US Mexico Case Study Essay Sample free essay sample

The job of intercultural communicating is non alone. While pass oning with people from other states at least one time everyone has experienced the feeling of being misunderstood. Such misinterpretation in concern will surely take to a failure. so. besides being a good enterpriser and professional in economic sciences. being interculturally competent is as of import. or even the most of import issue while carry oning international concern. The subject of this termpaper is â€Å"Mexico and U. S. : Practical issues of concern collaboration† This subject is pressing because. although the two states that make up North America are physically near. they have perfectly different cultural values that arise from their history. different believes. outlooks. codifications of personal and societal behavior. The historical confirmation of the North American Free Trade Zone has broadened economical coaction between Mexico and the USA and hence arose some jobs that include the job of intercul tural communicating. The purpose of this paper is to analyze the intercultural differences between the U. S. and Mexico. happen appropriate ways to minimise negative influence of cultural clangs on carry oning international concern between two states and assistance directors from the U. S. to accommodate to Mexican cultural values and concern etiquette. To derive the declared purpose it is necessary to work out the undermentioned undertakings: – Study differences between the U. S. and Mexico direction manner ; – Work out concrete solutions to accommodate to these differences ; – Examine basic issues of concern etiquette. dialogues in peculiar. Methods of research that were used while composing this termpaper include: text and interview analyses. literature hunts. short instance surveies. personal observations. While carry oning the research articles from such writers as S. L. Lindsley. C. A. Brathware. M. J. Ehrlich. I. Adler and others. theoretical stuff from Geert Hofstede work on cultural dimensions. internet resources were used. 1. Management manner in Mexico comparing to the US. Get the better ofing intercultural clangs that occur in making joint concern. Although U. S. organisations are progressively reliant on international affairs to vie in the planetary economic system. many have suffered failures as a consequence of unequal managerial preparation for working abroad ( Albert. 1994 ) . These jobs have resulted in enormous fiscal losingss to organisations every bit good as human costs by sabotaging job-successes and increasing personal and familiar agony ( Mendenhall. 1987 ) . This chapter is aimed to assist US bourgeois to understand general differences between Mexican and US American personalities and the manner they conduct concern. clear up some common work-related jobs within the Mexican work environment in order to forestall intercultural clangs in carry oning concern and successfully pull off the US-Mexico joint venture. 1. 1 Individuality vs. Individualism Mexican believes strongly in what could be defined approximately as â€Å"soul† . One thinks that each individual is fundamentally good and nice and that one’s self-respect does non depend on what he does. Mexicans tend to accept their friends and co-workers basically as they are. without demanding or anticipating a specific public presentation or accomplishment. US Americans’ sense of individuality is based upon three basic points: 1 ) people are fundamentally the same. 2 ) people should be judged upon their virtues. and 3 ) these virtues are revealed through one’s behaviour and accomplishments. In striking contrast to the Mexican’s sense of â€Å"soul† . the US Americans believe that one proves his unity or self-respect by what he does and how he does it. Parker ( 1987 ) . in his work explained: â€Å"Work gives adult male moral self-respect. and economic success gives him award. † For the northern neighbours. the 1 who wins is evidently the â€Å"better person† while for the Mexican. the individual is â€Å"better† whether he wins or non. In conformity with Geert Hofstede’s work on cultural dimensions Mexico is a extremely collectivized state comparing to the US ( individuality index – 30 and 91 consequently ) . that is why Mexican employees provide other workers. no affair at what rank. with greater regard and sensitiveness. both within and across hierarchal degrees aside from what one has accomplished. Mexicans are far less tolerant of harshness and insensitiveness in managerial manners than Americans are. US American manner is opposite to deriving subordinates’ support and conformity. therefore. for Mexicans. the US Americans’ inclination to judge a individual for what they do and how expeditiously they do it has no sense. Such an attitude towards others reduces the value of interpersonal relationships and is thought to be superficial for people who come from fostering states. to which Mexico belongs. Lack of regard for personality consequences in a deficiency of motive to stand out for one’s foreman. From the US executive’s position. the Mexican’s indifference to continually endeavor for greater and greater accomplishment is believed to reflect a basic indolence or deficiency of ambition. That is why foreign executives become rough martinets which merely serves to advance progressively more elusive signifiers of opposition. 1. 