The main problem in the situation seem to be the fact that Mr. Yamamoto, coming from an ascriptive culture, does not feel that Janne Sundhagen, coming from an achievement based culture, has the necessary skills to handle such an important negotiation. Ascriptive based cultures must be assured that your organisation has great respect for you and that your are near the top. The fact that Mr. Yamamoto politely insists to speak with her boss might indicate that he does not believe her to be in a position to make important decisions. Her status in Norway is based on the fact that she has successfully negotiated two important contracts, in other words her status is based on something she has achieved. But, as we all know, the Japanese respect age and experience much more than specific achievements. This may lead them to ascribe lower status to her because of her age and gender. The fact that her colleagues are men in their late twenties does not exactly improve her case. As a result of lack of status and power, in the eyes of the Mr. Yamamoto, they would have to arrange a follow up meeting at some time in the future.

This situation could easily have been avoided, had the president of Imaging Inc. been aware of the cultural differences. It is important to send senior people to negotiations with ascriptive cultures, even if they are less knowledgeable about the product. The Japanese were interested in making significant changes to the product in order to meet their needs. They needed to be assured that the persons who attended the negotiation had the power to make this changes. Due to the fact that the Japanese respect age and experience more than specific achievement, the delegation who attended the negotiation could not assure Mr Yamamoto that they had the necessary power to see this through. If the Norwegians had sent some senior people to accompany Sundhagen this problem would have been avoided.

Furthermore senior managers in ascriptive cultures are typically middle-aged men who are qualified by their background. In achievement based cultures we find senior managers of varying age and gender. In light of this we can see that Mr. Yamamoto, coming from an ascriptive culture, was a bit suprised that the president of Imaging Inc. would send a young female to such an important negotiation.

In conclusion, it is clear that there are several aspects that people from achievement based cultures need to take into account when dealing with people from ascriptive cultures. In our situation we could have reached a quicker and better agreement for both parties, had the president of Imaging Inc. been aware of the importance of approaching other cultures in the correct way.

Jeff Bezos has impressive managerial skills. After noticing the benefits of the Internet, the virtual world, he convinced his employees to be a part of the team. Then he convinced his customers that Amazon is the best, and by making constant changes, Bezos makes Amazon continue to be the best. This is why his customers are very loyal and happy with what they get from Amazon.

Jeff Bezos emphasizes an action-oriented management style at Amazon. Bezos makes speedy decisions and wants everyone in the company to do the same. Even though he wants his employees to make fast decisions, he doesn’t want them to make careless mistakes and have no plan (or mission, goal). He is always in action, making quick decisions, and moving forward. He is very dedicated, and has an endless desire to improve Amazon.

Even from the beginning Bezos knew what he wanted, and he stuck with his mission and made the right moves. Bezos took a very different path than traditional book selling in physical bookstores and he developed on-line stores. He wanted to be the biggest in the market and worked very hard to make that happen. Bezos has been consistent with his strategies such as not changing his on-line commerce idea.

In addition to that, Bezos realized that by opening the company to the international markets, revenue could be increased. In order to serve global customers, the company opened customer service centers to serve over 150 countries. As a result Amazon does 24% of sales overseas.

Bezos knows that a skilled work force is vital for the success of a business, so he pays extra attention during the hiring and training process of his managers and employees. He believes that in order to keep growing they need skilled people at Amazon. Especially for top management, he gets personally involved in the hiring process.

According to Bezos, start-up companies especially should build a strong management team and make sure that they have the chance to think creatively. They need to think about how to improve things and come up with new features for customers. One example of this creative thinking is the option for a customer to create a personalized store. By answering some questions designed to gather information about a person’s interests, the customer provides this information to Amazon. Then, the virtual store is automatically created so that only products and services most likely to be of interest to the customer are presented. Further, Bezos and his team realized that to grow more they had to move into services. They saw how successful Ebay was, and they realized that they already had a large customer base. So, they decided to go into the on-line auction business, which has been a very successful service provided by Amazon.

