand
 Shoes must be removed when entering buildings and therefore low heels are recommended
 Alcohol and pork are illegal
 Friday is a day of rest
 Men who walk hand holding hands – friendship
 Gifts are not required, but they are welcome and you should not refuse a gift
 Women are not allowed to drive cars
 Women should not be mentioned during the meeting, even when inquiring about the health of the wife
or daughter of a business partner
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Saudi Arabia
 Avoid the subject of Israel; sport is a desirable topic

 Communication usually takes place at a very slow pace
 Don’t feel obligated to talk during a period of silence
 "Yes" generally means "Probably„
 Due to daily prayers, meetings can be interrupted for 15-20 minutes
 During meetings the person who asks the most questions is the least important, those who make
decisions are very often just silent observers (psychology is important to them in decision making)
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UAE
 Clothing for men - despite the heat, most of the body must always be covered -> jackets
and ties, buttoned shirts, long pants; do not wear visible men's jewelry, especially around
the neck.
 Clothing for women - long skirts as in Saudi Arabia
 Don’t admire too much something owned by your business partner as it may be
considered mandatory to give it to you
 Alcohol and pork – are not welcome and are illegal
 There are several possible types of greetings - it is best to wait for your business partner
to initiate a greeting
 Gifts are not needed, but they are appreciated (they are not open before the one who
gave it, but privately)
 Gifts to avoid: alcohol, perfumes containing alcohol, pork, pigskin products, personal
products such as underwear, knives, dog toys or gifts with pictures of dogs, pictures of
naked or partially naked women (even if work of art)
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Argentina
 Try not to dominate the conversation
 Gestures
- "I don't know" or "I don't care" = hand movement from under the chin to over the head;
- “Hurry” or “a lot” = with your thumb and forefinger as if holding a little salt
- “Fig” = very rude!
 Visual contact is extremely important; clothing is conservative
 Be sure to make an appointment before you arrive
 Long working days, even until 10 pm - a meeting at 8 pm is the most normal
 Business lunches unusual (going to family), more frequent dinners; crossing a knife and fork
means "I'm done", never pour wine over your hand
 Gifts to avoid - personal items (shirts, ties, leather, knives); and because of the high taxes on
alcohol, it is welcome, especially whiskey and French champagne
 Titles very important; two surnames - use only first
 Topics of conversation - good: football, history, culture, family, opera; bad: the reign of the
Peron family, religion, conflict in the Falkland Islands
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Jewish customs
 The concept of social responsibility is very broad and important, and in business it includes different
attitudes towards: clients, employees, stakeholders, competition and the community
 The center of Jewish law is the individual on the one hand and the community on the other - by limiting the
behavior of the individual, the behavior of the whole company is controlled (from within)
 In addition to biblical law supported by oral tradition, it also contains laws passed by various rabbis, social
laws, secular laws of the country in which the business takes place, and commercially established customs.
 Everything is based on the basic saying "work properly and work well" which automatically fights against
cheating, lying, stealing and the like.
 The Torah teaches how to live in this world. This world is a mixture of good and bad and we know that we
live in a world where other people do not play by the same rules. But the test for a moral person is not to
prove whether he is behaving morally when others are behaving morally towards him. The test of an ethical
and moral person is one in which she adheres to these values even when everyone around her does not.
(Rabbi Yitzchok Breitowitz - on business ethics)
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Brasil
 Green and yellow - the colors of the flag - do not use in fashion
 The suit in 3 parts is considered managerial, in 2 parts it is for office workers
 Clean and maintained nails and hands are important
 Gestures (OK - a rude gesture; Expressing gratitude - pinching the ear; „Fingers crossed" invocation of
good fortune; Cracking fingers under chin – „we don’t know the answer”)
 Meetings should be planned and announced at least 2 weeks in advance; never come to government
offices unannounced and in a hurry
 Be prepared to invest heavily in time and money to build strong relationships = the key to success!
 Business meetings always start with a long informal conversation; music and long lively
conversations are favorite habits - interrupting a conversation is considered a delight; a lot of
jokes, informalities
 Gifts - never purple flowers (funeral)
 Handshake - long and frequent, with everyone in the meeting, visual contact essential
 Bad topics to talk about - Argentina, politics, poverty, religion and the rainforest
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Chile
 Clothing - darker colors, light shirts and a conservative tie. Bright colors and modern clothing as
well as badges, brooches, etc. are not appropriate; women suits and high heels
 Physical closeness in conversation; visual contact essential
 Accuracy - appreciated
 Business cards are printed in both languages and given to everyone except the secretaries
 Evening entertainment at hotels and restaurants; never pour wine with your left hand - wines are
a national treasure
 Good behavior at the table is essential
 Gifts in business are not expected until relationships become stronger
 Titles are important
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Russia
 Negotiations often involve fiery discussions and conflicts of temperament and leaving the
meetings
 Clothes are mostly tailor-made, dark colors, quality footwear, skirts are preferred for
women's clothing
 Should not keep your hands in your pockets (offensive)
 Do not show the soles of shoes and never put your feet on chairs
 Women must always cover their heads when entering Orthodox churches
 Accuracy - it is expected that a foreigner is always on time, while the Russian will be late,
is considered a test of our patience - a highly valued virtue.
 Do not expect the Russians to apologize for the delay, even for 2-3 hours of delay. Even we
can be 15 - 30 minutes late for social events!
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Russia
 Some Russians will view the compromise during the negotiations as a sign of weakness and
will reject such a way of doing business
 The final offer will often not be the end of the negotiations, so it is good if you hold out a
little longer and continue the negotiations
 The meaning of "connection" or "influence" is still in force, and it is almost impossible to
establish business without the help of a local "connection".
 Giving gifts and money will „help” in this step
 Always take off your gloves for a handshake - an insult if you don’t
 Business cards printed on both sides
 Refusing a drink at a toast is a major violation of etiquette
 Loud speech or laughter in public is inappropriate because Russians are very reserved in
their behavior
 The literacy rate is almost 100% so don’t underestimate them
 Good topics for discussion are current good changes and the economic situation
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China
 ACCURACY - highly valued

 Women should not show too much and should avoid high heels and shirts without or with short
sleeves, colors - gentle, neutral
 Chinese do not show many gestures so be careful not to use a lot of gestures or sudden hand
movements
 Personal contact - avoid at all costs; a man must not touch a woman in public
 Do not point your fingers while speaking; if you must - use an open palm
 Hands should not be placed in the mouth; generally avoid mouth-related movements
 Gifts - a very sensitive topic: it is illegal to give them to government officials, preferably privately
or to an entire group; the best gift is a banquet (food for everyone!) and quality ballpoint pens; NO
- watches, sandals, handkerchiefs, anything white, blue or black
 No work is discussed during the meal
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China
 ACCURACY - highly valued