2. Obedience to People vs. Obedience to Govern From the U. S. belief that all people are fundamentally the same it follows logically that one would non look for any particular favours or exclusions from the regulations and ordinances which govern societal interactions. There is a strong belief in the stating. â€Å"No one is above the jurisprudence. † In order to keep the order and predictability. that is so much a portion of the Anglo civilization. there is a deep regard for societal regulations and rules and an outlook that everyone will conform to policy. The â€Å"larger† system is valued strongly as it provides a construction and a sense of continuity that is comfortably independent of the people who work within it. Rules. policies. and processs are sometimes ignored by the Mexican worker in favour of adhering to the wants of the individual in charge or fulfilling a co-workers personal demand. ( Dr. Marc J. Ehrlich. 2006 ) Taking into consideration the singularity of each person and the particular value the ind ividual’s psyche has for the Mexican. it is non surprising that the individual would be respected more than abstract rules or constructs. This attitude provides the Mexican with a deep sense of trueness to the 1. with whom he feels an emotional connexion. piece. for the same ground. provides a deep committedness to the organisation. Harmonizing to the construct of palanca. or the purchase of power derived from attached connexions. interpersonal connexions may play important function in work outing affairs or acquiring things done. particularly refering institutional regulations and processs. For illustration. interpersonal connexions may let one to have â€Å"special† consideration for concern minutess. faster service in obtaining authorities services. and personal recommendations for new occupations. US Americans may be given to measure these patterns as â€Å"corrupt† without reflecting on the similarities with their ain organisational behaviours or without understanding the principle for why these behaviours are functional in Mexican civilization. It is typical in the United States for business people to state. â€Å"Who you know is as of import. if non more so. than what you know† . and to trust on personal associations for particular debuts. advice. and information to advance their concern ends. ( Lyndsley A ; Braithwaite ) For many Mexicans. the US Americans’ insisting on â€Å"playing by the rules† is frequently received with diverted. yet. polite neglect. Following regulations and ordinances is frequently considered to be the most inefficient manner of acquiring things done. Mexicans will doubtless bring forth attempts to follow company processs or runing manuals. but when they fail to make that because they don’t truly experience attachment to the director. that would be viewed as the presentation of defiance or deficiency of committedness to the organisation and can be a ground for annoyance and restlessness from their opposite number. 1. 3. Emphasis on Pleasing V. Emphasis on the Facts Another major beginning of struggle between the US director and the Mexican worker arises from the different accent placed on pleasing and being nonsubjective. There is a strong inclination in the Mexican society to avoid unfastened confrontation originating from a fright of losing face and from holding to face dissensions. For many Mexicans the courier and the bad intelligence are frequently one and the same. As a consequence. negative or dissatisfactory information is either withheld or modified so as to avoid piquing or annoying the other individual or being blamed for the bad intelligence. Harmonizing to Geert Hofstede cultural dimensions. Mexico is a state with a high uncertainness turning away index comparing to the US. ( graded 80 and 50 consequently ) That is why Mexicans attempt to minimise the sum of unstructured state of affairss and as a consequence to take less duty in critical state of affairss. avoid stating negative intelligence and take the hazard of decision-making. This issue is can be proved by a great illustration from Daniel G. Little. a free-lance author who has 30 old ages of fabrication direction in Mexico. USA. and Canada. He was taking his first walk through the works on Monday forenoon and met up with the works director and one of the care technicians who were holding a serious conversation. He asked them if everything was okay. They both replied. â€Å"Si . jefe. † Then he asked them if there were any jobs in the works this forenoon and the answer was. â€Å"No. jefe. † Then the director mentioned that he had noticed that machine # 5 was non running and the answer was. â€Å"Yes. the machine is down and needs a new bearing. † He asked if they had the bearing and the answer was. â€Å"No. † He asked how long it would take to acquire the bearing and they answered. â€Å"One hebdomad. † So that they would hold to close their customers’ operations for one hebdomad. The director spent two yearss happening the trim portion. set uping flights to convey it into Mexico and tracking the advancement. This reluctance to pass on bad intelligence was non a feature of that Mexican employee entirely. it was more prevailing at that place. The Mexican relied on waies coming from upper degree. but the director expected an employee to demo his ente rprise. or at least to describe that something is incorrect. The appropriate solution to this job could be simple day-to-day production studies that take a small clip to be done and could pull the manager’s attending to some unusual state of affairss. This cultural difference is one of the most common beginnings of professional misinterpretation. The Mexican perceives US American’s straightness and nonsubjective attack to concern every bit non as merely efficient professional manner. Mexican can non swear foreign director and thinks that he doesn’t â€Å"deserve one’s entire commitment† . that is why he will waver to pass on bad intelligence. The foreign executive. who can non acquire a consecutive reply from his Mexican co-worker. perceives this trouble as a contemplation of the Mexican’s dishonesty. inefficiency. or unprofessional manner. Through a assortment of verbal and non-verbal cues. the foreign executive transmits his disapproval and criticality. thereby arousing even greater misgiving on the portion of the Mexican. 