BMGT463 Exam 1

Structural Intervention

"manager-as-consultant" Much extent of employees' input into resolving their own dispute Much extent of manager's input into resolving employees' dispute Behavior: - a manager asking each disputant what his/her viewpoint is about how to ideally solve the dispute; -each disputant talking with the Manager about his/her preferred way to solve their dispute; -a manager incorporating employees' input, or expressed preferences, into his/her decision about how to resolve their dispute When to use: the team has obvious subgroups, or member cling to negative stereotypes of one another.

Actions that would probably have increased Ellen Moore's ability to get South Korean employees to BEHAVE AS THOUGH THEY WERE IN A LOW POWER DISTANCE-CULTURE (e.g., to openly ask Ellen questions when they didn't understand her instructions) include ... include what actions—informed by "Teaming at Disney's Animation Studios"?

- Look for sentences in this Disney Animation Studio-case regarding actions taken by top managers to get employees to start openly criticizing each others' ideas? Did employees who improved products and/or processes get rewarded for doing this—with outcomes they liked? Could Ellen have offered rewards to the South Koreans (or gotten Management to do this) if they changed their typical behaviors to directly ask her questions when they needed task-clarification or task-help?

Administrative Distance

- absence of colonial ties - absence of shared monetary or political association - political hostility - government policies - institutional weakness Weak legal and financial institutions Different laws or governmental mandates Absence of shared monetary or political association

Economic Distance

-Different consumer incomes -Different costs and quality of natural, financial, and human resources -Different information or knowledge

Geographic Distance

-Lack of common border, waterway access, adequate transportation, or communication links -Physical remoteness -Different climates and time zones

Pop Quiz 2

1. A core mission of Bloomberg L.P. from the beginning until now has been to provide their customers with as much information and transparency as possible about: answer: corporations' performance on many indicators 2. "ESG metrics" are used to evaluate important "extra-financial" issues that pure financial analysis tools cannot assess. The "E" component of "ESG metrics" relates to the extent to which corporations are engaging in: answer: environmentally-friendly practices 3. The products and artifacts at Bloomberg L.P. that symbolize this company's value for sustaining the environment include: answer: using the name "BGreen" for one of Bloomberg LP's key program-initiatives 4. Within 5 years after Curtis Ravenel and his team began urging Bloomberg L.P. employees to print double-sided (rather than single-sided) and to do many other things that sustain the environment, Bloomberg L.P.'s carbon footprint got reduced by ____ (by how much?): answer:by 50% 5. The distinct culture of Bloomberg L.P. merged the culture of the instant responsiveness of an investment bank with the traditional emphasis on ___ (on what?) in a news organization: answer: on providing factual accuracy and ethical integrity 6. The person(s) who wrote a White Paper that formally proposed a plan for how to add "ESG" data to the Bloomberg Terminal was: answer: a senior manager at Bloomberg L.P.'s Global Leadership Forum--> Curtis Ravenel

ACTIONS THAT WOULD HAVE ENHANCED ELLEN MOORE's (and any expatriate's) EFFECTIVENESS IN SOUTH KOREA—informed by the previous page:

1. Ask Locals for their task- as well as emotional-support. 2. Train the Locals in actions needed for them to provide each type of support named above. 3. Implement managerial practices that may be unfamiliar to the Locals in a manner that matches the Locals' cultural values and norms. For example, in a high power distance-culture, get a TOP-ranked manager to endorse the expatriate's task-request of Locals. (For other examples, re-read "Exporting Teams" in Canvas Reading folder.) 4. Ideally, before arriving in the expatriate-assignment, ask Management to motivate and prepare Locals to task- and emotional-support to incoming expatriates. 5. Enhance Locals' perceptions of "EQUITY," or fairness, when they compare themselves to the expatriate - for example, by explaining to Locals why the expatriate's qualifications exceed theirs and, therefore, why the expatriate deserves to be paid more than they are. 6. Encourage Locals to compare themselves not with the expatriate, but instead, with another Local (with whom their job-responsibilities are probably more similar and, therefore, with whom they will probably perceive more equitable, or fair, pay). 7. Emphasize SHARED IDENTITY between the expatriate and the Local—such as a shared project-related identity or shared team-identity. (Note, also, that using the body-aspect of CQ will strengthen a shared identity between people of different cultures, too.) 8. Promise rewards to Locals if they help the expatriate succeed and, once Locals help expatriates succeed, visibly reward them for doing this—being sure that the reward is one they like (guided, in part, by what cultural values the Locals have). 9. Avoid using a communication-style that Locals might view as "rude" or "offensive" (as often occurs when a direct communication-style is used with people from a culture that prefers an indirect communication-style). 10. If relational strains between the Expatriate and Local occur, the expatriate should use the "heart-aspect" of cultural intelligence (CQ) in order to repair the relationship. Managing conflict is one way to illustrate the heart-aspect, so choose the conflict-managing strategy that best matches the situation's "enabling" conditions (as described in "Managing Conflict in Multicultural Teams"). 11. Use the "head-aspect" of cultural intelligence (CQ)—which really means WATCH/OBSERVE/GATHER DATA— in order to accurately determine what type of communication-style, rewards, and/or conflict-managing strategy may be preferred by the Locals; and then use the "body-aspect" to the greatest extent possible (within the limits of the law and ethics). 12. Give rewards to Locals that they will find attractive in exchange for their willingness to help the expatriate succeed. (Stated more succinctly, use "reward power.") 13. Give rewards to Locals that they will find attractive in exchange for their willingness to behave in ways you are requesting, such as in low power distance-like ways. (Stated more succinctly, use "reward power.") 14. Give rewards to Locals that they will find attractive in exchange for their willingness to behave in ways you are requesting, such as in direct communication-like ways. (Stated more succinctly, use "reward power.") 15. Give resources to Locals that they need in order to behave as you are requesting—which may be unfamiliar to them, such as behaving in low power distance- and/or in direct communication-like ways. (Strengthen Locals' ability—via training, knowledgeable teammates, sufficient time- and/or budgets-- to help the expatriate—for example, to act on the expatriate's request of them.) 16. Create a culture of HELPING between Locals and Expatriates by agreeing on HELPING as the key value, agreeing on specific behaviors that illustrate this, and agreeing on artifacts and products that symbolize this value and enable helping-behaviors to actually occur (recall how Bloomberg L.P. did this with regard to environmentally-friendly behaviors). And REWARD people for consistently demonstrating through their espoused values, behaviors, and artifacts and products that they truly value HELPING. 17. Use the "head-aspect" of cultural intelligence (CQ)—which really means WATCH/OBSERVE/GATHER DATA—that enables you to recognize up to FIVE TYPES OF "DISTANCE" (or difference) that may exist between the home-country of a Local and the home-country of the expatriate; and overcome each type of distance-challenge in order to enhance the Expatriate's likelihood of succeeding in the Local's home-country. Anticipating the distance-challenges BEFORE moving (one's self or a company's product-line) to the new country-location and planning how to overcome as many of these as possible ought to be an essential part of preparing for business transactions in new geographic locations— successfully illustrated by Pizza Hut, not Dominoes, in China.

Pop Quiz 1

1. Given how "NATIONAL CULTURE" is described in the article titled "National Culture and Management," a nation's "COVID 19-fighting culture" is STRONGEST when mask-wearing, social-distancing, glove-wearing, and continuous hand- and work-space sanitizing-activities occur: among 100% of University- or College-students among 100% of the Democratic Party's members answer: among 100% of that nation's residents 2. After the professor asks a question and instructs members to respond in their Chat Window, Student #1 is usually FIRST and Student #2 is usually LAST to do this. A CULTURAL-based reason for this behavioral difference is ... answer: Student #2's English-fluency is less than Student #1's. 3. According to Rosenzweig, the author of "National Culture and Management," people tend to become MORE aware of "CULTURE" when they see others behaving... answer: differently from themselves 4. Does Rosenzweig, the author of "National Culture and Management," say it is possible for people to experience "CULTURE" that is not related to the country in which they live-- and therefore, not related to national culture? answer: Yes 5. If the "silent language of time" (as described in Rosenzweig's "National Culture and Management") differs among members of a multinational team (i.e., a team whose members represent three or more countries), this team will probably experience which challenge below?: answer: team-deliverables getting turned in early by some members and turned in late by other members 6. There is one culture within the U.S. answer: false