 Women should not show too much and should avoid high heels and shirts without or with short
sleeves, colors - gentle, neutral
 Chinese do not show many gestures so be careful not to use a lot of gestures or sudden hand
movements
 Personal contact - avoid at all costs; a man must not touch a woman in public
 Do not point your fingers while speaking; if you must - use an open palm
 Hands should not be placed in the mouth; generally avoid mouth-related movements
 Gifts - a very sensitive topic: it is illegal to give them to government officials, preferably privately
or to an entire group; the best gift is a banquet (food for everyone!) and quality ballpoint pens; NO
- watches, sandals, handkerchiefs, anything white, blue or black
 No work is discussed during the meal
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India
 Clothing - a suit with a tie and conservative dresses or a suit with trousers for women (they must always
have their arms covered up to the elbow, chest, back and legs)
 A cow is a sacred animal and do not wear or use leather products
 The head is considered the seat of the soul so never touch someone else’s, even children’s
 Calling a person with the index finger up is offensive, just like standing with your hands on your hips.
 Whistling and winking can be interpreted as an insult and have sexual implications.
 Never point your feet at a person - they are considered unclean; if your shoes touch another person,
apologize
 Gifts are not opened in the presence of the one who gave them to you
 Work is done during lunch; Hindus do not eat beef. After the meal, do not thank the host because "Thank
you" is considered a method of payment and is offensive
 The word NO in India has very negative implications - rejection will often be pronounced in some other
way; never reject the offer directly, but answer with "I will try ..." which will be considered an acceptable
rejection
 Status and titles are very important, always use them
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Indonesia
 Accuracy - essential, but only for foreigners
 Always get up when your host enters the meeting room
 Handshake - soft and long; women do not shake hands with men and vice versa
 When exchanging business cards, full attention should be paid to this ceremony - hold the business card
with your right hand and hold your right wrist with your left
 Read the business card well and for a long time; never write on it; don't put it in your pockets.
 A very important title for those who have been to Mecca is HAJI or HAJA and this should be noted.
 "Yes, but ..." means NO
 Never use red ink when writing or printing material
 When eating, touching, handling business papers and money, always use only your right hand.
 There is no talking during the meal.
 Do not show shoe soles.
 Do not touch anyone's head
 Gifts are often given, but they are opened privately (pay attention to different cultures when giving gifts -
Muslims, Hindus, Chinese .... do not use white, blue or black when wrapping. In case you give money as a
gift, the banknotes must be new, in an even number and in a red envelope (Chinese). Never give away an
umbrella - it means you never want to see that person again)
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Hong Kong
 Presentation colors - black and white (Red is the color of happiness! White is the color of death)
 For a business meeting - a red tie - leaves a good impression
 Surprise or fear of something is expressed by loud and rapid drawing of air between the teeth - in
which case it is recommended to change your request / offer ... because the host is obviously
dissatisfied
 Do not wipe your nose in public
 Do not play with sticks before and during meals - negative implications
 It is rude to refuse a drink because it is used in the relationship building phase which is very
important for your host
 Gifts - the same rules as the Chinese
 The standard way to entertain business partners is "bar hopping" and karaoke, so be prepared for
that every night.
 At the end of the visit, as a sign of gratitude and respect, invite the host to dinner
 Silence is highly valued and there will be many such moments during meetings
 Accuracy is important, make an appointment before you arrive
 Patience is very important - making decisions takes a long time 46
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Japan
 Clothes - must leave an impression! Dress to impress… Shoes - they will often be taken off, so it is good that they
are not on laces. Women should not wear pants - offensive to men, as well as high heels! In case you are wearing
a kimono, tie it from left to right as otherwise it will symbolize death
 Avoid wide and sudden hand movements, unusual facial and facial expressions or any dramatic movements
 Avoid the OK sign - it means money
 Do not wipe your nose in public and do not point your fingers
 Personal space is valued for its cramped lifestyle
 A smile can have an ambiguous meaning - joy or dissatisfaction
 Silence is often used as an advantage in business situations
 Alcohol is a very important part of Japanese culture - a way to relieve stress; but never pour yourself a drink -
let someone do it for you
 Karaoke and "hostess" bars are a common way of business entertainment
 If the host invites you home, it is an expression of great honor
 Accuracy doesn't matter - it's fashionable to be late
 If you choose a restaurant, the Japanese will like the western style.
 It is socially acceptable and desirable to sip noodles because that is how you show that you enjoy food!
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Japan
 Do not openly show money – envelopes

 Gifts - very important in Japanese culture, the gift ceremony is more important than the gift itself;
always wrap the gift - never in white (death) or bright colors and do not use bows; do not give suddenly,
but warn the host that you will give him a gift; give and receive gifts with both hands; gifts are opened
privately; do not give things in odd numbers or in number 4, gifts are given at the end, not at the
beginning; good gifts - a top selection of beef, fruit, alcohol (brandy, quality whiskey, top wines) or from
an expensive department store
 Openly expressing affection or touching co-workers in public (especially the opposite sex) is not
acceptable
 Business cards are given and received with both hands - the Japanese side up
 Do not write on business cards or put them in your pocket
 Business cannot begin until the business card exchange ceremony is over
 The salutation uses a bow and you must respond with the same depth of bow - it determines the status of
the person; while looking at the floor and keep your hands on your thighs; business cards are exchanged
after the bow
 IMPORTANT! The word NO is not used - so they will often answer "yes" and it will be clear to you that they
mean "no". Important when doing business in Japan!
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Australia
 Clothing - conservative style, darker colors

 Accuracy is crucial
 Gifts - not common
 Environmental pollution is not acceptable
 When you pay for a round of drinks, do not pay at random, but when it is your turn
 Directness and brevity in conversation are appreciated
 Different opinions are appreciated, so feel free to ask for an explanation if something is not
clear to you
 Don’t praise yourself, your company, or your information
 The afternoon is reserved for "afternoon tea" around 4 pm, and dinner is between 6 and 8 pm
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New Zealand
 Accuracy – essential
 During the first few business meetings, keep a reserved and formal way of behaving
 A firm handshake and good eye contact; the woman extends her hand first
 Gestures - avoid the Victory sign with the palm facing you
 Very little is said during the meal; lunch is for work and dinner is for informal gatherings
 Bragging is not acceptable under any circumstances, even when you are drinking
 Before you take a picture of someone, be sure to ask permission
 Avoid comparing or confusing New Zealand with Australia
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Organisation and surroundings

Figure: Congruence Model
 Organizations are like people; each is unique,

it has its own personality, something that
distinguishes it from others
 Personality is expressed through the purpose,
mission, core values that it transmits to
others, and at the same time influences the
behavior of everyone else in the team
 The company’s impact on society stems from
the way it behaves; it refers to the decisions
and actions of individuals and groups within
the company.
Source: http://www.metavolution.com/rsrc/articles/successful_change.htm (2.3.2022.)

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Organisation and surroundings

 If a company wants to have a thoughtful and positive impact on society, its management must
ensure that the mission and core values it has adopted are accepted by all those who may
influence them.
 The most important thing is that all stakeholders of a company participate in achieving this
common goal
 Fellowship creates a positive sense that contributes to a company’s reputation and success itself
 We know that nowadays, when high technologies are available and the whole world is connected by
a global network - the Internet, PEOPLE are the item that differentiates between companies and
often decide on success.
 The goal is to create a positive, good image of yourself and create a brand (brand as a guarantee
of security value you provide to your customers)
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Image
• IMAGE is a very complex emotional-intellectual experience, it

can be good or bad, depending on how well we have met
consumer expectations and how many deviations from the
experiential quality of the product
• IMAGE IS A PERCEPTIONAL STRUCTURE (ATTITUDES, OPINIONS,

BELIEFS, PREJUDICE AND PREVIOUS EXPERIENCES) that end users,
traders, suppliers and all other market participants have about a
certain product, service, brand, company and/or individual.
• Image is a prerequisite for branding
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We distinguish:
 PRODUCT IMAGE
 BRAND IMAGE
 CORPORATE IMAGE
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Branding
Brand building
 What is branding and why is it so important?

 Person as brand, product as brand, service as brand, company as
brand, country as brand ...
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 It represents all those points of interaction that are established

Brendiranje
with your customers, users
 So it represents not only everything you do, but also how others
perceive YOU and the message you send, the views you
represent, all your actions, strategies and customer relationships
 …the brand is not only managed by you -the customer, the client,
the user, the employee, together with you manages your brand
 If you want to create a strong brand, send a clear and consistent
message and take care of your customers.
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Figure: Customer Loyalty Cicle

The goal is to earn CONSUMER LOYALTY because
consumer loyalty is manifested in repetitive / repetitive
purchases, forgetting and easier overcoming of possible
mistakes, creating recommendations and new customers
and feedback (expressing what customers like and dislike,
which is the most valuable input for quality correction
required).
https://www.minisoft.com/index.php/5-steps-for-
creating-a-loyal-customer-base/ (13.3.2019.)
Source: https://www.bamboosg.co.uk/customer-retention/ (8.2.2022.)
5% increase in consumer retention can increase 58
a company's profit by 25% - 100%
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Sustainable development
Sustainable development means:
"Meet the needs of present generations without compromising the ability of future
generations to meet their needs." (UN, 1987)
01
SUSTAINABLE
DEVELOPMENT
03 02
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CORPORATE SOCIAL RESPONSIBILITY (CSR)
 Corporate Social Responsibility (CSR) is a business concept in which a

business entity decides to contribute to society and the environment on
a voluntary basis, in interaction with other stakeholders.
 Being socially responsible does not only mean fulfilling legal obligations,
but also investing in various areas that are of the utmost importance:
human capital, the environment and stakeholder relations.
 A "win-win" situation where all parties involved are benefit, which
increases the success and positive feeling of all involved necessary for
good business today and in the future.
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CORPORATE SOCIAL RESPONSIBILITY (CSR)
 Attitude towards employees