1. 4. Respect and Power V. Respect and Fair Play Power distance is another cultural dimension that is distinguished greatly between two states. It is ranked in Mexico as 81. compared with US 40 and mean universe 55. Such a high PDI index signifies in Mexican society there is a inclination to esteem those who are the most powerful. Title. place. influence. and the ability to command others are normally sufficient to implement obeisance. Fear and regard go hand-in-hand. The Mexican inclination to set up absolute power in his leader emerges from Mexican history in which power was concentrated in one figure. From the clip of the Aztecs. through the epoch of Porfilio Diaz ( the Mexican president who had a 30-year reign ) . to the current power of the PRI and the. system of puting in the President the power of a practical dictator ( presidencialismo ) . the Mexican seems to prefer an autocratic leader. Fair drama. shared duty. and playing by the regulations are the ingredients of regard for the US Americans. Respect is earned. non given. by attachment to company policy. by keeping an nonsubjective and impersonal managerial manner. and by handling everyone every bit every bit as possible. The ability of the executive to be â€Å"one of the guys† is believed to reflect his built-in reputability. He will frequently take a firm stand on being dealt with on a first-name footing and will work to interrupt down societal barriers between organisational degrees. Within the US political system. for case. there is a strong inclination to personalise its leaders. The populace may desire to literally acquire into the president’s sleeping room. demanding as complete a personal revelation as possible. The US executive often perceives the Mexican’s entry to authorization as bespeaking a deficiency of resoluteness and an inefficient professional inaction. He is frequently defeated and irritated by the Mexican’s involuntariness to besiege cumbrous bureaucratic processs and believe– . it to be yet another indicant of the Mexican’s opposition to alter. inherently low motive. and inability to assimilate- . technological betterments. The Mexican will typically see the foreign executive’s insisting on just drama. desire to depute. and the remotion of societal barriers as reflecting an inability to accept the power associated with his leading. At times. it may even take to believing that the foreign executive is non worthy of his place. This belief. in conductivity with the antipathy for direct confrontation. frequently leads to a passive-aggressive response to the foreign executive’s orders or petitions ( in the signifier of burying. stalling. or non following through ) . 1. 5. Directness vs. salvaging face Bing ambitious and aggressive are common characteristics of a successful US man of affairs. One must straight province his point of position and turn out it with any possible statements. give clear waies. point out the errors of the employee in order to accomplish economic ends. In Mexico assertiveness and utmost straightness of a director can take to opposite consequences. The worker whose error was indicated straight may believe that his foreman is angry at him and will execute even worse thought that he is inefficient and that Mr. Fisher merely doesn’t like him. As one Mexican production director responded: â€Å"I don’t tell people they are incorrect. I merely do suggestions about things and give them information to do the determinations for which so are thankful and the relationships benefit from this. † Such attitude besides can be explained if we look at Hofstede cultural dimensions. individuality vs. Bolshevism. As in a more collectivized society relation ships in Mexico are carefully nurtured and safeguarded. One of the nucleus facets of a good relationships is co-creation of confianza or â€Å"trust† . which is built through communicative behaviours that adhere to cultural norms of face-saving. There is an expressed mention to reciprocity – each party should protect the other’s positive face in interaction. Among the ways that U. S. American directors can accommodate their ain behaviours are avoiding shows of negative emotions. particularly direct unfavorable judgment. conveying receptiveness to negative information. inquiring how they can assist their employees. and paying close attending to gestural behaviours. Therefore. penetrations into cultural differences can assist directors develop alone and effectual ways to run into the challenges. First. nevertheless. they must understand the nature of the jobs that may originate when people from two diverse civilizations interact closely with one another. Unfortunately. many Mexican and U. S. companies have entered into joint ventures or strategic confederations with provincial attitudes and small or no international experience. As a consequence. they may miss the cultural apprehension and sensitiveness needed to construct successful relationships with cross-cultural spouses. The following chapter is devoted to concrete solutions of cultura l jobs for a US director working in Mexico. 