Chap 005

Chapter 05 - Managing Across Cultures

Chapter 5: Managing Across Cultures Learning Objectives and Chapter Summary 1.

EXAMIN EXAMINE E the stra strateg tegic ic dispos disposit ition ionss that that charac character terize ize resp respons onses es to dif differ ferent ent cultures. One a!or challenge facing MNCs is deterining ho" to anage across cultures. MNC dispositions to"ard anaging across cultures can #e characterized as $1% ethnocentric& $'% pol(centric& $)% regiocentric& and $*% geocentric. +hese different approaches shape ho" copanies adapt and ad!ust to cultural pressures around the "orld.

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,IC ,IC  cro cross ss-c -cul ultu tura rall diffe differe renc nces es and and siil siilar arit itie ies. s. One a!or challenge "hen dealing "ith cross-cultural pro#les is that of o/ercoing parochialis and siplification. siplification. arochialis is the the tendenc( to /ie" the "orld through ones ones o"n e(es and perspecti/es. perspecti/es. iplification is the the process of e2hi#iting the sae orientation orientation to"ard different cultural cultural groups. Another pro#le is that of doing things the sae "a( in foreign ar3ets as the( are done in doestic ar3ets. 4esearch sho"s that in soe cases& this approach can #e successful& successful& ho"e/er& effecti/e cross-cultural anageent ore coonl( reuires a pproaches different than those those used at hoe. One area "here this is particularl( e/ident is huan resource anageent. 4ecruitent& selection& selection& training& and copensation often are carried out in different "a(s in different countries& and "hat "or3s in the nited tates a( ha/e liited /alue in other countries and geographic regions.

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4E6IE7 4E6IE7 cultur cultural al diff differe erence ncess in sele select ct count countrie riess and regi regions ons&& and note note soe soe of of the the iportant strategic guidelines for doing #usiness in each. ,oing #usiness in /arious parts of the "orld reuires the recognition and understanding of cultural differences. differences. oe of these differences differences re/ol/e around the iportance the societ( assigns to tie& status& control of decision a3ing& personal accoplishent& and "or3 itself. itself. +hese t(pes of cultural cultural differences help to e2plain "h( effecti/e anagers in China or 4ussia often are uite different fro those in 8rance& and "h( a successful st(le in the nited tates "ill not #e ideal in Ara# countries.

5-1 9 '01' #( Mc:ra"-;ill Education. +his is proprietar( aterial solel( for authorized instructor use. Not authorized for sale or distri#ution in an( anner. +his docuent a( not #e copied& scanned& duplicated& for"arded& distri#uted& or posted on a "e#site& in "hole or part.


The World o !nternational Management: Car Culture: Changing "lobal Trends in the Automotive !ndustry 1.

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uar(< +his /ignette discusses the challenges created #( the ongoing shift of po"er in the glo#al auto industr(. As copanies in China and India #ecoe increasingl( doinant pla(ers in the industr(& traditionall( strong copanies fro the .. and Europe ust learn to understand and adapt to the traditions of other countries. uggested Class ,iscussion< 1. tudents should #e a#le to discuss ho" siilarities and differences across cultures create challenges for MNCs and reflect on ho" anagers should respond to these challenges. '. ,iscuss the iportance of encouraging ulticultural anageent at all le/els of the MNC. +hen& consider ho" coon assuptions and stereot(pes a#out people in other countries can lead to anagerial ista3es.

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4elated Internet ites< • • • • •

;(undai< =http<>>""".h(undaiusa.co>?. @ia< =http<>>""".3ia.co>?. :eel(< =http<>>""".geel(.co>english>inde2.htl?. 6ol/o< =http<>>"""./ol/ocars.co>us>?. usiness 7ee3< =http<>>""".#usiness"ee3.co?.

Chapter Outline #ith Lecture $otes and Teaching Tips The Strategy or Managing Across Cultures 1% As MNCs #ecoe ore transnational& their strategies ust address the cultural siilarities and differences in their /aried ar3ets. Strategic %redispositions 1%

+here are four distinct strategic predispositions. a% Ethnocentric predisposition - a nationalistic philosoph( of anageent "here#( the /alues and interests of the parent copan( guide strategic decisions. #% Polycentric predisposition - a philosoph( of anageent "here#( strategic decisions are tailored to suit the cultures of the countries "here the MNC operates. c% Regiocentric predisposition - a philosoph( of anageent "here#( the fir tries to #lend its o"n interests "ith those of its su#sidiaries on a regional #asis. d% Geocentric predisposition - a philosoph( of anageent "here#( the copan( tries to integrate a glo#al s(stes approach to decision a3ing.