 Relationship to all other stakeholders affected by the business and who
may be affected in return
 The way company hires and trains thus influences the development of its
own people
 How to invest in the community and respect human and labor rights - all
this determines the overall impact of the company on society
 Ethical attitude towards the environment
 Community-based activities
 Sponsorships, donations ...
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Corporate social responsibility
Corporate social responsibility (CSR) is a self-regulating business model that helps a company be
socially accountable to itself, its stakeholders, and the public. By practicing corporate social
responsibility, also called corporate citizenship, companies can be conscious of the kind of impact they
are having on all aspects of society, including economic, social, and environmental.
To engage in CSR means that, in the ordinary course of business, a company is operating in ways that
enhance society and the environment instead of contributing negatively to them.
• Corporate social responsibility is a business model by which companies make a concerted effort to
operate in ways that enhance rather than degrade society and the environment.
• CSR helps both society and the brand image of companies.
• Corporate responsibility programs are a great way to raise morale in the workplace.1
• Some examples of companies that strive to be leaders in CSR include Starbucks and Ben & Jerry's.
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7 areas of CSR
• Basic principles
• Mission and values
• Human resources
• Human rights
• Market
• Environment
• Social community
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CSR – for the future
 CSR provides a framework for systematic governance, taking into account

financial, environmental, social and ethical issues
It helps us in:
 Reducing costs
 Energy consumption and waste
 Highlight and differentiate our company among others
 Encourages the creation of innovative products and business processes
 Encourages the entering to a markets
 Helps attract and retain the best employees
 Improve the image of the company among shareholders and the public
 Ensure a better quality of life
In the long run, CSR brings brand loyalty, and therefore profitability.
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 CSR should not be seen as a cost, but should be seen as an investment,

because practice shows that CSR is, and the benefits of CSR outweigh the
investment.
 It is an effort to contribute (to everyone, employees, their families, the local
community, the entire community), to sustainable economic development in
order to improve the quality of life for today and for generations to come.
CSR helps in 3 segments:

 Can improve sales or business
 Develop the human potential to give your maximum
 Build trust in the company as a whole
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CSR – norms
 The international standard SA 8000 was developed by Social
Accountability International – SAI
 Created in accordance with the principles of the International
Labor Organization (ILO) conventions, the World Declaration
of Human Rights, the United Nations Convention on the Rights
of the Child, the United Nations Convention against All Forms
of Discrimination against Women and ISO 9001 and ISO 14001
 Standard SA 8000: 2008 provides transparent, measurable and
verifiable requirements for the certification of organizations
in important areas (child labor, forced labor, health and
safety, freedom of association, discrimination, disciplinary
measures, working hours, remuneration and management)
 Certification assesses how the CSR system successfully
supports the areas that are most important to organizations
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CSR – norms
 In 2010, ISO adopted the ISO 26000 standard, which provides

voluntary guidelines on social responsibility
 For organizations in the public and private sectors, in
developed and developing countries
 It will help in their efforts to operate in a socially responsible
way, which society is increasingly demanding today
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Europe 2030
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CSR - research
In May 1999, the Millennium Survey on Corporate Social Responsibility

surveyed more than 25,000 citizens in 23 countries on 6 continents
The results can be summarized as follows:

 As many as half of the population in the surveyed countries pays attention
to CSR;
 Worldwide, the impression of individual companies is more influenced by
their CSR practices (56%) than the quality / reputation of the product
brand (40%) or their core business indicators (34%)
 Surveys in the UK have shown that there is a very high correlation
between the public perception of a socially responsible company as a
positive company, a trustworthy company, which is increasingly
influencing consumer decisions
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 With the rise of CSR reporting, questions have emerged regarding its true utility; CSR
reports may more closely resemble marketing materials than financial statements, and
while clear reporting frameworks such as the GRI’s exist, much of the data companies
provide can be cherry picked.
 2016 PwC survey revealed that nearly three-quarters of investors are neutral or
somewhat dissatisfied with ESG reporting practices.
 Robert Gutsche, Jan-Frederic Shulz, and Michael Gratwohl note in their paper Firm-
value Effects of CSR Disclosure and CSR Performance, “most CSR disclosures have more
than 200 pages and contain information that is connected only loosely to CSR
performance.”
 There is currently little in the way of assurances that investors are getting the true
information they need to make truly informed investment decisions, and companies
may benefit solely from the appearance of CSR activities; as Gutsche, et al. note, when
it comes to CSR reporting “words currently speak louder than actions.”
Source:https://www.saturna.com/insights/yardarm/beyond-facade (4.2.2022.)
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CSR – as innovative strategy

Incorporating CSR into the business strategy of every company/organization is not a burden, but a
challenge to participate in exciting and innovative processes that guide the world today, and even
more so tomorrow.
Corporate social responsibility could become a fundamental moral value of any "smart"
organization through which people, the planet and profit will be viewed equally importantly.
CSR can become an important aspect of the organization's business strategy
CSR partnerships and donations - a way to create new values and mutual relations
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Incorporating CSR into the business strategy of every company/organization is not a burden, but a
challenge to participate in exciting and innovative processes that guide the world today, and even
more so tomorrow.
Corporate social responsibility could become a fundamental moral value of any "smart"
organization through which people, the planet and profit will be viewed equally importantly.
CSR can become an important aspect of the organization's business strategy
CSR partnerships and donations - a way to create new values and mutual relations
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 Product - They have good quality products that meet needs.

 Governance practices - They are open, transparent and ethical.
 Workplace practices - Equal opportunities are given among employees and they are rewarded fairly.
 Social responsibility - Social and environmental causes are supported.
 Leadership - They have bold leaders with a clear mission and vision of how to get there.
Source: https://youmatter.world/en/top-100-companies-best-csr-reputation2019-28108/ (9.2.2022.) 75
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CSR – internal and external dimension
Within the company:

 CSR involves employees and covers areas such as investing in human capital,
health and safety, and change management
 Responsible practice in the field of environmental protection relates mainly
to the management of natural resources used in production
Outside the company:

 CSR extends beyond the company itself - to the local community and various
participants (in addition to employees and shareholders): business partners
and suppliers, consumers, public administration, media, local associations ...
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CSR
 As being socially responsible we can stand out and differentiate our company among others;
we encourage creativity, improve the working atmosphere, the perception of the company,
attract and maintain quality working human potential, ensure a better quality of life.
 CSR is a powerful means of positioning in marketing terms, in the minds of consumers on
whom we ultimately depend in the market.
 In the long run, CSR brings brand loyalty, as well as profitability.
 Although the awareness of CSR is not on the same level in all countries, a new time is coming
in which we expect that the importance of responsibility towards a society integrated into
business and the creation of a corporate identity will be increasingly recognized.
 CSR should be approached as an investment that will be profitable for both the company and
the local community in which it operates, and ultimately globally.
 It is desirable and necessary to talk about CSR on a daily and permanent basis and emphasize
CSR as a business concept that enables a "win-win" situation, a benefit for both parties.
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Project management
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PROJECT
A temporary venture that creates a unique product,

service, or result
The temporary nature of the project indicates a definite
beginning and end
The end is reached when the project goals have been
achieved or when the project is interrupted because its
goals will not or cannot be achieved or when there is no
longer a need for the project.
A project can create a product that can be a component of
a whole or a final whole in itself. (Anton Hauc, Project
Management)
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PROJECT definitions
A project is a complex transaction that covers a package of products, services and work specifically designed to
create long-term assets that benefit the customer over a long period of time.
Hauc: "By project we mean the design and implementation of the entire service of special significance,
determined by performance, time and cost!„
A project is a series of activities aimed at achieving clearly defined goals within a certain timeframe and with a
certain budget ”(Project Cycle Management Guidelines, European Commission, 2008).
The project is a temporary and planned transformation of organizational knowledge undertaken with the aim
of creating a unique product or service, optimal quality, which are in accordance with the previously defined
strategic goals of the organization
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PROJECT - definitions
 It can be implemented alone, as a part of a program or part of a business strategy