Pop Quiz 3

1. The authors of today's assigned reading, "Exporting Teams," found that employees who tend to resist self-managing tasks generally have a high level of power distance and a high level of ________ (what other two cultural values?): answer: being-orientation and determinism 2.Members of SMWTs typically _______ (do or don't?: choose one) make decisions that are traditionally reserved for Management. answer: do 3. Employees who tend to resist team-based tasks usually have a high level of: answer: individualism 4. Think about who in your BMGT 463 teams will be making decisions about WHEN you start doing things relating to your first team-presentation's deliverable, WHEN you will show teammates your first drafted-ideas and/or potential video-links to support what you want to say in your presentation, WHEN you will have team meetings, WHERE (via zoom, google hangout, google DUO, telephone, FaceTime, in an outside-dining area) you will meet, HOW you might improve initial ideas and/or deliverables offered by teammates, HOW you will resolve disagreements that emerge, etc.). Will these decisions be made by teammates OR by a higher-ranking supervisor? With these many team-managing-decisions and actions in mind, is your BMGT 463 team a "Self-Managing Work Team (SMWT)"? answer: yes, it is 5. Kirkman, Gibson, and Shapiro (authors of today's reading titled "Exporting Teams" in our Canvas Reading folder) say that Self-Managing Work Teams (SMWTs) should never be used with employees whose national culture has values that generally resist these types of teams. answer: False 6. Kirkman, Gibson, and Shapiro, the authors of today's assigned reading titled "Exporting Teams," say that Self-Managing Work Teams (SMWTs) will never succeed in countries where there is high power distance, such as Japan and Mexico. answer: False

Pop Quiz 10

1. True or False? (choose one): One of the ADMINISTRATIVE distance-challenges faced by Netflix, Inc. when it attempted to succeed in India was its inability to financially penalize consumers in India (unlike in the U.S.) who were caught "pirating" Netflix's videos-- for example, by inappropriately sharing their Network account-passwords. answer: True 2. True or False? (choose one): One of the GEOGRAPHIC distance-challenges faced by Netflix, Inc. when it attempted to succeed in India was the significantly greater traffic-congestion (including animals as well as vehicles) on India's roads compared to traffic-congestion in most of the U.S. answer: False 3. True or False? (choose one): One of the GEOGRAPHIC distance-challenges faced by Netflix, Inc. when it attempted to succeed in India was the relatively slow internet speed in India compared to other country-based markets. answer: True 4. Suppose Netflix employees feel more restricted in India than they do in the U.S. regarding the type of movies or documentaries they can make accessible to consumers because governmental-officials in INDIA (unlike in the U.S.) have told them that they will instantly remove Netflix video content that they believe is objectionable. This illustrates what type of distance-challenge?: answer: an administrative distance-challenge 5. True or False? (choose one): One of the ECONOMIC distance-challenges faced by Netflix, Inc. when it attempted to succeed in India was its need to sell its video-access service at a price that could be affordable to a consumer population whose poverty-level exceeded that in the U.S. answer: True 6. True or False? (choose one): When Netflix, Inc. attempted to succeed in India, it took actions that helped it to overcome MORE THAN ONE TYPE of distance-challenge. answer: True

Pop Quiz 6

1. True or False?: The challenges that Ellen Moore experienced in South Korea were due solely to the fact that she was female rather than male. answer: False 2. Ellen Moore's preparation for her assignment in South Korea illustrated: answer: a low level of the head-aspect of CQ 3. At one point the South Korean employees told Ellen Moore that she "....was now Korean." This occurred after Ellen Moore did which of the below?: answer: joined fully in their team-activities and rituals 4. One of the reasons why Ellen Moore was selected for the expatriate assignment in South Korea is because: answer: Andrew Kilpatrick thought Ellen Moore was qualified 5. MOST of the challenges that Ellen Moore encountered in her expatriate assignment in South Korea were due to: answer: challenges unrelated to the fact that she was female 6. True or False?: Many of the problems encountered by Ellen Moore in her South Korean expatriate assignment would NOT be solved by merely replacing Ellen Moore with a male expatriate. answer: True

Pop Quiz 7

1. Two top managers help three cross-departmental teammates (Pat, Chris, and P.K.) who are disagreeing with each other to resolve their differences by temporarily placing P.K. in a separate office-location, consistent with these teammates' request. Which conflict-resolving strategy did these two top managers use? answer: structural intervention 2. Two teammates resolved their conflict with each other in a manner that did NOT involve the help of any organizational authorities. These teammates resolved their conflict by using the strategy called: answer: adaptation 3. A South Korean negotiator meets with a U.S. American negotiator to negotiate the terms of a possible joint venture-contract together. The negotiator who is likelier to prefer INDIRECT communication is ___ (who?): answer: from South Korea 4.Two top managers help three cross-departmental teammates (Pat, Chris, and P.K.) who are disagreeing with each other by asking them to explain their views AND to suggest a possible solution. These managers decide on a solution that largely incorporates the solution suggested to them by these three teammates, causing one of the teammates to say: "I will adapt to the solution that Management has suggested." This entire scenario illustrates the use of which conflict-managing strategy? answer: structural intervention 5. According to the authors of "Managing Conflict in Multicultural Teams," the differences that often exist among members of multicultural teams include WHICH of the following? answer: differences in their preference for hierarchy 6. A South Korean negotiator meets with a U.S. American negotiator to negotiate the terms of a possible joint venture-contract together. The negotiator who is likelier to prefer DIRECT communication is ___ (who?): answer: from the U.S.