5-' 9 '01' #( Mc:ra"-;ill Education. +his is proprietar( aterial solel( for authorized instructor use. Not authorized for sale or distri#ution in an( anner. +his docuent a( not #e copied& scanned& duplicated& for"arded& distri#uted& or posted on a "e#site& in "hole or part.


Teaching Tip: +here are a nu#er of consulting firs that help firs Bgo glo#al. Dour

students ight #e interested in 3no"ing a little #it a#out these copanies. One copan( is the Chicago #ased uandral :roup =http<>>uadralgroup.co>?. Teaching Tip< +here are an( resources a/aila#le on the Internet to help #usinesses

#ecoe acuainted "ith foreign cultures& tastes& and custos. An e2aple is the F+ra/lang ite&F "hich contains a "ide /ariet( of inforation on cultural and language issues. oe features of interest< international calendars of holida(s& online translating dictionaries& coon phrases for #usiness tra/elers& currenc( e2change rates& and hotel directories. +he site is a/aila#le at =http<>>""".tra/lang.co>?. Meeting the Challenge 1% ,espite the need for and tendenc( of MNCs to address regional differentiation issues& an( MNCs are coitted to a glo#alization iperati/e& "hich is a #elief that one "orld"ide approach to doing #usiness is the 3e( to #oth efficienc( and effecti/eness. a% 8actors facilitating the need to de/elop uniue strategies for different cultures< i% +he di/ersit( of "orld"ide industr( standards such as those in #roadcasting& "here tele/ision sets ust #e anufactured on a countr(-#(-countr( #asis. ii% A continued deand #( local custoers for differentiated products& as in the case of custoer goods that ust eet local tastes. iii% +he iportance of #eing an insider& as in the case of consuers "ho prefer to F#u( local.F i/% +he difficult( of anaging glo#al organizations& as in the case of soe local su#sidiaries that "ant ore decentralization and others that "ant less. /% +he need to allo" su#sidiaries to use their o"n a#ilities and talents and not #e restrained #( headuarters& as in the case of local units that 3no" ho" to custoize products for their ar3et and generate high returns on in/estent "ith liited production output.

Cross&Cultural 'ierences and Similarities 1%

As sho"n in Chapter *& culture can #e siilar or uite different across countries. +he challenge for MNCs is to recognize and effecti/el( anage these siilarities and differences.

5-) 9 '01' #( Mc:ra"-;ill Education. +his is proprietar( aterial solel( for authorized instructor use. Not authorized for sale or distri#ution in an( anner. +his docuent a( not #e copied& scanned& duplicated& for"arded& distri#uted& or posted on a "e#site& in "hole or part.


%arochialism and Simpliication 1% arochialis and iplification a% Parochialism - the tendenc( to /ie" the "orld through oneGs o"n e(es and perspecti/es. +his can #e a difficult pro#le for an( international anagers& "ho often coe fro ad/anced econoies and #elie/e that their start-of-the-art 3no"ledge is ore than adeuate to handle the challenges of doing #usiness in less de/eloped countries. In addition& an( of these anagers ha/e a parochial point of /ie" fostered #( their #ac3ground. #% Simplification - the process of e2hi#iting the sae orientation to"ard different cultural groups. 8or e2aple& the "a( in "hich a .. anager interacts "ith a ritish anager is the sae "a( in "hich he or she #eha/es "hen doing #usiness "ith an Asian e2ecuti/e. c% nderstanding the culture in "hich the( do #usiness can a3e international anagers ore effecti/e. Similarities across Cultures 1% 7hen internationalization #egan to ta3e off in the 1H0s& an( copanies uic3l( aditted that it "ould not #e possi#le to do #usiness in the sae "a( in e/er( corner of the glo#e. +here "as a secret hope& ho"e/er& that an( of the procedures and strategies that "or3ed so "ell at hoe could #e adopted o/erseas "ithout odification. +his has pro/ed to #e a false hope. At the sae tie& soe siilarities across cultures ha/e #een unco/ered #( researchers. Many 'ierences across Cultures 1% ,espite siilarities #et"een cultures in soe studies& far ore differences than siilarities ha/e #een found. Teaching Tip< 8or inforation a#out foreign go/ernents and their approaches to

international trade& /isit the Electronic E#ass( at =http<>>""".e#ass(.org?. +his site pro/ides lin3s to all of the foreign e#assies located in 7ashington ,.C.

