暨南大学项目管理chapter15internationaprojects.ppt

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1、管理学院 School of Management,佟瑞 Edward Tong，MPM，MBA,5/15/2023,1,Edward TongCopyright reserved Jinan University,抗崭绳葡锦跳践忘葡设醋爸笔到且纯幂撰啤妻伍在佛福章漱弄秧孤复液造暨南大学项目管理chapter 15 internationa projects暨南大学项目管理chapter 15 internationa projects,掀拎舟吭正卓是看躬镜椰夏携哟下衔椰央坑部肢苍聪额座骤遭者颧翼筒巫暨南大学项目管理chapter 15 internationa projects暨南大学项目管

2、理chapter 15 internationa projects,153,Where We Are Now,沸糜秦锈堡虹卜痪唉轨浚漂钒房矢顷鞠矩鬃蛊坊腆脸饶险朽助钒樟厩牢膘暨南大学项目管理chapter 15 internationa projects暨南大学项目管理chapter 15 internationa projects,154,International Projects,Types of ProjectsDomesticOverseasForeignGlobalIssues in Managing International ProjectsEnvironmental fact

3、ors affecting projectsGlobal expansion considerationsChallenges of working in foreign culturesSelection and training of overseas managers,镣空俞寂酗泉坚听齐奴瘤亚怀兽侯走滚聋啸莫谷耀僵迅赡亿征居庶横边叠暨南大学项目管理chapter 15 internationa projects暨南大学项目管理chapter 15 internationa projects,155,International Assignments,PositivesIncreased

4、incomeIncreased responsibilitiesCareer opportunitiesForeign travelNew lifetime friends,NegativesAbsence from home and friends,and familyPersonal security risksMissed career opportunitiesDifficulties with foreign language,culture,and laws,痒仪烘费皇尧层车角绑帜卫捧碱项沧获喝股尊防夹甭鸣豫节晒巴兑颐谅屯暨南大学项目管理chapter 15 internation

5、a projects暨南大学项目管理chapter 15 internationa projects,156,Environmental Factors Affecting International Projects,FIGURE 15.1,窘檀吝昨连溯哺徊烂斟盟栅央衡欺吗丘垫珊姆踩芬悄厉光咋痢昨踞巨兰眷暨南大学项目管理chapter 15 internationa projects暨南大学项目管理chapter 15 internationa projects,157,Environmental Factors,Legal/PoliticalPolitical stabilityNatio

6、nal and local laws and regulationsGovernment,state and local bureaucraciesGovernment interference or supportGovernment corruptionSecurityInternational terrorismNational and local security Local crime and kidnappingRisk management,娠钡丛女裔师浩滤纠买嗜雷叶菌责验才隅酱锈奠锋进甥滚户盐刀捞倔敦耿暨南大学项目管理chapter 15 internationa projec

7、ts暨南大学项目管理chapter 15 internationa projects,158,Environmental Factors(contd),GeographyClimate and seasonal differencesNatural obstaclesEconomicGross domestic product(GDP)Protectionist strategies and policiesBalance of paymentsCurrency convertibility and exchange ratesInflation ratesLocal labor force:

8、supply,educational and skill levels,音罪你幢盆舔惯锅乔烃畦肇恨简养恼瓢铀臻烈溪脓喂扮干艰腋俩掌审扛劫暨南大学项目管理chapter 15 internationa projects暨南大学项目管理chapter 15 internationa projects,159,Environmental Factors(contd),InfrastructureTelecommunication networksTransportation systemsPower distribution gridsUnique local technologiesEducati

9、onal systemsCultureCustoms and social standardsValues and philosophiesLanguageMulticultural environments,汞鸡想组殖诽阁瑶芍汕设司天脑抵翟销奄柱浊料相颤缨栖轨洒滞漫近皇势暨南大学项目管理chapter 15 internationa projects暨南大学项目管理chapter 15 internationa projects,1510,Assessment Matrix Project Site Selection,FIGURE 15.2,鞭斯倍便谴汁帧虹陨淄嚼镇桌碟取丁信善慧绷茄概诛奶

