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Developing Global Manners

Chapter Three. Developing Global Manners. 3-1a. Chapter Three Outline. Developing a Global Mind-Set A model of Societal and Organizational Cultures Cultural relativism versus Cultural Imperialism: Balancing Ethical Extremes Becoming a Global Manager

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Developing Global Manners

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  1. Chapter Three Developing Global Manners

  2. 3-1a Chapter Three Outline • Developing a Global Mind-Set • A model of Societal and Organizational Cultures • Cultural relativism versus Cultural Imperialism: Balancing Ethical Extremes • Becoming a Global Manager • How Well Do U.S. Management Theories Apply in Other Countries? • Becoming Cross-Culturally Competent • Individualism versus Collectivism • High-Context and Low-Context Cultures • A Contingency Model for Cross-Cultural Leadership

  3. 3-1b Chapter Three Outline (continued) • Preparing for a Foreign Assignment • A Poor Track record for American Expatriate • Some Good News: North American Women on Foreign Assignments • Avoiding OB Trouble Spots in the Foreign Assignment Cycle

  4. Exercise • Discuss GE’s Day Begins in India • What is your opinion of this sort of “offshoring” of jobs in today’s global economy? • What would be the demands of working in such a company?

  5. 3-3 Figure 3-1 Cultural Influences on Organizational Behavior OrganizationalCulture • Economic/ technological setting • Political/ legal setting • Ethnic background • Religion • Societal culture • Customs • Language • Personal values/ethics • Attitudes • Assumptions • Expectations OrganizationalBehavior Source: Adapted in part from BJ Punnett and S Withane, “Hofstede’s Value Survey Module: To Embrace or Abandon?”in Advances in International Comparative Management, vol 5, ed SB Prasad (Greenwich, CT: JAI Press, 1990), pp 69-89.

  6. Ethnocentrism • The belief that one’s native country, culture, language, and modes of behavior are superior to all others • Worldwide evidence plentiful • Implications on managerial practices

  7. 3-4 Table 3-1 Guidelines for Behavior and Ethics in Foreign Cultures: A Balancing Act Source: Three guidelines in center column quoted from (and other contents of table adapted from discussion in Thomas Donaldson, “Values in Tension: Ethics Away from Home.” Harvard Business Review, September-October 1996, pp 48-62

  8. 3-7a Key Cultural Dimensions • Individualistic Cultures:“I” and “me” cultures where individual freedom and choice are given priority • Collectivist Cultures:“We” and “us” cultures where shared goals and interests rank higher than individual desires and goals • High-Context Cultures:situational and nonverbal cues convey primary meaning • Low-Context Cultures:meaning conveyed primarily through written and spoken words

  9. 3-7b Key Cultural Dimensions (continued) • Monochronic Time:precise, schedule-driven, and public (do one thing at a time) • Polychronic Time:multi-dimensional and personal (engage in multi-tasking) • For class discussion:How would you characterize yourself in terms of these key dimensions? How will these cultural tendencies help or hinder you as a manager in your home country?

  10. GLOBE Project dimensions • Power distance – unequal distribution of power • Uncertainty avoidance – reliance on social norms and rules to reduce uncertainty • Societal collectivism - loyalty to social unit vs individual goals • In-group collectivism – pride and loyalty for their family or organization

  11. GLOBE Project continued • Gender egalitarianism • Assertiveness – confrontational and dominance in social relationship • Future orientation – delay gratification • Performance orientation – reward for individual improvement and excellence • Humane orientation – reward for being kind, fair, friendly, generous

  12. Skills and Best Practices: Steps You Can Take Now to Become a Global Manager Global Perspective:Focus on global business Cultural Responsiveness:Become familiar with many cultures Appreciate Cultural Synergies:Learn multicultural dynamics Cultural Adaptability:Live and work effectively in different cultures Cross-Cultural Communication:Daily cross-cultural interaction Cross-Cultural Collaboration:Multicultural teamwork Acquire Broad Foreign Experience: Series of foreign career assignments

  13. Reasons Why US Expatriate Managers Fail in Foreign Assignments • Manager’s spouse cannot adjust to new physical or cultural surroundings • Manager cannot adapt to new physical or cultural surroundings • Family problems • Manager is emotionally immature • Manager cannot cope with foreign duties • Manager is not technically competent • Manager lacks proper motivation for foreign assignment

  14. Foreign Assignment Cycle Home Country Experiences Foreign Country Experiences 1. Selection and training “Unrealistic expectations” 2. Arrival and adjustment “Culture shock” Reassignment 4. Returning home and adjusting “Reentry shock” 3. Settling in and acculturating “Lack of support”

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