2. Helpful advice for U. S. Managers working in Mexico. The intercultural differences mentioned supra can non merely lead directors and subsidiaries to nerve-racking state of affairss and harm the interior environment in the company but can really forestall from accomplishing greater economic success. The foreign executives who have been able to incorporate successfully into the Mexican work environment are those who were able to see themselves and their work manner from the position of the Mexican worker. These professionals were able to emancipate themselves from their accustomed ways of working. Furthermore. they were able to avoid incorrect outlooks about their Mexican co-workers or subsidiaries. By acknowledging the relativity of cultural values. these executives were able to handle Mexican workers with regard and with an credence of their manner of acquiring the occupation done. More specifically. it is recommended that foreign executives make an attempt in the undermentioned way: The best manner to avoid unproductive struggle is to expect the nature of the struggles one most likely will face. It is indispensable that one understands that life and concern in Mexico proceed harmonizing to different criterions and differing beat. Before one criticizes the subsidiaries for non working harmonizing to the program. one must analyse if both the program and deadlines were realistic and well-founded within the bing work environment. The foreign executives must be continually cognizant of force per unit areas from central offices to run into production ends. addition net income borders. and guarantee quality control objectives. Under such force per unit area. it is more likely that the executives will follow an even more important and critical manner of leading. It is indispensable that the executives allow themselves sufficient flexibleness and clip so as to minimise the figure of unproductive and unrealistic demands. It may besides be necessary to supply the place office with more precise information about the nature of the Mexican work environment in order to guarantee that production or net income troubles are non interpreted merely as a contemplation of the executive’s public presentation. At times. it wi ll be of import for the home-office executives to see Mexican affiliate in order to see the nature of Mexican work environment. Foreign directors will necessitate to pay close attending to the personal impact they have on the Mexican subsidiary and co-worker. It is improbable that they will derive support and trueness as a consequence of their proficient glare. They are more likely to act upon positively the Mexican worker if attending is placed on the followers: – Acting courteously without go againsting any bing and necessary societal barriers. It is of import for the executive to keep as many of the societal courtesies as possible ( for illustration. recognizing others as â€Å"Ingeniero† or â€Å"Licenciado† ) as this creates the necessary societal distance and serves as a mark of regard for the other’s professional position. – Even if there is sufficient ground to call on the carpet a subsidiary. make non abash him in populace. It is imperative that the executive have the forbearance to work through the Mexican’s cultural inclination to â€Å"save face† an d avoid looking unqualified. Focus more on the actions and behaviours which lead to the job and non on the personal facets of the worker. – Make an effort to talk in Spanish. Most Mexicans will appreciate the attempt to talk Spanish as it communicates the executives openness and flexibleness to set to their environment. This besides prevents you from looking ego-centric- and â€Å"bossy† by anticipating everyone to talk English. – Determine clip to reiterate instructions ( even though they were â€Å"clearly† written out ) and to continually look into on what was antecedently agreed to ( despite being â€Å"sure† that the understanding was obtained ) . It is indispensable that the executive retrieve that clip is non ever lineal in Mexico. Plans merely make non continue neatly. There is ever something that occurs which delays deadlines and interferes employees finishing their occupations as antecedently established. – Ensure that there are assorted people within the organisation that can be trusted to supply clear and direct information about how one’s section is working. Such information is. at times. difficult to obtain. Make non take subordinates’ trouble to â€Å"tell things as it is† as a contemplation of professional incompetency or person al failing. If the executive is non positive or satisfied with the information provided. be certain to inquire specific inquiries. Ask the inquiries calmly. carefully. and with a precise end in head. Avoid the visual aspect of seeking to â€Å"catch† the other in a prevarication or with wrong informations. – One should avoid judging negatively a subsidiary who is non willing to â€Å"go the excess mile† for the company. This may reflect the fact that the worker does non experience sufficiently identified