10、拓拆掳层填会畅簇暨南大学项目管理chapter 15 internationa projects暨南大学项目管理chapter 15 internationa projects,1511,Evaluation Matrix Breakdown for Infrastructure,FIGURE 15.3,产甲狂陆儡灶翟援亦涪纸胚进颂搅貉累浸坯臭电令悍前援腥药社垒核二枝暨南大学项目管理chapter 15 internationa projects暨南大学项目管理chapter 15 internationa projects,1512,Cross-Cultural Considerations

11、:A Closer Look,CultureA system of shared norms,beliefs,values,and customs that bind people together,creating shared meaning and a unique identity.Cultural Differences:Geographic regionsEthnic or religious groupsLanguageEconomic,科佬各腮抢哟忆括揭撇娘煽自求受坍吓榴穴铸鹏延干俞贡摧陵旁围跑藉机暨南大学项目管理chapter 15 internationa projects

12、暨南大学项目管理chapter 15 internationa projects,1513,Cross-Cultural Considerations(contd),Ethnocentric PerspectiveThe tendency to believe that ones cultural values and ways of doing things are superior to all othersWanting to conduct business only on your terms and stereotyping other countries.Ignoring the

13、“people factor”in other cultures by putting work ahead of building relationships.Adjustments Required:Relativity of time and punctualityCulture-related ethical differencesPersonal and professional relationshipsAttitudes toward work and life,孺镣辉购浦瘦蔼丛缩上脓獭音抽趴薯润胀叭泪诊瞅呆胚铸帐畴涝鄙扰峦谈暨南大学项目管理chapter 15 internat

14、iona projects暨南大学项目管理chapter 15 internationa projects,1514,Cross-Cultural Considerations(contd),Working inMexico,Working inSaudi Arabia,Working inFrance,Working inChina,Working in the United States,责杯遁藕铭柒纂狱绞兄看晚履磷孝顾达只仪镁吝汁逛撇泡雹石毅炊孰符峦暨南大学项目管理chapter 15 internationa projects暨南大学项目管理chapter 15 internation

15、a projects,1515,Cross-Cultural Orientations,Relation to NatureHow people relate to the natural world around them and to the supernatural.Time OrientationThe culture focus on the past,present,or future.Activity OrientationHow to live:“being”or living in the moment,doing,or controlling.Basic Nature of

16、 PeopleWhether people viewed as good,evil,or some mix of these two.Relationships Among PeopleThe degree of responsibility one has for others.,太前淤带障典贺擎压卑状销指钝外次肝阔灯贱莫脖悲烈渗柱占眯杰份料犯暨南大学项目管理chapter 15 internationa projects暨南大学项目管理chapter 15 internationa projects,1516,Kluckhohn-Strodtbecks Cross-Cultural Fra

17、mework,FIGURE 15.4,Note:The line indicates where the United States tends to fall along these issues.,枯拈吠壬吱鼠第枕熊组捅砌遵闲高模皂吓舌桨揭嘴哨句棠鸯哪拇池魏霜辜暨南大学项目管理chapter 15 internationa projects暨南大学项目管理chapter 15 internationa projects,1517,The Hofstede Cultural Dimensions Framework,Individualism versus collectivismIdent

18、ifies whether a culture holds individuals or the group responsible for each members welfare.Power distanceDescribes degree to which a culture accepts status and power differences among its members.Uncertainty avoidanceIdentifies a cultures willingness to accept uncertainty and ambiguity about the fu

19、ture.Masculinity-femininityDescribes the degree to which the culture emphasizes competitive and achievement-oriented behavior or displays concerns for relationships.,欺掷杏翻活贸枫号僻蓄雁挠蛔互鸳枚烩虎盛影枫尼涌芭脚疼黄埋瓷狈弓苟暨南大学项目管理chapter 15 internationa projects暨南大学项目管理chapter 15 internationa projects,1518,Sample Country C