 Strategy execution process
 Represents new knowledge for future projects
 Can be at all organizational levels
 Different duration, number of participants (people, departments…) and other resources
 Enable the fulfillment of a detected need or desire
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Project
The project has the following characteristics (Project Management, Fachmann, 1996):
 Target orientation
 Temporal determinism (Timing)
 Uniqueness
 Novelty
 Complexity
 Financial budget
 Legal and organizational affiliation
 It is a reflection of the ability of the project manager and the investor / sponsor
 Has its own structure
 Transforms the existing problem state into the future, desired state
Projects are traditionally defined as tasks with specific features that are reflected in the complexity of the
content, relative uniqueness, high risk and high strategic importance for the company and other
organizations.
Projects are understood as goal-oriented tasks, because the goals (determined by the scope, deadlines,
required resources and costs) are planned, coordinated (agreed) and controlled. (Anton Hauc- Project
Management)
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Project management - solutions for modern business

Areas where project management offers solutions:
 Production management - project management techniques for new production processes

 Marketing - design and launch of marketing campaigns for new products and services using
project techniques
 Finance - project techniques for new investments
 Human resources management - education, training and development
 Information systems - project techniques for new solutions and business process
improvement
Projects are
business to achieve the
strategy desired results
instruments
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Project management - solutions for modern business
Companies that use project management are able to significantly reduce operating costs and at
the same time increase productivity, while acquiring new knowledge and competencies,
introduce new technologies, achieve competitive advantages and achieve faster return on
capital in projects (ROI index)
The solution for modern business is PMO (Project Management Office) as a new business
standard, within the office to have an expert who can contribute to better management of
business activities
Projects are
business to achieve the
strategy desired results
instruments
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Project management skills for 21st century

 Critical thinking, analytical skills
 Creativity; strategic thinking
 Focus on problem solving
 Communication
 Cooperation and coordination
 Ability to resolve conflicts
 Understanding cultural differences
 Computer literacy, knowledge of foreign languages

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When does the project fail? Reasons?

Unrealistic project Organization - structure,
Poor understanding and
objectives in terms of function, performance,
poor identification of the
specification of project connection, organizational
needs of its users
needs and constraints behavior and culture
 Unrealistic expectations
 Over-ambitiously defined scope of the project Poor supervision and Unrealistic planning and
 Lack of clear agreement between stakeholders ofcontrol in the initial phase
project implementation
implementation - lack of
understanding and
 Vaguely defined objectives - evaluation of deviations anticipation of change
from the plan
 Poorly set project management plan
 Poor estimate of time, costs
 Poor communication, lack of communication skills,
 Lack of communication plan
 Lack of knowledge and skills
 Lack of resources
 Lack of support in the organization
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Project roles
Source: https://www.belbin.com/about/belbin-team-roles (10.2.2022.)

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Gantt chart – project management

 The method of representing activities over horizontal lines 1. was introduced by Henry Gantt in
1917, a pioneer of scientific management; Henry Lawrence Gantt, studied improving worker
efficiency through scientific approaches and methods
 Gantt charts are a display of a series of sequential actions that determine the shortest time to
complete a project that seasons a critical path. A shift in any part of the critical path extends the
duration of the entire project.
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Milestones
 Type of objectively verifiable indicators that allow the identification of
short-term and medium-term goals (most often activities) that facilitate
the measurement of results throughout the project, and not just at the
end
 They also mark a point in time when decisions need to be made or

activities completed
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Project initiation
Recognizing the need to carry out a project in order to obtain a specific result that will have a direct
impact on improving the market position of the organization
The project idea can be initiated by: top managers, workers, government, customers / clients
Project initiator - is often a beneficiary of the project result
QUESTIONS
What is a project result?
What are the business reasons and goals of starting the project?
What are the key project intermediates, key points and main activities?
What are the basic assumptions and limitations?
What is the indicative budget?
When is the project scheduled to end?
How do we measure project success?
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Project management
1. Define project objectives (SMART * objectives)
2. Develop a project implementation plan
3. Define the foundations of project control
4. Risk management
5. Effectively complete the project
planing
organisation control
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Deming Cycle
PROVEDI PROVJERI DJELUJ
Source: https://curiouscat.com/management/dictionary/pdsa (1.2.2022.) 94
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Project plan
Task is to connect the idea with reality and define the success criteria of the project
Realistic planning of time, budget, materials, human and other resources for the most efficient project
management, and allows better definition of criteria for selecting a communication system that
integrates the project network
A complex task because it is a process of constantly checking and updating new information in new
circumstances
It defines what needs to be done, who will do it, where, when and in what way, with previously set
goals and according to a specific scope
EVERY PROJECT PLAN has:

 PURPOSE - how, when, coverage
 OBJECTIVE - specific results that the project will produce
 RESTRICTIONS - financial aspect
 ASSUMPTIONS - uncertain circumstances; risk assumptions of a positive outcome
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Project plan structure

PROJECT STRUCTURE answers the questions:
 What activities should be envisaged?
 When should they be implemented?
 Who will implement them?
 What resources do we need?
For example:
 Number and name of activities
 Duration of activities
 Competence to carry out activities
 Description of activities
 Connection with other activities (time-causal)
 Necessary funds
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Practical implementation
 Identify everything that needs to be done; make a clear and consistent basis for
implementation; minimize risks; establish a system for effective monitoring and
control, plan the implementation of activities in real time frames
 Project title - Project kick-off meeting - Schedule of regular meetings - Project
overview - Project information - Monitoring of project time spent - Project website -
Activity plan - Cost plan
• Project objectives and marketing strategy proposal

• Deliverables – expected results
• Process - tasks/methods
• Timeline/rough deadlines
• Budget (all tasks)
• Dissemination plan
http://excelk.com/sr/izrada-gantograma/ 97
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Project manager - skills

1. UNDERSTANDS THE OBJECTIVE OF THE PROJECT
2. UNDERSTANDS THE OBJECTIVE OF THE ORGANIZATION
3. COMPATIBLE WITH THE TEAM
4. HAS KEY KNOWLEDGE AND PROFESSIONAL SKILLS
5. KNOWS TECHNIQUES AND METHODSIT
6. HAS AUTHORITY AND CREDIBILITY
 GUIDANCE
 ASSESSMENT AND PLANNING
 ASSEMBLY AND FORMATION OF THE PROJECT TEAM
 PROJECT COMMUNICATION
 NEGOTIATION
 PROBLEM SOLVING
 MANAGEMENT OF CHANGE
 ETHICS AND MORALITY
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Project manager - skills

1. Determined, prone to initiative
2. Intelligent
3. InterpersonalY sensitive
4. Confident
5. Organizer and planner
6. Team builder and disciplined leader
7. Motivator
8. Able to resolve conflicts
9. Honest, flexible
10. Dominant
11. Knows when to take risks, he knows when to give up
12. Open
13. Communicator and speaker
14. Uses the project team flexibly
15. Delegate
16. It combines autocratic and participatory leadership style
17. Asks the right questions, at the right time and to the right people
18. Tactical
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Project manager and project management

1. Leadership as the ability to adapt
2. The importance of motivating associates
3. Working on projects for employees means both improvement and progress in the
organization
4. Critical management skills - development and establishment of project teams
 Project requires more resources than those available within individual parts of the
organization, coordination is important
 There is a need for expert knowledge of people who are in other parts of the
organization – collaboration
 Networking with customers and suppliers occurs – interrelationships
 Information and telecommunication technology is improving
 The organization is located in a dynamic market exposed to international competition
and demanding customers, with the importance of conscientious behavior in the field
of environmental protection - environmentally conscious organization
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Project menadger - tasks
 DECISION MAKING - through all phases of the project

 PLAN DEVELOPMENT - mission and vision of the project (important quality in all phases of
the project)
 ORGANIZATION - stakeholders - project team
 HUMAN RESOURCES MANAGEMENT - the right people in the right places (organizational
planning, staff recruitment, team development)
 LEADERSHIP - motivation, guidance, clear communication
 CONTROL - measuring, evaluating and corrective actions - through all phases of the
project
 MANAGEMENT OF CHANGE - dynamic participation at all levels - team, organization,
logistics
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Project menager has to be…