Communication skills are vital at Amazon. The managerial team, employees, and the customers are always interacting with each other. This allows them to share their information and wishes. If there is any new idea, it can be evaluated by the Amazon team. Also by communicating with customers it makes it easier to understand and respond to their needs and as a result it makes Amazon continue to grow. It is a win-win situation.

Being in communication, especially with customers, helped Bezos to see better what could be done to maintain customer satisfaction. This is why he was a pioneer in introducing new ways to improve the shopping experience such as one-circle shopping, product review information, purchase circles, e-mail alerts, recommendations, and wish lists.

Bezos with his employees are always ready to make changes to improve Amazon’s services and customer satisfaction. This is necessary, especially in this very competitive environment. Competitors such as Barnes & Noble and Wal-Mart, who are also trying to get a share of the on-line retail market, keep the Amazon team busy. However, the leadership and managerial skills of Jeff Bezos has made Amazon the leader in this space, and people believe it will remain a leader in the market. This image makes customers feel more secure and makes them even more willing to shop at Amazon.

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Team dynamics are affected by the characteristics of the individuals and the ways in which they interrelate as a group. Achieving high performance levels with teams is dependent on constructive interaction among the members. Teammates must be able, and willing, to draw on the individual strengths of each other as well as to compensate for weaknesses. While teams are used in many different ways, for this discussion we will focus on project teams.

In constructing a project team, it is important to include members with complementary skills. The proper mix of skills and abilities is a crucial factor in the team’s success. The selection process should ensure that the team is composed of people who possess the appropriate technical knowledge, the ability to solve problems effectively, and are able to make sound decisions. It is also important to include members with strong interpersonal skills (Thompson, Aranda, Robbins et al 253). The latter can be especially important since each team member brings to the group his or her own unique personality, biases, and interests. This diversity is one of the reasons that effective teams are able to achieve levels of performance greater than that of the individuals; however, these differences may also be a source of conflict within the group.

When a team is starting out, if those with stronger skills decide to move forward without consideration of those who do not possess the required skills, the team will begin to fall apart (Yager 11). To prevent this, and achieve optimal results, the team should draw on the knowledge and skills of each member, requiring them to be engaged in the process. Yager notes, “All learning, if it is to be effective, must proceed from awareness to choices and options, and then to applications and change” (11). In designing the way in which a team will operate, it is important to consider the different personality traits of the members and the affect on team dynamics. While some people are influenced more by their feelings, others require facts. Domineering personalities may cause those who are less assertive to withdraw and avoid voicing their views, potentially resulting in a loss of valuable insights. Personality and behavioral style tools such as the Meyers-Briggs Type Indicator and the DISC Assessment can provide an insight into the ways individuals may interact with others. With a better understanding of their styles, team members can determine the most effective way to approach each other.

The attitude each member brings to the process will have an influence on the dynamics of the team. Volunteers normally approach the process more positively than those forced into participation will. Some individuals may come to the team with a strong positive or negative bias toward the team objective. For example, if one of the members has previously worked on a project that the team’s responsibility, there may be resentment that he or she was not allowed individual credit for the work. Others may lack motivation to participate in a process that does not generate benefits for them as individuals. In an altruistic environment, each member of the team would only consider the benefits to the team goal in their interaction. However, as humans, each member brings their own interests to the team process and, to some extent, will tend to influence situations from a personal gain or loss perspective. If the team is working on a high profile project, some members may view it as an opportunity to improve their visibility within the organization. If individual interests override those of the team, there is likely to be conflict.

Creating a charter is an important first step in setting the team up for success. As the team works on its assignment, it will help maintain focus and guide the process. An effective charter covers areas such as the team’s purpose, goals, methods, resources, boundaries, commitments, and process checks. Properly constructed, it can provide a basis to work through the normal issues encountered by new teams and help them deal more effectively with the conflicts that are certain to arise (Thompson, Aranda, Robbins et al 253). In addition to the charter, the team should develop a good set of ground rules to guide the expectations for interaction of the group. The ground rules should be clear and agreed upon everyone on the team.

