TERM PAPER

ON
INTERNATIONAL MANAGEMENT
Prepared For:
Md. Rashedur Rahman
Assistant Professor
Department of International Business
University of Dhaka
Prepared by:
ASM Towheed : 801312006
Sorbazit Chandra Saha : 801312086
Shaibal Sen : 801312019
Md. Sumon Mia : 801312087

International Management

Spain

Brazil

Spain

Germany

Spain

Argentina

Uruguay

A conceptual and contextual overview

Evolution of management from the early 20th century

Mathematical and statistical techniques for decision

making

Contextual influenced contingency perspective

A social and political process influenced by societal culture

Global micro environmental trends are potential

implication to enrich their management process

Management by Democracy

Employee control, co-control, joint management, token

consultation and no influence or control

Bureaucratic organizations VS communitarian

organizations

Co- ops can include individual ownership rights and

differing or materials reward
Democratic Management can be found in professionals
service partnership driven more by monetary rewards
Labor can experience a conflict of interest in balancing the
desire for higher pay for long term investment

Western Europe Management

17 countries of EU
Unique Currency system
Labor comes under collective bargaining contracts
Major Language: German, English, Latin, French
Onion of the worker is valued
The average age to make it to the CEO is 48-50

Manages not mobile, tend to work for long time

Tech-knowledge is valued not EMBA Holders
Better work life balance than the US managers

Analyzing Bangladesh

Growing home market with 160 million consumers

Comparatively low production costs
The bureaucracy can be quite cumbersome
Infrastructure is not sufficiently developed

Corruption can be a serious issue for setting up Business

Political stability stands as a big concern
Govt provides huge support for FDIs

Comparison Bangladesh and Western

European

Western European Management majorly depends on opinions of subordinates and communication is

both ways, however Bangladesh lacks the criteria and communication is always one way top to bottom.

CEOs of Western European Management is technically sound and EMBA is the second priority where as
in Bangladesh EMBA is a prerequisite of jobs.

Economy has hit the maturity and the growth is very low for Western European countries, Bangladesh on
the other hand shows a very high growth in Economy

The average age to make it to the CEO is 48-50, and number of female CEOs are very less. In Bangladesh
the CEOs are older than this and female CEOs are very few.

European CEOs tend to have work and life balance; on the contrary Bangladeshs management does not
seem very concern about the balance.

Learning and Conclusion

The management varies on the culture and the pattern of the livelihood.
Planning, Organizing, staffing, leading and control have different degree of preference to
different people
Industrialist countries tend to have managers with technical knowledge rather educational
background
The developed nations values the opinions of the subordinates
Unions works in depth and helps the employees in every way possible
Bargaining with the management is well practiced in the Western culture

The benchmark of moral standards are very high in European counties

Starting a new production establishments in Western Europe is not the childs play
Bangladesh provides very good support for new business establishments, except for the fact
those are political instability and power crisis
Unlike the Europe, people of Bangladesh are habituated with overtime and holiday works