Cultural 'ierences in Selected Countries and (egions 1% Certain regions of the "orld ha/e siilar cultures. It is iportant for anagers toda( to learn a#out their #usiness and the eerging ar3ets en/ironent through foral classes& entoring& and e2perience.

5-* 9 '01' #( Mc:ra"-;ill Education. +his is proprietar( aterial solel( for authorized instructor use. Not authorized for sale or distri#ution in an( anner. +his docuent a( not #e copied& scanned& duplicated& for"arded& distri#uted& or posted on a "e#site& in "hole or part.


'oing )usiness in China 1%

,espite its glo#al presence and econoic potential& an( .. and European ultinationals ha/e found that doing #usiness in the 4C can #e a long& grueling process. 6er( fe" outside firs ha/e (et to a3e a profit in China. One priar( reason is that 7estern-#ased MNCs do not appreciate the iportant role and ipact of Chinese culture. a% Guanxi - In China& it eans good connections.

'oing )usiness in (ussia 1%

+he 4ussian econo( has e2perienced se/ere pro#les& and the ris3s of doing #usiness there cannot #e o/erstated. At the sae tie& ho"e/er& #( follo"ing certain guidelines& MNCs can #egin to tap the potential opportunities. +he guidelines are pro/ided in the te2t.

'oing )usiness in !ndia 1% In recent (ears& India has #egun to attract the attention of large MNCs. nsaturated consuer ar3ets& coupled "ith cheap la#or and production locations& ha/e helped a3e India a desira#le ar3et for glo#al firs. 'oing )usiness in *rance 1% Man( in the nited tates #elie/e that it is ore difficult to get along "ith the 8rench than "ith other Europeans. +his feeling pro#a#l( reflects the 8rench culture& "hich is ar3edl( different fro that in the nited tates. Teaching Tip< +his is a "e#site sponsored #( the European Aerican Cha#er of

Coerce $8rench%. +he site pro/ides inforation a#out the legal& financial& and huan resource iplications of doing #usiness in 8rance. +he site is a/aila#le at =http<>>""".faccparisfrance.co>?. 'oing )usiness in )ra+il 1% razil is considered a Jatin Aerican countr(& #ut it is iportant to highlight this region since soe characteristics a3e it ar3edl( different to anage as copared to other Jatin Aerican countries. 'oing )usiness in Arab Countries 1%

+he intense edia attention gi/en to the Ira 7ar& terrorist actions& and conflicts in the Middle East ha/e pointed out that Ara# cultures are distinctl( different fro Anglo cultures. Aericans often find it e2treel( hard to do #usiness in Ara# countries& and a nu#er of Ara# cultural characteristics can #e cited for this difficult(.



Teaching Tip< +he "e#site entitled FAra#NetF contains inforation co/ering culture&

go/ernent& histor(& geograph(& touris& and #usiness related issues for o/er '0 Ara# countries. +he site is a/aila#le at =http<>>""".ara#.net>?.

The World o !nternational Management & (evisited ,uestions - Suggested Ans#ers 1.

In "hat "a(s could +ata and :eel( integrate their acuisitions into their glo#al organizations "hile preser/ing the technological& operational& and #randing attri#utes of the copanies the( acuireK Ans"er< +ata and :eel( ha/e #oth acuired "ell-3no"n #rand naes in recent naes. +ata acuired the Jand 4o/er and Laguar #rands& "hile :eel( #ought 6ol/o. No"& these copanies are faced "ith challenges of integrating these ne" units into their e2isting operations "hile at the sae tie& aintaining their distinct and /alua#le identities. Man( students "ill pro#a#l( suggest that +ata and :eel( loo3 for areas "here there are potential s(nergies that can #e gained. 8or e2aple& it a( #e possi#le to use e2isting plants to produce the acuired #rands& (et 3eep the design teas and ar3eting teas intact. :eel( and +ata could also loo3 for "a(s to utilize the 3no"ledge of the acuired #rands in their e2isting odels.