with the company. Mexicans tend to be more antiphonal to the societal and interpersonal web than to organisational policy. – In state of affairss that are endangering one’s ain image avoid pass oning negative information or pass on it indirectly ( for illustration alternatively of phrases â€Å"You don’t understand me† . â€Å"You made a mistake† . â€Å"I disagree with you. This is a bad idea† it’s better to utilize â€Å"Let’s expression at this point from another side† . â€Å"I must hold explained you better† . â€Å"Your suggestion is great and we’ll perform it in the nearest hereafter but now unluckily we don’t have adequate capacity† ) . avoid exposing negative emotions and inquire your employee how you can assist him. Conformity with solutions mentioned supra will assist the U. S bourgeois better adapt to working in Mexico. One must understand that premises he has in his head are non cosmopolitan. Bing able to alter your position on making concern and carry oning direction in conformity with the new civilization are inevitable characteristics of international director. Closeness of Mexican relationships. accent on household values. difficult work ethic and trueness to the company are the things to be strived for in any company. and they will surely convey joy and satisfaction to one who is in terculturally competent. Basic issues of effectual concern negociating between Mexicans and US Americans. One must cognize a individual before making concern with him or her. and the lone manner to cognize a individual in Mexico is to cognize the household. Personal relationships are the cardinal to concern success. In order to do this connexion mediators are used. It is critical. particularly for a high ranking meeting. to utilize a individual who is known to the Mexican man of affairs or adult female you are run intoing. This is your â€Å"business family† connexion. the individual who will present you. This individual is the span that builds the trust necessary to make concern in Mexico. Developing personal relationships is a pleasance for a Mexican. That is highly of import before leaping right into the ground for the meeting. The ambiance is easy-going and relaxed. If the meeting is at the office of Mexican party. he will be a gracious host. The individual comes before position and rank. Dignity and saving of the visual aspect of earnestness is critical. Pulling rank or utili zing acerb or critical remarks about or to a individual in the room is guaranteed to set a iciness on negociating procedure. Geting to yes frequently involves a figure of smaller understandings. However. when Mexican party isn’t in understanding. he will avoid stating â€Å"no† therefore avoiding the hazard of displeasure and dissension. Rather. he will state â€Å"maybe† or any other equivocal phrase. Agreement should be made in authorship. An understanding made out of niceness will subsequently be reversed. â€Å"Dar largas† or â€Å"beating around the bush† is a manner of postponing a â€Å"yes† that is non committed to. In Mexico. because personal relationships are so of import. many concern minutess occur during repasts. The best times are breakfast ( desayuno ) . or tiffin ( comida – the chief repast of the twenty-four hours. normally between 2:00 and 4:00 autopsy ) . The intent of this event is to acquire to cognize each other in a more intimate and informal scene. every bit good as exchange information and do concern. The individual ask foring. or th e individual selling normally pays the measure. but that is non an duty. Mexican can ask for his concern spouse to a repast. This repast will be eaten between 8:30 autopsies and 9:30 autopsy. Business is non discussed here. The host is demoing his regard and involvement by ask foring spouse to his place. Bringing concern to the door may be considered contemptuous. Mexican civilization is monochromatic. The rule of manana. the interlingual rendition of which from Spanish is â€Å"tomorrow† ( this significance is taught to foreign pupils ) is really actual. The true cultural significance of the word is â€Å"some clip in the close future† Such mute things as â€Å"If I feel like it† . â€Å"If I have time† or â€Å"If nil unexpected happens† are lying behind this term. Furthermore Mexicans’ attitude toward clip is different from that of US Americans. One Mexican director explained one time: â€Å"In Mexico we have a stating â€Å"Health. wealth. love and clip for basking them† . This construct can be contrasted with such American stating as â€Å"Time is money† Although most Mexicans use clip redstem storksbills but besides see clip to be interpersonally negotiable ( relationships guide activities ) . and what counts as being â€Å"on time† can be changed by unexpected events beyond one’s control. Therefore. although promptness is respected it is non every bit valued as in the US. Bing 30 proceedingss tardily to a societal event is considered normal. Earlier coming may do i ncommodiousness the host. One should be on clip for assignments. but be prepared to wait. No affair how late two parties really acquire together. one should be unfeignedly happy to see the associate and get down with a societal treatment. Although Mexico is a extremely masculine society ( 69 harmonizing to Hofstede dimensions ) and sometimes associated with a â€Å"machismo† attitude towards adult females. modern-day Mexico is non normally like this in professional circles. The modern Mexican adult female is widely distributed. professional. and