20、lusters on Hofstedes Dimensions of Individualism-Collectivism and Power Distance,FIGURE 15.5,礁韵栏陀盾涩革牲砌绦抉挣股缘总鸳禄捷酪吱什逻瘟珊惜士冷蚁肌糊窖菩暨南大学项目管理chapter 15 internationa projects暨南大学项目管理chapter 15 internationa projects,1519,Working in Different Cultures,Relying on Local IntermediariesTranslatorsSocial connection

21、sExpeditorsCultural advisors and guidesCulture ShockThe natural psychological disorientation that people suffer when they move into a different culture.A breakdown in a persons selective perception and effective interpretation system induced by foreign stimuli and the inability to function effective

22、ly in a strange land.,陶慎宁皮蛰野亢呆陷流字淑鲤记糊彤生执隋戊能块毅肠幽封耻默贼霓十晰暨南大学项目管理chapter 15 internationa projects暨南大学项目管理chapter 15 internationa projects,1520,Culture Shock Cycle,FIGURE 15.6,糟攀荐乏榆缆隔鱼魏鹏膝猖溜检斧德疑爷遁忘樊兴腐浴办云若恶稍拔绕验暨南大学项目管理chapter 15 internationa projects暨南大学项目管理chapter 15 internationa projects,1521,Working in

23、 Different Cultures(contd),Coping with Culture ShockCreate“stability zones”that closely create homeModify expectations and behaviorRedefine priorities and develop realistic expectationsFocus on most important tasks and relish small accomplishmentsUse project work as a bridge until adjusted to the ne

24、w environmentEngage in regular physical exercise programs,practice meditation and relaxation exercises,and keep a journal,磨藐卞弄耪剔港渭战锨稿忘骸内筛娟讥毡尸坠红姚堆桑箱萍热脐佳蘑给潞暨南大学项目管理chapter 15 internationa projects暨南大学项目管理chapter 15 internationa projects,1522,Selection and Training for International Projects,Selection

25、FactorsWork experience with cultures other than ones ownPrevious overseas travelGood physical and emotional healthKnowledge of a host nations languageRecent immigration background or heritageAbility to adapt and function in the new culture,拂奖寿伸佳镀亦戌鞠养帅敷冒噎塞部截痈短静宠吱喊攒惕射秤谦屯诵拖访暨南大学项目管理chapter 15 internati

26、ona projects暨南大学项目管理chapter 15 internationa projects,1523,Selection and Training for International Projects(contd),Areas for Training to Increase Understanding of a Foreign Culture:Religion Dress codes Education system Holidaysnational and religious Daily eating patterns Family life Business protoco

27、ls Social etiquette Equal opportunity,嘛补显泅缔样椽染沟礼剂轨拌尼勿霖瀑缮催寻跺鞘塑败夷貉部搏雀工滨到暨南大学项目管理chapter 15 internationa projects暨南大学项目管理chapter 15 internationa projects,1524,Selection and Training for International Projects(contd),Learning Approaches to Cultural FluencyThe“information-giving”approachthe learning of i

28、nformation or skills from a lecture-type orientation.The“affective approach”the learning of information/skills that raise the affective responses on the part of the trainee and result in cultural insights.The“behavioral/experiential”approacha variant of the affective approach technique that provides

29、 the trainee with realistic simulations or scenarios.,腹鞠帽缸抗俗侮茨误哑气母叛疡漓倒腔股貉夺夺淀赏绢凋化茬秃瞳整铰蹲暨南大学项目管理chapter 15 internationa projects暨南大学项目管理chapter 15 internationa projects,1525,Relationship between Length and Rigor of Training and Cultural Fluency Required,FIGURE 15.7,瞪姿赔捶坍贵镶颧丁陶柠凤汽睡瞥巾耪顺皿荷违柳酿氓皿狭少舶汞载胞恃暨南大学

30、项目管理chapter 15 internationa projects暨南大学项目管理chapter 15 internationa projects,1526,Key Terms,Cross-cultural orientationsCultureCulture shockInfrastructure,腥痉吧腔图型藕笺幂殊俐辐难至轴岭亏椽梅抱谎壤凶牲汛疵稽错谷托路讥暨南大学项目管理chapter 15 internationa projects暨南大学项目管理chapter 15 internationa projects,1.,If a construction company in D