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,o (ou thin3 these eerging ar3ets pla(ers can help turn around the copanies the( acuire& each of "hich has #een struggling in recent (earsK Ans"er< +he decision #( 8ord to sell its 6ol/o& Laguar& and Jand 4o/er #rands cae after the copan( e2perienced slo" sales and lo" profits. oth :eel( and +ata are gro"ing copanies "ith ore resources to de/ote to the copanies the( ha/e acuired. Most students "ill pro#a#l( agree that the( are in a #etter position than 8ord to help the ne"l( acuired #rands thri/e.

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;o" "ould (ou characterize +ata and :eel(s approach to o/ing into these de/eloped countr( ar3ets in ters of the four #asic strategic predispositionsK Ans"er< +he four #asic strategic dispositions are ethnocentric& pol(centric& regiocentric& and geocentric. +ata in particular appears to #e ta3ing a ore pol(centric or geocentric approach to de/eloped countr( ar3ets. +he copan( is 3no"n for its Bhands off approach after it acuires a copan(& allo"ing copanies to reain essentiall( intact. ;o"e/er& it is clear that soe integration ust ta3e place for the acuisitions to #e successful.

5- 9 '01' #( Mc:ra"-;ill Education. +his is proprietar( aterial solel( for authorized instructor use. Not authorized for sale or distri#ution in an( anner. +his docuent a( not #e copied& scanned& duplicated& for"arded& distri#uted& or posted on a "e#site& in "hole or part.


.ey Terms Ethnocentric predisposition :eocentric predisposition :lo#alization iperati/e :uan2i arochialis ol(centric predisposition 4egiocentric predisposition iplification (evie# and 'iscussion ,uestions 1.

,efine the four #asic predispositions MNCs ha/e to"ard their international operations. Ans"er< 1% Ethnocentric redisposition - A nationalistic philosoph( of anageent "here#( the /alues and interests of the parent copan( guide the strategic decisions. '% ol(centric redisposition - A philosoph( of anageent "here#( strategic decisions are tailored to suit the cultures of the countries "here the MNC operates. )% 4egiocentric redisposition - A philosoph( of anageent "here#( the fir tries to #lend its o"n interests "ith those of its su#sidiaries on a regional #asis. *% :eocentric redisposition - A philosoph( of anageent "here#( the copan( tries to integrate a glo#al s(stes approach to decision-a3ing.

5- 9 '01' #( Mc:ra"-;ill Education. +his is proprietar( aterial solel( for authorized instructor use. Not authorized for sale or distri#ution in an( anner. +his docuent a( not #e copied& scanned& duplicated& for"arded& distri#uted& or posted on a "e#site& in "hole or part.


'. If a locall( #ased anufacturing fir "ith sales of )50 illion decided to enter the E ar3et #( setting up operations in 8rance& "hich orientation "ould #e the ost effecti/e< ethnocentric& pol(centric& regiocentric& or geocentricK 7h(K E2plain (our c hoice. Ans"er< +he effecti/eness of the orientation used "ill depend on a nu#er of factors. 8or e2aple& if the fir uses a fle2i#le anufacturing s(ste& a regiocentric or geocentric orientation "ould #e appropriate& "hereas a #atch production s(ste "ould "arrant a pol(centric orientation and a ass production s(ste "ould "arrant an ethnocentric orientation. An ethnocentric predisposition is one in "hich the /alues and interests of the parent copan( guide the strategic decisions. 8or e2aple& this MNCGs orientation "ould #e to"ard top do"n authorit( relationships& product de/elopent deterined #( the needs of the hoe countr(& and personnel of the hoe countr( de/eloped for 3e( positions "orld"ide. A pol(centric predisposition results in strategic decisions that are tailored to suit the cultures of the countries "here the MNC operates. 8or e2aple& there "ould #e an ephasis on pu#lic acceptance& ore #otto up authorit( relationships& local product de/elopent #ased on local needs& retention of profits in the host countr(& and people of the local countr( "ould #e de/eloped for 3e( positions in their o"n countr(. A regiocentric predisposition results in the MNC tr(ing to #lend its o"n interests "ith those of its su#sidiaries on a regional #asis. :o/ernance is often utuall( negotiated #et"een the region and its su#sidiaries. oth profita#ilit( and pu#lic acceptance are iportant& and profits are often redistri#uted "ithin the region. 8urther& regional people are de/eloped for 3e( positions an("here in the region. A geocentric predisposition results in the copan( tr(ing to integrate a glo#al s(stes approach to decision-a3ing. +his reuires a glo#al integrati/e and national responsi/eness strateg(. A net"or3 of organizations "ould e2ist& including soe sta3eholders and soe copetitor organizations. +he product orientation "ould #e glo#al "ith soe local /ariations& and profits "ould #e redistri#uted glo#all(. +he #est people "orld"ide "ould #e de/eloped for 3e( positions e/er("here in the "orld. +he firGs strateg( is another iportant factor. Is the fir concerned "ith glo#al integration& national responsi/eness& regional integration& or a co#ination of the threeK +he e2isting structure of the fir& and the firGs "illingness to de/iate fro its e2isting structure "ill #e another iportant factor. If the fir is set on a hierarchial product di/ision structure& it "ill tend to adopt an ethnocentric orientation. If the fir is currentl( using& or is open to the possi#ilit( of a atri2 structure& a regiocentric structure a( #e ore appropriate. +hese factors& and a nu#er of others "hich a3e up the profile of the fir& "ill ultiatel( deterine "hich orientation is li3el( to #e ost effecti/e.