 Able to achieve project objectives
 Accepted by all (clients, sponsors, team members, the organization itself)loyal to the
organization and ready for adjustments
 Focused on maintaining a good atmosphere and team relationships
 The person once selected is harder to replace as the project process progresses
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Project teams
 People - the key to success
 Managing change, projects is more challenging than managing established organizational

structures and systems - constant change
 Teamwork - project management - creating project teams as a basis for gaining strategic
competitive advantages
 “The job of a project manager is not easy. He has great responsibility, but little authority. ”
H. Kerzner, project management guru
Maximum project results are possible only with

efficient project management - by maintaining a
balance between the 3 basic elements of the
project: TIME, COST AND QUALITY
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Project teams
Consider… how important it is:
 Goal?
 Purpose?
 Communication?
 Commitment?  Control?
 Opportunities?  Consequences?
 Clear expectations?
 Cooperation?
 Coordination?
 Creativity?
EXPECTATIONS OF TEAM MEMBERS FROM
THE PROJECT MANAGER:
Tell me what you expect from me?
Give me information if I did well?
Give me directions when and where I am
needed?
Reward me according to your contribution!
The role of communication - crucial!
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Types of project teams

1. Functional teams - in large and complex organizations; each team is under the supervision of a functional
manager; optimal use of resources, expertise. Possible issues - bureaucracy of procedures, slowness; focused on
the functional task, not the whole project
2. „Light category" teams - project managers are so-called "light category" project managers; they schedule and
take care of project activities; decisions are not made by them, but by function managers
3. „Heavyweight" teams - project managers have full responsibility for the success or failure of the project; most
teams are leaders of individual functional parts; strong expertise, easier staffing in such teams. Possible issues -
unclear responsibility in case of conflict between project objectives and function
4. Autonomous teams or "tiger teams" - members assigned from different functions; function separately; decisions
are made and led by the general manager; the team has unlimited freedom in choosing the dynamics and mode
of operation, use of resources
5. Autonomous teams without a distinct leader - work left to individuals; not related to the organization;
responsibilities are given to the entire team; the project manager is also an employee of the team
operationally (common form in IT projects)
6. Surgical teams - clear division of tasks among team members; no improvisations; no team synergies; applicable
to high-risk projects
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105
Challenges and issues of project teams

 Different approaches of team members, priorities, interests
 Conflicts of responsibility unclear goals - unclear tasks
 Wrong choice of project manager
 Lack of communication in the team
 Unclear project scope
 Insufficient support from top management
EVERY WORKING GROUP IS NOT A PROJECT TEAM

 Degradation of the team to a working group (unrealistic project team)
 Brings damage to the organization: loss of synergy effect, inadequate use of Human resources in
the organization
 Individual goals and individual responsibility in one working group collide with the goals and
responsibilities of a project team
 Partial picture of the project, and project goals in the function of individual
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Forming a team
ISSUES: the most common rule - the busiest people in the organization are always chosen in the team (resource problem);
Delegation - authority is delegated, but not responsibility
It is important to ensure a synergy effect in order to respond in a timely manner to market demands
STEPS:
 Project manager selection

 Project manager chooses his assistants (key team members)
 The PM, together with the assistants and the function manager selects the team members
 PM arranges a meeting with the top management – presentation
 PM arranges an initial project meeting with all stakeholders
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Stakeholders
We can distinguish:
Internal - employees, owners, board members, business partners
External - media, educational institutions, financial groups, insurance companies, local committees,
local/regional/national or other level of government, authorities and the general public
Different social groups have different problems, abilities, desires and interests that need to be clearly understood
and recognized in the process of defining problems, setting goals and choosing strategies because stakeholders
can and do influence project implementation, either positively or negatively.
 Whose problems or opportunities are we analyzing?

 Who will benefit or lose from the project intervention and how?
 The goal is to increase benefits for target groups and end users
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EU TERMINOLOGY
Beneficiaries: stakeholders who benefit in any way from the implementation of the project
Target Group: direct positive influence them through the achievement of project goals
Final Beneficiaries: they will benefit long-term from the project at a wider societal or sectoral level
Project partners: implement the project with us as Lead beneficiaries
Associates: one form of partner organization (EC distinguishes them from partners because associates are not
funded by the project)
Additional reading
Kay, J.: “Th e Stakeholder Corporation”, u G.Kelly, D.Kelly, A. Gamble (red.) Stakeholder Capitalism, Macmillan,
London, 1997; J. Kay: “Th e Customer Corporation”, Th e Business of Economics, Oxford University Press, Oxford,
1996.
Blair, M.: “Ownership and Control: Rethinking Corporate Governance for the Twenty-First Century, Brooking
Institution Press, Washington, D.C., 1995.
Kolaković, M., Sisek, B. Social enterpreneurship as a mean of achieving goals of stakeholder society and economy,
Economy & Business International Scientifi c Publications, Vol.1 2007. Science Invest Bourgas, Bulgaria, ISBN 978-954-
9368-27-7, str. 179-191. (www.ScienceBg.Net, www.eJournalNet.com)
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Figure: Stakeholders
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Source: https://www.theprojectmanagementblueprint.com/blog/stakeholder-management/definition-of-stakeholder (6.2.2022.)
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Stakeholder analisys
Source: https://www.businessanalystlearnings.com/ba-
techniques/2013/1/23/how-to-draw-a-stakeholder-matrix Source: https://projectizing.com/stakeholders-analysis-
(2.3.2022.) powerinfluence-interest-matrix/ (2.3.2022.)
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Virtual project teams

 The development of new technologies (internet, networks) brings globalization and
virtualization
 Rising trend from production to service jobs (knowledge, innovation)
 Virtual teams are the future of business (so-called teleworker)
 Lower costs, better communication, shallow organization, more efficient work
EXAMPLE - BOEING 777

 Aircraft development enabled by CATIA system (computer interactive applications)
 It has networked 1,700 Boeing workstations and computer systems with over 500 vendors worldwide
 The system collected customer wishes and suggestions at the same time
 The result: a top model, without error, the time to place a new type of aircraft on the market cut by half
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Lifelong learning
"The ability of an organization to learn and transfer

that knowledge quickly is a major competitive
business advantage.„ J.Welch
ORGANISATIONAL LEARNING
• the goal is to create appropriate IDEAS, ask appropriate QUESTIONS, have and upgrade KNOWLEDGE,
which will be TESTED by implementation, and we start again in a new cycle
• organizational learning takes place in 3 phases of the project life cycle:
• Cognitive phase, ideas → initial phase of work
• Behavioral phase, employees change their own patterns of behavior → implementation phase
• Performance improvement due to new patterns of behavior, measurable, → project closure phase
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Modern organisation
 The best workers feel useful, free to communicate and share ideas, learn and work together
 Modern organization turns data into information, information into knowledge, and knowledge
into organizational wisdom, which creates a competitive and competitive advantage in the
market
 An effective organizational structure enables AWARENESS in the initial phase of the project,
leads to UNDERSTANDING in the implementation phase of the project, creates COMMITMENT in
the phase of concluding the project and allows CHANGES IN BEHAVIOR (ORGANIZATIONAL
KNOWLEDGE).
Drucker, P. (2001). „The Next Society“, The Economist, http://www.economist.com/node/770819
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Repetition
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What is communication and what are caracteristics

of successful communication?
117
● Communication is the basis and condition for the success of all interpersonal private and business
relationships.
● "Every communication is action-oriented." (Rouse, Rouse, 2005)
● People communicate for many different reasons, depending on their own needs and interests; so we
communicate for fun, to show affection for someone, friendship, to impress others, to convince
someone of something, because we want people to know or understand something, to take some steps,
... One of the obvious reasons for which we communicate, especially in the business world, is just
getting information that can be important to us in business operations to make good business decisions.
● For successful communication, a person needs to know himself, his thoughts, reactions, feelings, as well
as be aware of himself and his behavior in order to be able to participate in the exchange of information.
● The characteristics of successful communication are: understanding, satisfaction, influencing attitudes,

improving relationships, provoking actions.
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What types of communication you are familiar with

(3) and please explain one of them?
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Communication
Verbal Nonverbal E-communication
Outfit/attire www
Oral Written
Feelings E-mail
Non-formal Formal
Communication with
Unplanned Planned look Group e-mails
Silence Text messages
Active listening Video & teleconference
Web notes
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What 3 models of communication you know and please

explain which one you consider the best.
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Linear, Transactional, Interactive
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Please define communication process components
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124
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What 4 aspects of any message we know according

to Schulz von Thus
125
 CONTENTS - What do I want to inform about? (verbally)
 SELF-DISCOVERY - What am I saying about myself? (nonverbal)
 RELATIONSHIP - Who do I think you are? What is my attitude towards us? (nonverbal)
 INFLUENCE - What do I want to encourage you to do? (hidden)
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What does active listening skill consists of?
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128
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Please list 5 Axioms of Communication according to