Just as each person brings their own personal traits to the team, they also bring a unique background. This allows the team to draw from a variety experience, skill, and knowledge bases in working together. In forming a project team, it is important to assemble a group with the right skills and abilities for the work at hand. This often means the members will come from different functions and levels of an organization with various amounts of experience in working in teams. While building a team with individuals who bring a great deal of knowledge and experience relating to the project may seem ideal, it may also limit the creativity of the team. To obtain the best results, the team should find ways to challenge past methods and current thinking. Utilizing the diversity of experiences across the team may identify new approaches and options to the project at hand. Conversely, the team should contain a level of knowledge and experience to allow them to move forward at an acceptable rate.
As the team works on various aspects of a project, different skills are required. Time spent acquiring the capabilities required for that phase may hinder timely progress. The selection of team members should take into consideration the various functions required for success. Subsequent training and follow-up is necessary to support the team members if the project outcome is to be successful. Effective teams will incorporate learning into the process as a priority. At times, the team must rely on outside means to supplement their own abilities and must establish ways to access these resources.
Another consideration for team selection is the level of authority necessary to achieve results. If the project requires access to financial, labor, or other resources to execute the project, they must have the ability to obtain these resources. The scope and availability of resources granted to the team should be outlined early in the process and agreed upon by management. Teams often struggle in this area if tasked to achieve results without the necessary tools. Once these tools and resources are available, the members may require training and guidance in their use. A team sponsor or mentor may be able to provide the support and guidance necessary to keep the team moving forward.

In some situations, it may be beneficial to include a senior manager or executive with the authority to approve use of resources beyond the scope of the team. A concern with this approach is the effect on team dynamics. There is a natural inclination for people to defer to the “boss” rather than voicing their views. This may inhibit some of the beneficial interaction and idea sharing found in a group of peers. It may be preferable to establish a process for the team to present their needs to the appropriate manager or executive group for approval.

For a team to function effectively there are roles and responsibilities that must be fulfilled, such as leading meetings, agenda distribution, recording minutes, or arranging a meeting place. The ability to achieve results in a team environment is dependent the ability of the team to establish a structure that considers the combination of personalities, skills, and experience. In some teams, leadership responsibilities rest with one individual, others may rotate leadership at determined intervals, and still others may change leadership to best suit various stages of a project. Because of the varied interests, skills, knowledge and abilities of the members within a team, it is important to establish a leader within the team. Goals must be communicated by the leader so that the team members are inspired with a shared vision to maintain a commitment to the success of the project (Taylor 15).
A key role of the leader is to ensure that the group stays on task while promoting participation by all members. It is essential that the team establish the methods for performing tasks and monitoring progress. Since it is very easy for team meetings to get off track, agendas are useful to maintain order, structure, and time control. When meetings continually stray, members may become frustrated or lose interest; however, at times, it does make sense. The leader must make the judgment of when to allow a valuable process to continue despite the agenda. Team leaders must be careful to avoid the use of a member’s positional influence to sway the direction of the team.

Most team members dread the task of recording minutes leading many teams to struggle with assigning this responsibility. The recorder must be careful to accurately capture the main meeting topics and decisions and avoid personal bias in presenting the information. Often this role limits direct participation; therefore, it may be desirable to rotate this role. An alternative would be to have a designated recorder who is not a team member to achieve that the greatest level of participation from all team members. Good record keeping will help prevent disagreements later in the process.
There may be other ongoing roles depending on the structure and focus of a team. Tasks such as updating a project timeline or updating a management group are often assigned to one or more members of the group for the duration of the project. Though often overlooked, being a team member is a role in itself. Mark Taylor, president and CEO of TAYLOR Systems Engineering Corp., maintains, “No leader exists without gaining the support of others. The first natural law of leadership changes our view of followers because it recognizes the collegial, partnering role they play. Followers are allies who represent the necessary opposite side of the leadership coin.” (15)

A team can function at peak performance when all members take an active part in the team practice. Regardless of the team’s structure or function, all members should participate in the process and provide feedback to the group. This can be difficult when there are strong personalities or authority figures on the team. A well-designed team charter and good ground rules will support a process where all team members feel equal and safe to share their views. This is especially important during brainstorming and problem solving processes where breakthroughs are often a result of one idea triggering another. By drawing from the diversity of the group, teams have a greater opportunity to identify new and innovative solutions to the problems they face.