good respected. If you are a adult female planning to make concern in Mexico. whether independently or as portion of an organisation. you should happen that you are accepted. respected and treated really politely and professionally by the bulk of concern people. In salutations. work forces will ever agitate custodies. even if it has merely been an hr since they were apart. When recognizing a adult female. work forces will waver to originate a manus shingle. Women will touch each other on the shoulder or arm instead than agitate custodies. If they know each other good. they may snog each other on the cheek. Bing an fond individual. one mustn’t be surprised if he i s the receiver of a clinch on the subsequent meeting. The distance kept by people when they are together is besides an index of civilization. In the U. S. . people keep a greater distance from one another. likely reflecting the demand for individual/private infinite. and in Mexico people get closer. likely reflecting the demand for intimacy with other people. This difference of distance is really a affair of inches. but people feel highly uncomfortable when their preferable distance is non being respected by another individual. If one feels like his personal infinite is being invaded. he shouldn’t back off. The motion off will be considered dianoetic or negative. Sing oculus contact in the U. S. . one is supposed to look a individual in the oculus when speech production. because this is what tells the talker you are paying attending. But in Mexico. looking directly in the oculus can be considered aggressive ( particularly among work forces ) or coquettish ( between adult females and work forces ) . One should look at the individual near the oculus. but non in the oculus. Sometimes. Mexicans may even react to the direct oculus contact by looking even further from the oculus. At this point. Americans frequently think they are non being heard. or that the other individual is exposing a strange and inordinate sum of timidness. Detectin g the issues mentioned above is easy plenty and will assist U. S. bourgeois to negociate successfully and happen consensus with Mexican party in order to accomplish both party’s concern ends. Decision Therefore. to take stock all the points mentioned supra. U. S. A. and Mexico are different at all points refering concern civilization and direction. Cultural contrasts in ways of making concern should non be viewed merely as a job. but instead as an advantage in lending to new apprehensions about ways of carry oning concern. Main clangs that can happen in US-Mexican concern environment are: individuality of the U. S. Americans vs. relationship orientation of the Mexicans. earnestness vs. indirectness and willing to delight one’s spouse. monochromatic attitude to clip vs. polychromatic. following regulations vs. utilizing the aid of interpersonal connexions. In concern cultural diverseness can be strength that directors can construct merely while understanding the manner civilization affects organisational lives. Being cognizant of cultural contrasts mentioned above can assist to work out the bulk of work-related jobs and to avoid cultural clangs while U. S. directors conduct concern in Mexico. In concern negociating with Mexicans U. S. representative should concentrate on relationship-building. being patient and sincere. With all that in head one will have a alone joy while carry oning concern with Mexicans and the economical coaction will doubtless win from that. Mentions 1. Albert. R. D. â€Å"Cultural Divercity and international preparation in transnational organizations† // Communicating in transnational organisations. 1994 2. Chris Stewart â€Å"The Cultural Contexts of Mexican Business Dealingss: From Stereotypes to Respect† hypertext transfer protocol: //www. mexconnect. com. 2001 3. Daniel G. Little â€Å"Bad intelligence: Seeking concrete solutions to a cultural attitude† //http: //www. mexconnect. com 4. David McLaughlin â€Å"Comparing Management Differences – Cultural Myths† 5. Dr. Marc J. Ehrlich â€Å"Mexico – The Social Perspective†// hypertext transfer protocol: //www. mexconnect. com 6. Dr. Marc J. Ehrlich â€Å"Personality and Adjustment – The Foreign Executive in Mexico† hypertext transfer protocol: //www. mexconnect. com. January 1. 2006 7. Eva Kraus â€Å"Comparing direction differences in Mexico with Canada and the US† 8. hypertext transfer protocol: //www. geer t-hofstede. com/ – Geert Hofstede cultural dimensions 9. Business Media Ltd 10. Ilya Adler â€Å"When In Rome †¦Ã¢â‚¬  . // hypertext transfer protocol: //www. mexconnect. com. January 1. 2006 11. Jimenez. Monica Blanco. Fasci. Martha A. Valdez. Jude â€Å"A Comparison of Management Style for Mexican Firms in Mexico and the United States† // International Journal of Business. July 1 2009 12. Mendenhall M. E. . Dunbar E. . â€Å"Expatriate choice. preparation and career-pathing: a reappraisal and critique† // Human resources direction. 1987 13. Sheryl L. Lyndsley A ; Charles A. Braithwaite â€Å"U. S. Americans and Mexicans Working Together: Five Core Mexican Concepts for Enchancing Effectiveness† 14. Sir leslie stephens. Gregory K. ; Greer. Charles â€Å"Doing concern in Mexico: understanding cultural differences† / / Organizational Dynamics. June 22. 1995 15. hypertext transfer protocol: //www. mexconnect. com – site of Mexico’s top English magazine 16. hypertext transfer protocol: //www. worldbusinesscultur e. com – official site of Global