Trust them; they would not even help a friend'. According to Trompenaars' data, there are many more particularists in Latin and Asian countries than in Australia, the USA, Canada, or northwest
Europe.
Task1. Read the text "Cross-cultural management" and complete the paragraphs using the
sentences below.
a. It was later discovered that he was deliberately trying not to sell more than any of his
colleagues, so as not to reveal their inadequacies.
b. The former believe that rules are extremely important; the latter believe that personal
relationships and friendships should take precedence.
c. The conflict between globalization and localization has led to the invention of the word
'glocalization'.
d. The task-oriented logic of matrix management conflicts with the principle of loyalty to the
all-important line superior, the functional boss.
e. In such cultures, status has to be achieved. You don't automatically respect people just
because they've been in a company for 30 years.
2 sor
Task2. Answer the questions.
1. How would you explain the concept of 'glocalization'?
2. Why might a 50-year-old Japanese manager be offended if he had to negotiate with or
report to a well-educated but inexperienced 30-year-old American?
3. Why was the American concept of pay-for-performance unpopular in Italy, and in Asia, in
Trompenaars' example?
4. Why do universalists disapprove of particularists and vice versa?
50 C
on.

1. The concept of 'glocalization' refers to the combination of global and local elements in business strategies. It emphasizes the importance of adapting global products and services to fit local needs and preferences. This approach recognizes that cultural and societal differences play a crucial role in market success and that companies need to take them into account when expanding into foreign markets.

2. A 50-year-old Japanese manager might be offended if they had to negotiate or report to a well-educated but inexperienced 30-year-old American because in Japanese culture, age and experience are highly valued and respected. The hierarchical structure in Japanese organizations places significant importance on seniority and accumulated knowledge. Therefore, having to interact with a younger person who lacks extensive experience may be seen as a challenge to the traditional values of the Japanese manager.

3. The concept of pay-for-performance is unpopular in Italy and Asia, as illustrated by Trompenaars' example, because of cultural differences in how individuals perceive fairness and motivation. In both Italy and Asian countries, the emphasis is on maintaining harmonious relationships and collective success rather than individual achievements. The focus is on collaboration and loyalty to the group, rather than competition and individual rewards. Therefore, the American concept of pay-for-performance, which promotes individual merit and rewards based on individual performance, is not aligned with these cultural values and may be viewed as unfair or divisive.

4. Universalists disapprove of particularists because they believe in applying universal principles, rules, and standards to all situations and individuals. They consider consistency and equality to be fundamental in decision-making processes. Universalists prioritize the objective criteria and believe in treating everyone fairly and equally, regardless of personal relationships or specific circumstances.

On the other hand, particularists believe in taking personal relationships and specific circumstances into account when making decisions or judgments. They prioritize subjective factors and consider the context and individual connections as critical components in decision-making. Particularists may view universalists as rigid or lacking sensitivity to the uniqueness of each situation.

Overall, the conflicting views between universalists and particularists arise from differences in cultural values and beliefs about the relative importance of rules, personal relationships, and individual merit. These differences can shape the way people approach business practices, negotiations, and decision-making in different cultural contexts.