With teams becoming increasingly important in business today, understanding team dynamics will help to ensure they operate effectively. Good teams are able to tap into the diversity of members to achieve higher levels of performance. Drawing upon the various skills and experience of each individual, teams can accomplish things that individuals cannot. Teams will function best in an environment that is committed to their success and provides the support necessary for their development. Establishing processes to evaluate and support teams in achieving effective interaction of members will support organizational goals as well. Without this process, team dynamics may inhibit performance of the group, leading to less than optimal results. The ultimate level of success achieved by the team will be a function of the effectiveness of member interaction. George Eckes, the primary consultant for General Electric Co. wrote in The Six Sigma Revolution, published two years ago: “By far the greatest source of team failures is poor team dynamics and poor facilitative leadership behaviors” (qtd. in Taylor 15).
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The location plays a major role in what you are looking to achieve in the type of progress in your business. The key to a location is the types of schools, neighborhood, and the people you want to service, and the surroundings. Before choosing a location one should check out the school district, for example how the school is ran, the types of kids around, and is everyone involved in education of their children. Another factor is what type of activities in the area to keep the kids interested and always wanting to do new things. The location I chose was 1509 Vulcan Cir. Edmond, Ok.73003. This is an up rising community in which is starting to provide new jobs for most of Oklahoma, which will in turn raise the demand for day care in the area. The is a factor of supply and demand, the community is in a great demand for daycare so in turn I will supply that service and creating a successful business.

Competition in this location is heavy. There are about three different home day cares in this neighborhood alone. The only way to set my daycare apart is to lower to prices in which I expect the customer to pay for the service. That does not mean to lower the standards but to exceed them and stand out compared to my competition. The prices which you choose to charge a person also reflects on weather or not they can afford your care, in this area prices range from $150.00 to $180.00 for a toddler and $80.00 for a child two through four (in order to stand out I will charge $120.00 to $140.00 for a toddler and $70.00 for a child two through four.) another important thing is that no one in the are takes DHS kids ( children whose daycare is being paid by the government) due to it being so much hassle with the paperwork ; that is why I plan to service those customers too. In such to introduce a variety type of marketing instead of a general marketing strategy. Although my collogues have had their businesses for many years and therefore have more experience, I will learn from them not only to avoid mistakes but to better my business out look.

Equipment is a must when planning to start a business, if you have no equipment you have no business. The over all essential things needed; such as toys for the outside of the home and for the inside, groceries, child proofing the home, baby cribs, high chairs, dishes( for the small kids to eat with),and vehicles. These are things needed to run an efficient daycare. Toys are what attract the child to want to stay and play. It also shows the parents that their child will well occupied while in your care. The average cost of equipment will range from $600.00 to about 1000.00. On the other hand one can find an alterative; such as going to garage sales, retail shops, or asking people if they would like to invest in your business (to have a silent partner).

An efficient way to market a home daycare is to hand out flyers, word of mouth, and just to make a lasting impression on the people you service. If the people you service are happy they will refer you to others and things will begin to take off.

Home daycares are really what you make them in the business world, if you’re a hard worker then it will take off for you. It also depends on the area that you service and how you market yourself and the basis of business.

The first few months of a business are what I like to call the “weather months” you don’t know weather or not it will succeed. The chart above shows that in the first few months the expenses; in which I have concluded that form the first through the third month the expenses of the business will out weight the cash flow. A prime example of why you must try to get the business running as soon as possible to increase cash flow to pay for expenses. There should also be a contract that discusses what they can expect from you and what you expect from them, as you would have in all business with your customers to guarantee great service.
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Chile has a promising market for high technology and infrastructure-type products. Including electricity generation, pollution control equipment, telecommunications equipment, computers and peripherals, mining and construction industry equipment, building materials, medical equipment, port equipment, air conditioning and refrigeration equipment, and security equipment. There are also great opportunities in consumer products and services such as tourism.