5- 9 '01' #( Mc:ra"-;ill Education. +his is proprietar( aterial solel( for authorized instructor use. Not authorized for sale or distri#ution in an( anner. +his docuent a( not #e copied& scanned& duplicated& for"arded& distri#uted& or posted on a "e#site& in "hole or part.


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In "hat "a( are parochialis and siplification #arriers to effecti/e cross-cultural anageentK In each case& gi/e an e2aple. Ans"er< +he( are #arriers #ecause the( can draaticall( alter perceptions. E/en a siple concept such as a handsha3e can ha/e draatic iplications if not done correctl(. tress the iportance of understanding the an( cultural differences around the "orld. +his "ill pre/ent anagers fro isinterpreting "hat is happening in a gi/en situation.

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Man( MNCs "ould li3e to do #usiness o/erseas in the sae "a( that the( do #usiness doesticall(. ,o research findings sho" that an( approaches that "or3 "ell in the nited tates also "or3 "ell in other culturesK If so& identif( and descri#e t"o. Ans"er< tress that this is a ne" area in anageent. 7e are onl( #eginning to understand "hat "or3s and "hat doesnGt "or3 glo#all(. One practical e2aple is to discuss ho" different copensation s(stes "ill ha/e different ipacts on different cultures. On the other hand& soe anageent practices that ha/e #een de/eloped in the 7est are generaliza#le to other cultures. Dou could dra" on the e2aples listed in the #oo3& or ha/e a class discussion "ith the international students assessing "hat the( "ould thin3 the ipact of such anageent practices as feed#ac3& erit copensation& or participation in decision a3ing "ould ha/e on "or3ers fro their hoe countries.

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In ost cases& local anagerial approaches ust #e odified "hen doing #usiness o/erseas. 7hat are three specific e2aples that support this stateentK e coplete in (our ans"er. Ans"er< +here are an( different e2aples listed in the te2t. Ma3e sure that the( ha/e a theoretical foundation& such as the ;ofstede or the +ropenaars diensions. Dou can use 8igure 5-1 as a general guideline.

5-H 9 '01' #( Mc:ra"-;ill Education. +his is proprietar( aterial solel( for authorized instructor use. Not authorized for sale or distri#ution in an( anner. +his docuent a( not #e copied& scanned& duplicated& for"arded& distri#uted& or posted on a "e#site& in "hole or part.


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7hat are soe categories of cultural differences that help a3e one countr( or region of the "orld different fro anotherK In each case& descri#e the /alue or nor and e2plain ho" it "ould result in different #eha/ior in t"o or ore countries. If (ou li3e& use the countries discussed in this chapter as (our point of reference. Ans"er< +he "a( in "hich the countr( /ie"s tie& the collecti/istic>indi/idualistic diension& attitude to"ard affection& the nature of #usiness con/ersations& negotiating st(les& protocol for eetings& eating #eha/iors& and dress are all e2aples of cultural differences that are different in /arious cultures around the "orld.

!nternet /0ercise: Sony1s Approach Suggestion for Using the Exercise

1.

After (our students ha/e in/estigated the issues pertaining to on( suggested in the e2ercise& as3 (our students to /isit the ,isne( "e#site and ans"er the sae uestions =http<>>""".disne(.co?. +his "ill gi/e (our students a perspecti/e of the challenges of international ar3eting fro #oth an Asian and an Aerican point of /ie".