31、allas builds a bridge in Houston,the project would be classified asA.GlobalB.OverseasC.LocalD.DomesticE.Foreign,5/15/2023,Edward TongCopyright reserved Jinan University,27,摇迟兜父蓉吏筐戴育蔫铅们屑咬靡钎吩秒盲雄嘴毋贫疗活任驼蚂泥像疆惟暨南大学项目管理chapter 15 internationa projects暨南大学项目管理chapter 15 internationa projects,2.,If the Linco

32、ln Log Construction Co.(based in Chicago)built an assembly plant for General Motors in Nigeria,the project would be classified asA.GlobalB.OverseasC.LocalD.DomesticE.Foreign,5/15/2023,Edward TongCopyright reserved Jinan University,28,傲孙纠鲤遏五茧炎彝梧元架尺活果猴尺痰咆丙筷金湘匿讯罪卡孵宝吴操瘸暨南大学项目管理chapter 15 internationa pr

33、ojects暨南大学项目管理chapter 15 internationa projects,3.,If IBM built a computer system for Outback Barbie Inc.(based in Australia)at their corporate headquarters in Sydney,the project would be classified asA.GlobalB.OverseasC.LocalD.DomesticE.Foreign,5/15/2023,Edward TongCopyright reserved Jinan Universit

34、y,29,萨奢耻被领含贤蚜墩住酌垄渺吠牙噪董格瞅沙枫林笑丛钙畔荣付论痘琳联暨南大学项目管理chapter 15 internationa projects暨南大学项目管理chapter 15 internationa projects,4.,McDonalds is creating a multinational distribution system for all of its foreign and domestic subsidiaries.The project manager is from the corporate headquarters and he manages te

35、ams from each of the countries involved.The project would be classified asA.GlobalB.OverseasC.LocalD.DomesticE.Foreign,5/15/2023,Edward TongCopyright reserved Jinan University,30,油州糊杭造谢蒸盖塑菏先纷轧客塘哇豪死赐欢捣旗硒蛔犁琼件纪荒坦情亲暨南大学项目管理chapter 15 internationa projects暨南大学项目管理chapter 15 internationa projects,5.,Which

36、 of the following is not one of the potential results for the international project manager?A.Personal riskB.Absence from homeC.Missed career opportunitiesD.Adverse conditionsE.All of these are potential results,5/15/2023,Edward TongCopyright reserved Jinan University,31,渤摆蛤嫉剑徽涯玄添产硒己背辨韦赡绳椭赃菊履没嚏肾棋脐梯协

37、渔洽兄陆暨南大学项目管理chapter 15 internationa projects暨南大学项目管理chapter 15 internationa projects,6.,The major issues dealing with international project management include all of the following except:A.Selection and training of personnel for international projectsB.Foreign currency exchange ratesC.Location of in

38、ternational expansionD.Environmental factorsE.Challenge of working in a foreign culture,5/15/2023,Edward TongCopyright reserved Jinan University,32,况责啥菠滦媚沥苹飘叮民省粉瞬沉汪詹与央涣市降凳笋方拎廊杏忽盛鹏知暨南大学项目管理chapter 15 internationa projects暨南大学项目管理chapter 15 internationa projects,7.,Concern about the local restrictions

39、 on toxic waste is classified as which of the following environmental factors?A.EconomicB.GeographicC.Legal/politicalD.InfrastructureE.Culture,5/15/2023,Edward TongCopyright reserved Jinan University,33,乌梁甸陵翼军乃益诊半驭眯久砒春祥贫掠着糖疫胸诧办缠蹭影糕碟娱寡守暨南大学项目管理chapter 15 internationa projects暨南大学项目管理chapter 15 intern

40、ationa projects,8.,The growing presence of the Russian Mafia has discouraged many foreign firms from setting up operations in the former Soviet Union.This is an example of which of the following environmental factors?A.SecurityB.EconomicC.CulturalD.Legal/politicalE.Infrastructure,5/15/2023,Edward To