Exporters to Chile encounter few problems in financing there customers, as there are sufficient Chilean, U.S, and third-country banks operating in Chile, which enjoy all the trade credit they need to conduct internationla transactions.

Although there is solid opportunities for products in Chile, competition is stiff, especially from countries with which Chile has negotiated free trade agreements with. The U.S is Chile’s largest single supplier, and Europe and Asian competition is strong. It is crutial to establish an effective and efficient precence. Many forign companies have subsidiaries or branch offices in Chile, while others utilize distributors or representatives. Although the 40 percent of Chile’s population resident in the Santiago region, Chile’s unusual geography makes it sometimes difficult to cover other population centers, this makes knowledge and well-connected Chilean representatives very important. Although 80 percent of Chile’s economy is controlled from Santiago.Chile has one of the simplest and most transparent regulatory systems in the region to deal with trade and business activities. A careful review of these regulations and full compliance with its guidelines will guarantee more successful and trouble-free operations in the Chilean market. Chile’s import and export licensing requirements are more for statistical purposes rather than control. For anything except agricultural products and a few other sensitive items, mostly anyone is free to import anything. It is not a hard venture for foreign business persons to operate in Chile, which is important as personal contact is esential in doing business.

Chile’s economy has expanded for the last fifteen years, by a boom in exports which has been sparked in recent years by soaring investment, both foreign and domestic. This has led to a large job creation and a slow decline of unemployment, and inflation. Chile’s credit rating is the best in Latin America. Since Chile first received an investment-grade rating in 1992, Chilean firms have raised funds abroad-through borrowing, selling bonds, and stock issues-to finance investment.

There were short-term effects on Chile with a decline in international investor confidence in Latin America after the 1994 mexican currency devaluation. Chile’s high domestic savings rate contribute to its independence of short-term foreign capital to finance its investments. As most foreign investment in Chile is direct investment, it is not likely to flee the country in response to temporary bad news. Production is likely to continue growing rapidly due to Chile’s high rate of investment. Chile has a reliance on exports and its desire for market diversification has led it to seek opportunities to further open several current or potential markets. It has joint the Asia Pacific Economic Cooperation organization in 1994, it has signed trade-liberlization agreements with a variety of Latin American nations, and free trade agreement with Canada.

Chile’s businesses are predominantly owned and controlled by private interests. Prices, with the exemption of regulated utilities, are set freely. The public sector budget is approximately 26 percent of GDP. Important sources of tax revenue are 18 percent value added tax, personal income taxes,corporate taxes, and import tariffs. The government generally runs budget surpluses of around two percent of GDP, they are somewhat balanced by losses of the independent central bank.

There are adequate roads in many areas, but many secondary highways are unpaved, and there are some serious bottlenecks, particularly in urban areas. Many international airlines operate from Santiagos airport, linking Chile with the United States and Europe. There are a number of airports located throughout the country. Major ports are located on the Pacific Ocean, the main one being Valparaiso, located 210 kilometers from Santiago. Others are arica, Iquique, Antofagasta, San Antonio, Talcahuano, and Punta arenas. Foreign and local shipping lines cover the international traffic, but the coastal traffic is handled by several local companies. Telecommunications are excellent in Chile, it has one of the best networks in the hemisphere. The phone system is completely digital. Several Internet service providers supply the ever growing demand that has positioned Chile with one of Latin Americas fastest Internet growth rate. Chile’s railroad system, is the fourth largest rail network in Latin america, but needs to be urgently upgraded and expanded. There are two railroads connecting with Bolivia, one is privately owned.

Establishing a local subsidiary or branch office gives the best guarantee that the exporter will receive efficient service and appropriate promotion of its product. Also another practical method is to appoint a agent or representative with good access to relevant markets and with a technical structure. As distances are great in Chile, representatives usually have branch offices in different regions. Although Chile’s population of 14 million is very centralized; 40 percent of the inhabitants live within 100 miles of the capital in the metropolitan region. Most of manufacturing, trade, and service activities are located in the capital Santiago. Almost all firms have their main offices in Santiago. It is wise to enter the Chilean market by appointing an agent, distributor or wholesaler, this local representative must be aggressive, knowledgeable about the product, and well connected. The representative will need to promote the products through newspapers, specialized magazines, radio and T.V. the commision for having a agent is usually between 5-10 percent, depending on the product.