Paul Watzlawick
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1. “One cannot, not communicate”.(communication is everywhere and it is inevitable, it is not

accidental, it is not without purpose and purpose)
2. "Every communication has a content and relationship aspect such that the latter classifies the former
and is therefore a meta-communication." (communication is a need, action, experience, knowledge
(about symbols and their meanings and patterns of behavior), it becomes predictable when we reduce
ambiguities) The content of every communication is interpreted depending on the context of the
relationship between the communicators.
3. "The nature of a relationship is dependent on the punctuation of the partners' communication

procedures."
4. "Human communication involves both digital and analogic modalities.". COMMUNICATION HAPPENS
ON 2 LEVELS: VERBAL AND NON-VERBAL
5. COMMUNICATION CAN BE: SYMMETRICAL (HETERARCHY) AND COMPLEMENTARY (HIERARCHIARY)

and depends on how we treat others and how others treat us
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What obstacles to you know in communication process?
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Issues and obstacles:

● Communication process (sending or receiving messages, encoding or decoding, media problems or
feedback issues)
● Physical (if one speaks too softly or indistinctly...)
● Comprehension (semantic misunderstandings)
● Psychological (fears, desires, expectations, or cultural, health, educational, and personal issues).
Noises (objective and subjective)

• Vague expression,
• Technical terms
• Ambiguity
• Cultural differences (language, symbols, customs)
• Information overload
• Interruption
• Fatigue
• Distortion
• Prejudice
• Mistrust
• Lack of feedback
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Please list 6 phases of listening process
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1. Anticipation - is a kind of listening. By knowing a person, we can predict their reaction to our actions. If it is a
potentially conflicting situation within which we are aware that we have messed up, we know in advance that it is
better for us to listen than to argue.
2. Receiving a message - occurs after listening because listening is a psychologically demanding and complicated
process that requires the involvement of the senses of hearing and brain convolutions, and we are expected to
verbal and nonverbal responses, reactions. The messages we receive come in all forms and shapes from different
sides, we get them more than we need or can absorb. That’s why we filter them by importance and priority.
3. Attention - is an individual thing, we decide to whom / what we will direct it and that is why we still call it
selective attention. Apart from the fact that attention is influenced by our perception of something or someone, of
what is important and interesting to us, equally important is the concentration with which each communicator has
in his own way. Often a lack of attention is associated with boredom which is a potential threat in communication.
The best listener is the one who cannot get bored, who has a good power of organizing and absorbing the messages
he receives and who has a good basis of communication skills.
4. Message analysis - occurs after we have decided to pay attention to a particular message, and we analyze
everything; how the message was sent, the tone of the sender of the message, gestures during sending the
message, facial expression of the sender ... Its relevance is important to us, but also the connection with our
previous knowledge of the topic, also whether it contradicts our views of the world and beliefs, and if it is
unknown to us, it presents a challenge to us.
5. Memory - is an indispensable process of listening. It is a selective process of determining the important from the
unimportant. When we are not sure that we understand the messages we receive, it is best, if possible, to
interrupt the sender and ask him for more detailed clarification.
6. Message evaluation - evaluation, ie evaluation of messages based on events and experiences.
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Please write definiton of sales and also what are

sales trends today?
135
"Sales is an interpersonal communication process in which the seller discovers and meets
the needs of the customer in order to achieve mutual long-term benefits for both parties."
(Castelberry, Tanner, 2013)
Sales trends today
 Emphasis on relationship (relationship selling)

 Influence of technology (telemarketing, teleconferencing, videoconferencing)
 Increase in productivity
 Higher share of people with diploma in sales jobs
 Higher need for engagement of sellers for information (business intelligence)
 Shorter product life cycle
 More vendors in the service sector
 Sophisticated software in the field of Internet and database usage
 International sales
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Which 6 steps of traditional approach to sales

process do you know?
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1. Traditional approach
1 2 3 4 5 6
1. LOCATION AND SEPARATION OF FUTURE CUSTOMERS - when collecting data on future
customers, the seller must use a database, previous experience and knowledge, and on this
basis to identify the company and potential customers who will be the target segment
2. PREPARATION OF SALES FLOW - the goal is to continue the process of meeting potential
customers
3. SALES PRESENTATION - THE CORE OF THE SALES PROCESS (importance of 1st contact,
questions, answers)
4. PURCHASING GOALS AND RESISTANCE MANAGEMENT - potential buyers feel resistance
(hesitation) to purchase; the seller must be prepared to manage these customer risks
5. CONCLUSION OF SALES - this is the ultimate goal of sales communication in which the
seller expects to accept the product and sign the order
6. SELLER'S AFTER-SALES ACTIVITIES - the seller must respond to customer complaints
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Please explain connection of sales and loyalty
139
Sales and loyalty

Sales
Next (future) sales

Repeat sales
Initial
sales
Sales duration
Source: Manning, Reece, 2007., p 19.
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Please list 7 steps of sales process
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Sales – Phrases/steps
Source: https://salesintel.io/blog/7-step-sales-process/
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Cyclical process
Prospecting
 The most common mistake many salesmen make is that they start with telling the client about all the advantages of the product or service. They think they don’t
have anything else to talk about with their clients except for that. Therefore, they fuss, babble and do basically anything to avoid awkward silence and make sure
the client doesn’t consider them incompetent or useless.
 However, as you may have already understood, this is not the best strategy. The first thing a perfect salesperson must do is pinpoint the client’s needs (i.e., their
pain points). So, the salesperson just asks leading questions and listens to the client’s answers. Consequently, the more information you get from the client
during such a conversation, the more likely you are to close the deal.
 During this step, the salesperson should be an active listener (which means responding to what the client says verbally and non-verbally). What is important, you
should avoid asking too many questions – up to 20 questions in total will do fine.
Preparation
 Now that you have all the information the client gave you before, you will know how to present your product for this particular person in the most enticing way.
Perhaps, you will need to come up with a legend like this one: “Company X encountered similar issues, then they reached out to us, and we solved them at the
fundamental level”. The most important part is selecting the arguments that will make your story easy to believe and fall for.
Approach
 There is a rule of three “+” during contact establishment. In order to make a stranger like you, you should evoke positive emotions in him or her at least three
times. Salesmen usually achieve this by using non-verbal signs (smiling to the clients and adopting open body language), giving compliments (although it
shouldn’t turn into obvious flattery), and asking questions that guarantee positive answers. Salesperson’s likable appearance, confident voice, and sincere (or at
least seeming to be so) desire to help the client are also the keys to establishing the contact.
Presentation
 During this stage, you just “press” the pain point that is the most crucial for the client. He or she will be ready to spend some money and make a deal with you
only to get rid of a truly disturbing pain point. (You already know what it is because the client already told you about it during the prospecting stage.)
 As for the presentation itself, don’t limit yourself to an aesthetically pleasing PowerPoint one (although it can be a good idea in some cases). In general, the
presentation is any convenient place where you can show the best of your product. This is why many deals are closed in an informal setting (for example, in a
restaurant).
 The key point of the presentation is for you to connect the characteristics of your product or service with the concrete benefits for the client. Use 5-7 such
phrases in the presentation. But remember – if you exceed this number, your speech will be perceived as too intrusive.
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Handling Objections
 During this stage, the salesperson’s task is to address the client’s objections by diminishing all the ‘but’s and ‘no’s to their minimum.
 Perhaps, you will encounter a situation where your client starts arguing. It happens, and it is a usual thing. If you are negotiating a serious deal or you are talking to a
difficult client, you should brace yourself for five or six ‘no’s before you finally close the deal.
 The main technique for dealing with this is replying by agreeing. It doesn’t matter what the client tells you; you have to agree with him or her every time. It is
important to understand that you should agree not with your product/service being low-quality but with the opinion having the right to exist. So, basically, you
communicate to the person: “Yes, you have the right to think so”.
 Imagine your client telling you: “Your steam cookers are low-quality”. In this case, you should start answering in such a manner: “I agree with you that considering
the quality when choosing home appliances is very important, …” Then, you continue with the advantage of your product.
 In other words, you shouldn’t use arguments like “you are not smart enough to appreciate the quality of our steam cookers” to deal with an objection. Instead, you
should try to softly lead the client to the main benefits of your product or service that you have demonstrated during the presentation (and remember – they are
related to the client’s pain points).
Closing
 During the closing stage, you should nudge the client in the direction of making a purchase. There are several easy techniques that will help you do this.
 For example, you can say: “So, we have taken a look at this and that. Tell me, what did you like the most?” (and you just wait for the client to answer). Usually, the
client will say something like “I liked that your steamer has three tiers”. Then you ask: “And what do you think about our product/service as a whole?” (and you wait
for the client’s response again).
 In this case, the client will convince himself or herself that if they like a certain thing about your product, they like the whole product itself. And this is what you will
hear as a result.
 The next thing you should ask is “Do you have any questions left?” and wait again. If there are some, you answer them; if not, you say: “I am very glad you liked
everything. So, the only thing left to discuss is…” and you start negotiating the documents, delivery, etc. – and this will lead the client straight to making the
purchase.
Follow-Up
 During this stage, you seal the deal fast and with no mistakes to form a good final impression about you and your presentation in general. Your aim is to make the
client leave with the feeling of a successful deal instead of the feeling of being cheated or pressured into buying something.
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Please list 5 way in which you can find potential