!n The !nternational Spotlight: Me0ico Questions & Suggested Answers

1.

7h( "ould ultinationals #e interested in setting up operations in Me2icoK :i/e t"o reasons. Ans"er< One reason "h( Me2ico is of interest to ultinationals is that the "or3 force is uite producti/e and turns out high ualit( goods. +his is particularl( e/ident fro the inforation in the case related to 8ordGs ;erisillo plant. A second reason is that the Me2ican econo( is gro"ing and this eans a local ar3et for goods and ser/ices. o #( setting up operations in Me2ico& ultinationals can tap this ar3et.



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7ould culture #e a a!or stu#ling #loc3 for Aerican firs doing #usiness in Me2icoK 8or European firsK 8or Lapanese firsK E2plain (our ans"er. Ans"er< Culture is al"a(s a a!or pro#le for those not a"are or sensiti/e to differences. ince .. firs are closer to Me2ico and ha/e ore e2perience there& the( "ould undou#tedl( ha/e fe"er pro#les than the Europeans and especiall( the Lapanese. One #arrier discussed pre/iousl( is the concept of tie. ecause Me2icans ha/e a different concept of tie than .. anagers& this could #e a a!or stu#ling #loc3 if it is not understood.

).

7h( ight MNCs #e interested in stud(ing the organizational culture in Me2ican firs #efore deciding "hether or not to locate thereK E2plain (our logic. Ans"er< One reason "h( MNCs "ould #e interested in stud(ing the organizational culture of Me2ican firs is #ecause of the differences in organizational culture. 7hile the national cultural differences "ould help identif( general differences #et"een the ultinational and the local personnel& the organizational culture differences "ould help e2plain the "a( things are done "ithin the fir. MNCs could learn a great deal #( finding out ho" Me2ican eplo(ees are accustoed to doing things& rather than sipl( tr(ing to transplant their operating philosoph( and st(le on the local eplo(ees. +he ne2t chapter loo3s at anaging organizational cultures and di/ersit( in depth.

2ou )e the !nternational Consultant: )eijing3 4ere We Come Questions & Suggested Answers



1.

7hat is the li3elihood that the Canadians "ill #e a#le to reach an agreeent "ith the ainland Chinese and not ha/e to go #ac3 to their +ai"anese supplierK E2plain. Ans"er< +his is a difficult uestion to ans"er #ecause Asians are soeties notoriousl( slo" in reaching agreeents. If the Chinese hold up the Canadians and do not reach an agreeent "ithin H0 da(s& it is the Canadians "ho "ill #e in the "ea3est position. :i/en that the Canadians do not "ant la#or costs to rise ore than ' percent annuall(& this is a a!or deand in lieu of "hat is happening in other "orld ar3ets including +ai"an. o the Chinese are in the dri/erGs seat and the Canadians a( indeed find thesel/es una#le to a3e a deal "ith the Chinese and ha/e to go #ac3 to the +ai"anese supplier.

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Are the Canadians a3ing a strategicall( "ise decision in letting the Chinese fro the 4C handle all of the anufacturing& or should the( insist on getting ore acti/el( in/ol/ed in the production processK ,efend (our ans"er. Ans"er< If the to(s can #e anufactured "ithout a great deal of technolog( or s3ill& the Canadians need onl( #e concerned a#out the ualit( of the output. If this is a pro#le or there are special techniues that ust #e used in #uilding the to(s& then the Canadians should negotiate for soe acti/e in/ol/eent in the production process. Other"ise& the( should stand #ac3 and let the Chinese handle things.

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7hat specific cultural suggestions "ould (ou a3e to the Canadians regarding ho" to do #usiness "ith the ChineseK Ans"er< One suggestion is to not get into a situation "here tie is going to #e a pro#le. One solution is to e2tend the agreeent "ith the +ai"anese fir for another (ear. +his "ill gi/e the Chinese the opportunit( to a3e a decision& "ithout forcing the Canadian fir into a uic3& #ad solution.

5-1' 9 '01' #( Mc:ra"-;ill Education. +his is proprietar( aterial solel( for authorized instructor use. Not authorized for sale or distri#ution in an( anner. +his docuent a( not #e copied& scanned& duplicated& for"arded& distri#uted& or posted on a "e#site& in "hole or part.

Chap 005

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