Submitted to Prof.

Monika Srivastava
Presented by Aishwarya Srivastava section B Roll no. -1614

 The business set up in France is egalitarian

(supporting the idea that all people are equal and have the same rights and opportunities ) Communication may be both formal and informal. French business behavior emphasizes courtesy and a degree of formality Hierarchy is part of the French business culture. Every detail of a proposal, regardless of how minute. Never attempt to be over friendly .

 Working in teams and collaborate quite well. Role allocation within the team is generally quite

clearly defined. Decision making is done at the highest levels. Often without consultation with subordinates. Decisions, once taken at senior levels, will be passed down the chain to lower management for implementation. This directive approach can be seen, especially by those from a consensus .

 French multinational vehicle manufacturer

established in 1899 Produces a range of cars and vans, and in the past, trucks, tractors. Management quality is one of the keys to the success of Renault The Groups performance is founded on a managerial organizational structure geared to fast international development . To achieve its objectives and maintain the highest standards of corporate governance

 pays close attention to the balance between its management, its supervisory

bodies and its shareholders.

The Groups performance is founded on a managerial organization adapted to

rapid international action and on the ability of its managers to define and follow through on quantifiable, measurable, achievable objectives .
Management by region: 5 regional management committees (CMR) are

responsible and accountable for the contribution of their geographic region to the Groups profits.
Management by program: Program Directors are responsible and

accountable for the contribution of their vehicles to the Groups profitability across all markets, throughout the product lifecycle and including all related services.
11 transversal teams: are responsible for continuously challenging the

performance of each function and operation with reference to the best global practices.
Code of Good Conduct , Group performance and social strategy are the three

cornerstones of Renaults social strategy.

 Management style of competition is

rigorous (strict) . Competition on the basis of excellence in their products and services. Concentrates intensely on two objectives: product quality and product service. Managers and companies are quality, responsiveness, dedication, and follow-up Do not agree with US management practices .

 A good-quality production line and a good-quality

product will do more for the bottom line than anything else . Relations between German managers and workers are often close . Believe that they are working together to create a good product. If there is a third objective beyond quality and service -- it is cooperation . German industry works closely with government.

 German management is sensitive to government

standards, government policies, and government regulations . Virtually all German products are subject to norms the German Industrial Norms Deutsche Industrie NormenDIN ---- established through consultation between industry and government but with strong inputs from the management associations, chambers of commerce, and trade unions . As a result of these practices, the concept of private initiative operating within a public framework lies firmly imbedded in the consciousness of German managers.

 A German automobile, motorcycle and engine manufacturing company

founded in 1917.

Principle defined by company B Being a system M make it effective W Work for success

Corporate culture is shaped by clear responsibility, mutual respect and

trust.
TWO STRATEGIES - to be profitable and to enhance long-term value

in times of change.

A Compliance Organization has been created and equipped with measures and instruments to help employees and managers avoid legal risks Access to Technologies and Customers.

Strategys four pillars: Growth, Shaping the Future, Profitability and Mission statement up to the year 2020 is clearly defined: the BMW

Group is the worlds leading provider of premium products and

 Managers expect that their instructions will

be obeyed . Obedience and loyalty and this manifests itself strongly in the manager/subordinate relationship. Hierarchical and Paternalistic - Inwha (emphasizes the harmony necessary between people of equal rank and standing.) Process of consensus decision-making in certain situations - similar to the system of nemawashi found in Japan.

 Managers are expected to take a holistic interest in

their subordinates.
Work and private are very strongly separated. Greater involvement in much more personal areas of

life than would be expected in countries like USA, where work and private are very strongly separated.

 Samsung Group is a South Korean multinational conglomerate

company. Comprises numerous subsidiaries and affiliated businesses -Apparel, chemicals, consumer electronics, electronic components, medical equipment, precision instruments, semi conductors ships, telecommunications equipment Creativity, collaboration and excellence are the hallmarks of leadership at Samsung . World's most talented managers and continuously evolving in company's culture Foster innovative ideas that advance technology, create new products and markets, and improve the everyday lives of our customers.