customers
145
Potential customers
 Recommendations of former and current customers (oral presentation)

 Promotional activities
 Telemarketing and sales letters
 Contact lists and address books
 "Visits without notice" (cold visits)
 „Insiders”
 Networking
 Create opportunities for business meetings
 Use business social networks/social networks, eg. LinkedIn…
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Please write a short, 1

minute pitch about….
147
Elevator pitch - startup
Introduction - just one sentence where you present yourself, your name, your startup and position at the
company.
Problem & Solution - Briefly explain the problem that your customers are facing and the way you solve this
problem. Try to highlight the benefits of your idea.
Competitors - Underline how your solution can outperform the competition.
Market Opportunity - Mention the market size and explain why now is the best moment to enter the market.
Show that there is a big market opportunity you want to seize.
Business Model - Explain how your startup makes money.
Achievements - Here you need to show the most important milestones you have achieved so far. It can be key
growth metrics, product development, market validation, strategic clients or partnerships.
Your Request - Share with investor the information, which resources your startup needs to achieve next
milestones. Explain those steps to make the request reasonable.
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Elevator pitch - startup
149
149
Please define 5 types of complains and write

example of one of them
150
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Complaints – types
NEED - I don't need your product; I am happy with what I have
PRICE (most common complaint)Too expensive; We have a better offer; We are
looking for something cheaper; We can't afford it
PRODUCT / SERVICE - I don’t like color, design, style; It is of poor quality; Poor
performance
SOURCE - I've never heard of you before; You are too young a company; You
have bad publicity
TIME - I need to think about it more; I can't decide now; I need to check with
my partner
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151
When answering to a customer complaint what

should you do or avoid?
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Respond to customer complaints

 Be positive about the objection
 Listen carefully and do not interrupt the customer while
making a complaint
 Expect objections and be prepared for them
 Prevent the customer
 Understanding the customer’s complaint and empathizing
with their concerns
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Respond to complaint – customer is not right
 We directly deny his claims if they are

extremely unfounded (false)
 Caution! - use carefully so as not to
cause even greater damage
 We indirectly deny if we want to subtly
tell the customer that he is wrong
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Respond to complaint – customer is right
 Boomerang - turn the problem to your advantage

 Compensation - when the disadvantages are compensated
by other advantages
 Asking questions - by asking him questions, the customer
answers his own complaint
 Overcoming the complaint - if the complaint is trivial
155
155
What direct/indirect conflict resolution strategies

are you familiar with? Please list 3
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Conflict resolution strategies

Indirect techniques should be used before directly trying to solve the problem
Indirect techniques:
 Reducing contacts between the parties in the conflict
 Appealing to common goals
 Transferring responsibility for conflict resolution to a higher level
 Thinking about reorganization
Direct techniques:
 Avoidance - physical or mental withdrawal from the conflict; both sides pretend that the conflict
does not exist and hope that it will disappear on its own
 Giving in - adjustment to the interests of another person
 Imposition - use of power and more aggressive approach for personal gain
 Compromise - both sides give in, use of middle ground
 Cooperation - win-win solution
Rijavec, Miljković, 2002.
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157
What can we consider to be a positive side of a

conflict?
158
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Conflict resolution – communication challenges
159
159
During the negotiation process what are the most

important 3 positions for both sides?
160
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OBJECTIVES
It is necessary to define:
 Target position - what the company wants and hopes to achieve
 Minimum position - the least the company is willing to accept
 Opening (initial position) - initial proposal that is higher than the target
position
161
How do we define organisational culture?
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 Organizational culture (corporate culture) is a system of values, beliefs and

customs within an organization that interact with the formal structure, producing
norms of behavior (Arthur Sharplin)
 Represents a set of norms, rules of conduct, common beliefs, attitudes and value
systems and the specific way of doing business internally (employees,
management, managers) and externally (public)
 It is the overall expression of the business philosophy of the business entity,
expressed through the mission, vision, style / way of doing business, and by which
the entity can be strongly differentiated in relation to the competition in the
market
 A good corporate culture nurtures positive values and a quality work environment
(e.g. promotes the independence of workers in their work, but also nurtures
teamwork, encourages creativity, motivates employees ...)
 Corporate culture is an (un)written value-set, beliefs, behaviors and collective
approach; rooted in an organization’s goals, strategies, structure and
approaches to employees.
163
Please list 7 segments of McKinsey model and

explain one of them
164
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7-S – McKinsey model

 Strategy - set requirements for the project and the means to achieve
them
 Structure - Organizational advantage of project implementation
 Systems - Methods of job design, execution, supervision and control
 Style (Culture) - A unique way of working and interrelationships within
the company
 Staff - Selection, management and leadership of those working on the
project;
 Shared Values – belief system, corporate culture
 Skills - Managerial and technical tools available to the project manager
and project team members
The 7S model can be used in a variety of situations and can: improve company efficiency, examine the
likely effects of future changes within the company, align departments and processes during mergers or
acquisitions, determine how best to implement the proposed strategies…
165
7-S – McKinsey model
166
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According to Handy tipology, what 4 basic types of

organistional culture can you list?
167
Handy tipology – 4 basic types
 Entrepreneurial culture (power culture) has a strong central figure at the

center, the structural representative is the spider web
 Bureaucratic culture (role culture) is based on logic and rationality, the
pictorial representative is the Greek temple
 Team culture (task culture) focused on teamwork, project
 The culture of the individual – they are the focal point
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According to their attitude toward time, what 2

types of cultures do we distinguish?
169
Time and cultures

Factor Monochronic action Polychronic action
Actions do one thing at a time do many things at once
Concentrate on the job
Focus Are easily distracted
at hand
Think about when things Think about what will be
Attention to time
must be achieved achieved
Priority Put the job first Put relationships first
Seldom borrow or lend Borrow and lend things
Respect for property
things often and easily
base promptness
Timeliness Emphasize promptness
relationship factors
Source: http://changingminds.org/explanations/culture/hall_culture.htm (2.2.2022.)
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What is corporate social

responsibility?
171
Corporate social responsibility
Corporate social responsibility (CSR) is a self-regulating business model that helps a company be
socially accountable to itself, its stakeholders, and the public. By practicing corporate social
responsibility, also called corporate citizenship, companies can be conscious of the kind of impact they
are having on all aspects of society, including economic, social, and environmental.
To engage in CSR means that, in the ordinary course of business, a company is operating in ways that
enhance society and the environment instead of contributing negatively to them.
• Corporate social responsibility is a business model by which companies make a concerted effort to
operate in ways that enhance rather than degrade society and the environment.
• CSR helps both society and the brand image of companies.
• Corporate responsibility programs are a great way to raise morale in the workplace.1
• Some examples of companies that strive to be leaders in CSR include Starbucks and Ben & Jerry's.
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How can CSR help our

business to grow?
173
 CSR provides a framework for systematic governance, taking into account