41、ngCopyright reserved Jinan University,34,摆兰捉鸵簇辗刽掠惧页法优辩骏涅防暗剖冷墟吩羌果赂寐老商岿亭焊这氨暨南大学项目管理chapter 15 internationa projects暨南大学项目管理chapter 15 internationa projects,9.,As a response to the events of September 11,2001,the moving of personnel,materials,and equipment across international borders has created borde

42、r congestion with increased costs and time.This is an example of which of the following environmental factors?A.CulturalB.InfrastructureC.GeographicD.SecurityE.Legal/political,5/15/2023,Edward TongCopyright reserved Jinan University,35,镭福肌弟原稗秘鼎划虐尼嗽眼堂轮邢湃虞蜕障闺蒲络庐哟贞叼输脏封昏仿暨南大学项目管理chapter 15 internationa

43、projects暨南大学项目管理chapter 15 internationa projects,10.,An information systems specialist reported that his performance on a project in Northern Sweden declined due to sleep deprivation during the summer months in which there was 20 hours of daylight each day.This is an example of which of the followin

44、g environmental factors?A.CulturalB.Legal/politicalC.GeographicD.EconomicE.Infrastructure,5/15/2023,Edward TongCopyright reserved Jinan University,36,叫揣诵简甫斟幢敞蹲梅龋踞伪艇苟竿却氟膳聊莹譬曾清乾陪葫徒等佳胃绳暨南大学项目管理chapter 15 internationa projects暨南大学项目管理chapter 15 internationa projects,11.,Import quotas and tariffs,and edu

45、cation level of the workforce are examples of which of the following environmental factors?A.Legal/politicalB.SecurityC.CulturalD.InfrastructureE.Economic,5/15/2023,Edward TongCopyright reserved Jinan University,37,姨傣篆陵氮疽潞晤恰毛讼愤卖械缠溶抡顾嗅褪髓前堑洋上砧窝悸核俩蕉坛暨南大学项目管理chapter 15 internationa projects暨南大学项目管理chapt

46、er 15 internationa projects,12.,Needs for a project could include telecommunications,transportation,power,and availability of technically skilled talent.This is an example of which of the following environmental factors?A.GeographicB.InfrastructureC.EconomicD.Legal/politicalE.Cultural,5/15/2023,Edwa

47、rd TongCopyright reserved Jinan University,38,娩出笨磅亥柳裕彻缠谱嘴淫后访罐此材黍调芽盲匿衬练静逼尸篙循石弟寿暨南大学项目管理chapter 15 internationa projects暨南大学项目管理chapter 15 internationa projects,13.,Communications difficulties because of different languages are examples of which of the following environmental factors?A.GeographicB.Sec

48、urityC.CulturalD.Legal/politicalE.Infrastructure,5/15/2023,Edward TongCopyright reserved Jinan University,39,正佑镜喘撤雏蒋殷六哀射哮罚啊横否旷烯闽赢掺记狈会洪筒韶执氟纠帆遗暨南大学项目管理chapter 15 internationa projects暨南大学项目管理chapter 15 internationa projects,14.,Which of the following can help a project manager to digest,clarify,and un

49、derstand the factors leading to the selection of a specific project?A.Risk matrixB.Priority matrixC.Responsibility matrixD.Gantt chartE.Contingency matrix,5/15/2023,Edward TongCopyright reserved Jinan University,40,捕撬鹃恳柴租琅御屠托帧胳肇杂旁助摈眷署枷看搓欠徐踩锐棵隶瓣拈荫孜暨南大学项目管理chapter 15 internationa projects暨南大学项目管理chapt

50、er 15 internationa projects,15.,Culture is a concept that encompasses all of the following except:A.Shared normsB.BeliefsC.ValuesD.Economic levelE.Customs,5/15/2023,Edward TongCopyright reserved Jinan University,41,豫涛报惑胺磋邮糕溪卢蜘七镁向皆梢岗佑目牺靛旬灌吨祁卒狂祈氓奏蝗盘暨南大学项目管理chapter 15 internationa projects暨南大学项目管理chapt