Adapting management strategies to enter new global markets
"With globalization spreading its roots into every country, people from various countries are working together, and will be trying to understand the cultural differences between the organizations in different nations. Effective management of the cultural differences will be an important and competitive advantage. Keeping in mind the different perceptions of the term "Management" by varying cultures, namely United states and India, this research will be focused on understanding and managing these differences. The proposed research will deal with concepts of cultural diversity, economic differences, intercultural and organizational differences between the two countries. Understand why some factors like motivation, responsibility, and sense of belonging to an organization differ between the two countries, this research will assist an American company wishing to operate an organization in India. In order to understand these cultural differences in a practical manner, this research also analyzes a case study of the McDonald's food chain launch in India; its progress over the last few years, and its adaptation to a new market by being culturally sensitive. Finally, a roadmap and suggested improvements that McDonald's should consider if it is to continue its success in India will be outlined"--Abstract, leaf iii.
Dow, Benjamin Lloyd
Murray, Susan L.
Engineering Management and Systems Engineering
M.S. in Engineering Management
Missouri University of Science and Technology
viii, 43 leaves
© 2009 Karuna Vineetha Vemulapalli, All rights reserved.
Thesis - Citation
Library of Congress Subject Headings
Diversity in the workplace -- Management
Strategic planning -- Management
Print OCLC #
Link to Catalog Record
Full-text not available: Request this publication directly from Missouri S&T Library or contact your local library.http://laurel.lso.missouri.edu/record=b7321612~S5
Vemulapalli, Karuna Vineetha, "Adapting management strategies to enter new global markets" (2009). Masters Theses. 95.
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