financial, environmental, social and ethical issues
It helps us in:
 Reducing costs
 Energy consumption and waste
 Highlight and differentiate our company among others
 Encourages the creation of innovative products and business processes
 Encourages the entering to a markets
 Helps attract and retain the best employees
 Improve the image of the company among shareholders and the public
 Ensure a better quality of life
In the long run, CSR brings brand loyalty, and therefore profitability.
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What 3 types of image do we distinguish on the

market?
175
We distinguish:
 PRODUCT IMAGE
 BRAND IMAGE
 CORPORATE IMAGE
176
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Please list 4 steps in

customer loyalty cycle.
177
178
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What are charactersitics of a project?
179
Project
The project has the following characteristics (Project Management, Fachmann, 1996):
 Target orientation
 Temporal determinism (Timing)
 Uniqueness
 Novelty
 Complexity
 Financial budget
 Legal and organizational affiliation
 It is a reflection of the ability of the project manager and the investor / sponsor
 Has its own structure
 Transforms the existing problem state into the future, desired state
Projects are traditionally defined as tasks with specific features that are reflected in the complexity of the
content, relative uniqueness, high risk and high strategic importance for the company and other
organizations.
Projects are understood as goal-oriented tasks, because the goals (determined by the scope, deadlines,
required resources and costs) are planned, coordinated (agreed) and controlled. (Anton Hauc- Project
Management)
180
180
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Please list 5 possible reasons of unsuccessful project

implemetation
181
When does the project fail? Reasons?

Unrealistic project Organization - structure,
Poor understanding and
objectives in terms of function, performance,
poor identification of the
specification of project connection, organizational
needs of its users
needs and constraints behavior and culture
 Unrealistic expectations
 Over-ambitiously defined scope of the project Poor supervision and Unrealistic planning and
 Lack of clear agreement between stakeholders ofcontrol in the initial phase
project implementation
implementation - lack of
understanding and
 Vaguely defined objectives - evaluation of deviations anticipation of change
from the plan
 Poorly set project management plan
 Poor estimate of time, costs
 Poor communication, lack of communication skills,
 Lack of communication plan
 Lack of knowledge and skills
 Lack of resources
 Lack of support in the organization
182
182
91
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What do we consider to be milestones in every

project
183
Milestones
 Type of objectively verifiable indicators that allow the identification of
short-term and medium-term goals (most often activities) that facilitate
the measurement of results throughout the project, and not just at the
end
 They also mark a point in time when decisions need to be made or

activities completed
184
184
92
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What 5 qualities projects objectives should have?
185
186
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Please list at least 4 project menager tasks
187
Project menager - tasks
 DECISION MAKING - through all phases of the project

 PLAN DEVELOPMENT - mission and vision of the project (important quality in all phases of
the project)
 ORGANIZATION - stakeholders - project team
 HUMAN RESOURCES MANAGEMENT - the right people in the right places (organizational
planning, staff recruitment, team development)
 LEADERSHIP - motivation, guidance, clear communication
 CONTROL - measuring, evaluating and corrective actions - through all phases of the
project
 MANAGEMENT OF CHANGE - dynamic participation at all levels - team, organization,
logistics
188
188
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Please list at least 5 types of project teams and

explain one type
189
Types of project teams

1. Functional teams - in large and complex organizations; each team is under the supervision of a functional
manager; optimal use of resources, expertise. Possible issues - bureaucracy of procedures, slowness; focused on
the functional task, not the whole project
2. „Light category" teams - project managers are so-called "light category" project managers; they schedule and
take care of project activities; decisions are not made by them, but by function managers
3. „Heavyweight" teams - project managers have full responsibility for the success or failure of the project; most
teams are leaders of individual functional parts; strong expertise, easier staffing in such teams. Possible issues -
unclear responsibility in case of conflict between project objectives and function
4. Autonomous teams or "tiger teams" - members assigned from different functions; function separately; decisions
are made and led by the general manager; the team has unlimited freedom in choosing the dynamics and mode
of operation, use of resources
5. Autonomous teams without a distinct leader - work left to individuals; not related to the organization;
responsibilities are given to the entire team; the project manager is also an employee of the team
operationally (common form in IT projects)
6. Surgical teams - clear division of tasks among team members; no improvisations; no team synergies; applicable
to high-risk projects
190
190
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According to which 2 qualities do we separate

stakeholders? Please show it with graph.
191
Stakeholder analisys
Source: https://www.businessanalystlearnings.com/ba-
techniques/2013/1/23/how-to-draw-a-stakeholder-matrix Source: https://projectizing.com/stakeholders-analysis-
(2.3.2022.) powerinfluence-interest-matrix/ (2.3.2022.)
192
192
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What types of stakeholders do you know? What

stakekholders are important in sector you work in.
Plese define sector and stakeholders.
193
Figure: Stakeholders
194
Source: https://www.theprojectmanagementblueprint.com/blog/stakeholder-management/definition-of-stakeholder (6.2.2022.)
194
97

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3/17/2023

Business culture & international influence

Business culture & international influence

 There is a link between national and entrepreneurial culture.

Dimensions of national culture, Hofstede, 1980.

Dimensions of national culture, Hofstede, 1980.

Source: https://clearlycultural.com/geert-hofstede-cultural-dimensions/power-distance-index/ (13.2.2022.) 6

Dimensions of national culture, Hofstede, 1980.

Source: http://clearlycultural.com/geert-hofstede-cultural-dimensions/individualism/ (13.2.2022.)

Dimensions of national culture, Hofstede, 1980.

Source: http://clearlycultural.com/geert-hofstede-cultural-dimensions/masculinity/ (13.2.2022.)

Dimensions of national culture, Hofstede, 1980.

Source: http://clearlycultural.com/geert-hofstede-cultural-dimensions/uncertainty-avoidance-index/ (13.2.2022.) 12

Source: https://geerthofstede.com/culture-geert-hofstede-gert-jan-hofstede/6d-model-of-national-culture/ (13.2.2022.) 13

Dimensions of national culture, Hofstede, 1980.

Source: http://clearlycultural.com/geert-hofstede-cultural-dimensions/long-term-orientation/ (13.2.2022.) 15

Dimensions of national culture, Hofstede, 1980.

Source: https://geerthofstede.com/culture-geert-hofstede-gert-jan-hofstede/6d-model-of-national-culture/ (13.2.2022.)

Culture & time

 Human interaction is valued over time and material

Contrasting the two

Source: http://changingminds.org/explanations/culture/hall_culture.htm (2.2.2022.) 18

Time and cultures

Source: http://changingminds.org/explanations/culture/hall_culture.htm (2.2.2022.)

 Different cultures have different patterns of communication

 Verbal - communication in a foreign language – can easily create misunderstanding

Business customs – giving gifts

 In Islamic cultures avoid giving alcohol as gift

 Invest in your looks, clothes and shoes, avoid bright colors

 Handshake - frequent, and sometimes with both hands

 Personal contact is the key to business success

 Gifts with the company logo are appreciated

 Foreigners are expected to adhere to local standards of modesty when

 Don't point a finger at someone

 Avoid the subject of Israel; sport is a desirable topic

 ACCURACY - highly valued

 ACCURACY - highly valued

 Do not openly show money – envelopes

 Clothing - conservative style, darker colors

Organisation and surroundings

 Organizations are like people; each is unique,

Source: http://www.metavolution.com/rsrc/articles/successful_change.htm (2.3.2022.)

Organisation and surroundings

• IMAGE is a very complex emotional-intellectual experience, it

• IMAGE IS A PERCEPTIONAL STRUCTURE (ATTITUDES, OPINIONS,

• Image is a prerequisite for branding

 What is branding and why is it so important?

 It represents all those points of interaction that are established

Figure: Customer Loyalty Cicle

Source: https://www.bamboosg.co.uk/customer-retention/ (8.2.2022.)

5% increase in consumer retention can increase 58

a company's profit by 25% - 100%

CORPORATE SOCIAL RESPONSIBILITY (CSR)

 Corporate Social Responsibility (CSR) is a business concept in which a

CORPORATE SOCIAL RESPONSIBILITY (CSR)

 Attitude towards employees

Corporate social responsibility

CSR – for the future

 CSR provides a framework for systematic governance, taking into account

CSR – for the future

 CSR should not be seen as a cost, but should be seen as an investment,

CSR helps in 3 segments:

 In 2010, ISO adopted the ISO 26000 standard, which provides