developing global managers chapter three copyright © 2008 the mcgraw-hill companies, inc. all...
TRANSCRIPT
Developing Global Managers
Chapter Three
Copyright © 2008 The McGraw-Hill Companies, Inc. All rights reserved.
McGraw-Hill/IrwinOrganizational Behavior: Key Concepts, Skills & Best Practices, 3/e
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After reading the material in this chapter, you should be able to:
• Define ethnocentrism and explain what Hofstede concluded about applying American management theories in other countries.
• Identify and describe the nine cultural dimensions from the GLOBE project.
• Draw a distinction between individualistic cultures and collectivist cultures.
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After reading the material in this chapter, you should be able to:
• Demonstrate your knowledge of these two distinctions: high-context versus low-context cultures and monochronic versus polychronic cultures.
• Explain what the GLOBE project has taught us about leadership.
• Identify an OB trouble spot for each stage of the foreign assignment cycle
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A Model of Societal and Organizational Culture
• Societal culture – socially derived, taken-for-granted assumptions about how to think and act
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Cultural Influences on Organizational Behavior
Figure 3-1
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Managing Societal and Organizational Culture
• Employees bring their societal culture to work with them in the form of customs and language
• Organizational culture affects an individual’s values, ethics, attitudes, assumptions, and expectations
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Ethnocentrism
• Ethnocentrism belief that one’s native country, culture, language, and behavior are superior.
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Dealing with Ethnocentrism
• Managers can effectively deal with ethnocentrism through:
- education- greater cross-cultural awareness - international experience- a conscious effort
to value cultural diversity
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The Hofstede Study
How well do US management theories apply in other countries?
• Power distance – How much inequality does someone expect in social situations?
• Individual-collectivism – How loosely or closely is the person socially bonded?
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The Hofstede Study
• Masculinity-femininity – Does the person embrace competitive, performance-oriented traits or nurturing, relation-oriented feminine traits?
• Uncertainty-avoidance – How strongly does the person desire highly structured situations?
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The Hofstede Study
1. Management theories and practices need to be adapted to local cultures
2. Cultural arrogance is a luxury individuals, companies, and nations can no longer afford in a global economy
See excerpt of Hofstede article
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Five Cultural Perspectives
• Basic cultural dimensions• Individualism versus collectivism• High-context and low-context cultures• Monochronic and polychronic time orientation
• Cross-cultural leadership
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Becoming Cross-Culturally Competent
• Cultural intelligence – ability to interpret ambiguous cross-cultural situations correctly
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Project GLOBE
• GLOBE (Global Leadership and Organizational Behavior Effectiveness) – attempt to develop an empirically based theory to describe, understand, and predict the impact of specific cultural variables on leadership and organizational processes and the effectiveness of these processes
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Cultural Dimensions fromthe GLOBE Project
• Power distance – How much unequal distribution of power should there be in organizations and society?
• Uncertainty avoidance – How much should people rely on social norms and rules to avoid uncertainty and limit unpredictability?
• Institutional collectivism – How much should leaders encourage and reward loyalty to the social unit?
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Cultural Dimensions fromthe GLOBE Project
• In-group collectivism – How much pride and loyalty should individuals have for their family or organization?
• Gender egalitarianism – How much effort should be put into minimizing gender discrimination and role inequalities?
• Assertiveness – How confrontational and dominant should individuals be in social relationships?
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Cultural Dimensions fromthe GLOBE Project
• Future orientation – How much should people delay gratification by planning and saving for the future?
• Performance orientation – How much should individuals be rewarded for improvement and excellence?
• Humane orientation – How much should society encourage and reward people for being kind, fair, friendly, and generous
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Countries Ranking Highest and Loweston the GLOBE Cultural Dimensions
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Individualism versus Collectivism
• Individualistic culture – primary emphasis on personal freedom and choice
• Collectivist culture – personal goals less important than community goals and interests
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High-context cultures and Low-context cultures
• High-context cultures – primary meaning derived from nonverbal situational cues
• Low-context cultures – primary meaning derived from written and spoken words
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Cultural Perceptions of Time
• Monochronic time – preference for doing one thing at a time because time is limited, precisely segmented, and schedule driven
• Polychronic time – preference for doing more than one thing at a time because time is flexible and multidimensional
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Leadership Attributes Universally Liked and Disliked
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Preparing for a Foreign Assignment
• Expatriate – anyone living or working in a foreign country
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Preparing for a Foreign Assignment
• Major stumbling blocks for American managers working in foreign countries
- Personal and family adjustment problems- Homesickness
• Important success factors in a foreign assignment
- Cultural adaptability- Patience and flexibility- Tolerance for other’s beliefs
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Role of Expatriates
See article on expatriates from Personnel Psychology
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Avoiding Unrealistic Expectations
• Realistic job preview is a must• Cross-cultural training – any type of structured experience designed to help departing employees adjust to a foreign culture
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The Foreign Assignment Cycle
Figure 3-2
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Avoiding Culture Shock
• Culture shock – anxiety and doubt caused by an overload of new expectations and cues
• Best defense is comprehensive cross-cultural training, including intensive language study
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Support during the Foreign Assignment
• Host-country sponsors – assigned to individual managers or families
- Serve as “cultural seeing-eye dogs”
• Maintain an active dialog with established mentors back home
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Avoiding Reentry Shock
• Three areas for potential reentry shock are work, social activities, and general environment
• Key to a successful foreign assignment is making it a well-integrated link in a career chain rather than an isolated adventure
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Video: Johnson & Johnson
See how Johnson & Johnson use their eUniversity to develop global managers. (12:00)