Direct market or catalog sales are not yet common in the market. There is a low intrest shown by Chilean consumers mainly due to mistrust towards claims and promises of after sales services. Chilean consumers prefer to window-shop, walk and browse in shoppin malls or shoppin districts and personally choose goods rather than purchase through catalogs. This means that Chileans not accustomed to even catalog shopping are not ready for electronic commerce, even though Chile is more wired than most Latin American countries, the potential market is still quite small.

Incorporating in Chile is not too time consuming and is not expensive. It has no minimum local participation requirements, the inclusion of local partners is really only guided by commercial considerations. To start doing business in Chile, a decleration of intrest to invest in Chile must be presented to Chilean consulate, stating the nature of the business and the capital to be invested, also requeating a permanent residence visa. It is important to register a trademark as soon as there is an intention of doing business in Chile. As there is a common problem by foreign companies that their trademark may already be registered by other individuals or companies.

The most important selling factor in Chile is price, this makes price competition a huge factor. But usually when it comes to advance electronics and construction machinery, the consumers prefer more expensive products, based on decision factors like, quality and durability, technology, good customer support, and a strong regional service structure, when applicable. Technilogical products are generally sold by visititing salespeople rather than showrooms or retail outlets. Some clients prefer to be visited in their offices, or sometimes live to far from a sales point so have to be visited by a salesperson. Its important to also remember bad reputations aquired by disregarding consumers are hard to get rid of.

Advertising is a very important aspect of obtaining a large market. Television, radio, newspaper and magazine advertising is used heavily. Private agencies handle most advertising, most of it is done through television, closely followed by newspapers, then radio, outdoor advertising and magazines. Also cable television has rapidly covered Santiago over the past few years, and has spread to the provinces.

Chile has few barriers to import or invest. The same protection and conditions apply to local and foreign firms. The chilean tariff rate is currently 11 percent on nearly all products from most countries. But no tariffs are levied on computer products. All imports require a license, but import lincenses are granted for almost all foods, the requirements are maintained largely as a statistical gathering mechanism, not as a control, this is almost the same for exports. Chile has two free trade zones, Iquique in the northern tip of Chile and Punta Arenas in the southern tip.

Chilean regulatory system tends to be very transparent, little discretion in many of their acts and very simple regulatory schemes tend to minimize discretion were it does not exist. Yet, the actual process of rule making is not transparent and generally do not include provision for public hearing or comment.

Business practices in Chile are quite common to ours. The business day usually begins at 9am and ends between 6 and 7pm. Lunch breaks usually begin at 1pm and are one hour long, unless business is being conducted, were two to three hour long lunches are common. Social occasions rarely begin at indicated times yet business meetings almost always do. Many Chilean business people are well educated professionals who travel and speak English. But not all speak english therefore the ability to speak is very usefull.

All areas of Santiago are effected by a high index of pollution which appears as a heavy smog in winter and and dust in summer. It is important to take into consideration the effects of the pollution on peoples health especially those who already experience respiratory, cardivascular, allegic and asthmatic diseases, who are entering Chile for business.

Chileans are in a whole warm and affectionate people. Greetings are typically a cheerful occasion involving plenty of physical touching. When greeting a Chilean counterpart, it is important to offer a firm handshake, often women greet by quikly touching cheek to cheek and kissin the air.

Chile’s business environment is quite transparent and friendly than most in Latin America. Labour force is regarded as competent, productive and relatively well–educated. Its business are not largely different to ours making transition much easier. Chile is a growing country in technology it has the highest Internet rates compared to other Latin American countries. Making the imortation of computer goods an services a potential market. As seen from the information above Chile is a potential environment for business and not a difficult one at that. It is easy to enter into and to maintain with few restrictions. With good management and following the correct methods its investment has the potential to be prosperous.
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