Pop Quiz 9

1. When expatriate Ellen Moore in South Korea struggled to understand what Jack Kim was saying to his employees when he was speaking Korean, this illustrates: answer: a cultural distance-challenge 2. If all female (rather than male) expatriates have more difficulty being accepted in a managerial-role in South Korea than in the U.S. because South Korea's society is higher in "masculinity," this illustrates: answer: a cultural distance-challenge 3. The high price of the Bloomberg terminal is NEVER negotiated by Bloomberg L.P. employees, no matter the volume of terminals sold in any particular sale. This means that selling Bloomberg terminals will be more difficult for Bloomberg L.P. in developing countries, such as India, than in countries with more broadly-affluent populations. This difficulty illustrates: answer: an economic distance-challenge 4. The government of Hong Kong, unlike the U.S. government, issued a mask-wearing mandate for its citizens; and therefore, businesses hoping to sell masks are struggling more in the U.S. than in Hong Kong. This illustrates: answer: an administrative distance-challenge 5. The reason why Ghemawat titled his article "Distance STILL matters" is because... answer: many people falsely think that email, Twitter, and ever-advancing technologies have removed all challenges in long-distance (cross-border) transactions 6. The types of "distance," or differences, that can potentially exist between countries are _____ (of how many kinds?): answer: five

Pop Quiz 5

1. When you are studying the language that is native to a country you are visiting by self-practicing words of greeting, goodbye, thank you, monetary currency, etc., you are using the aspect of CQ that is called the ________-aspect of CQ. answer: "head-aspect" 2. When you try to make yourself more similar to culturally-different Others with whom you are interacting-- for example, by speaking their language, using their accent, choosing clothing that matches their choices (such as a T-shirt they are wearing, a mask they are wearing), etc.-- you are using ____ [which aspect of cultural intelligence (CQ)]?: answer: the "body-aspect" of CQ 3. If, when you are visiting another country and interacting with its citizens, you are speaking the language that is native to that country, you are using the aspect of CQ that is called the ________-aspect of CQ. answer: "body-aspect" 4. If people wish to make their level of cultural intelligence (CQ) as high as it can possibly be, they need to maximally strengthen how many aspects of CQ? answer: three aspects (the head, body, and heart-aspects) 5.The year is 2030 and you are now a senior manager at a multinational Fortune 500 company with plant-locations all over the globe. A team of five employees currently report to you-- each currently living in different world-regions (in Asia, North America, Latin America, Middle East, and Europe). You are trying to decide whether to continue giving self-managing tasks to all members of this team (which you began doing 6 weeks ago) OR whether to give self-managing tasks to only some of the team's members. To guide this decision, you have been carefully watching to see if the teammates located in some of the world regions are possibly resisting self-managing tasks more than teammates in other world regions. By looking for evidence of this possible group-pattern across world regions, you are using the aspect of CQ called ___ (which of the below?): answer: the "head-aspect" of CQ 6. In today's assigned reading -- authored by Earley & Mosakowski, titled "Cultural Intelligence (CQ)"-- at one point it describes an Ethiopian woman storming off after two men (from a different culture) spoke to her using words they heard sung by a rap song-artist they assumed was culturally similar to her. These two men apparently said something highly offensive to the woman without even realizing they did so until after they saw her negative reaction. This error on the two men's part is why the authors of "Cultural Intelligence" (in our course-packet) advise people to use: answer: use the "head" aspect of CQ before using the "body"-aspect of CQ

Pop Quiz 4

1.AFTER 2010, the products and artifacts symbolizing the values at Disney's Animation Studios changed. answer: true 2. AFTER 2010, the BEHAVIORS of most but not all of the employees at Disney's Animation Studios changed. answer: true 3. AFTER 2010, the products and artifacts that were seen by the employees at Disney's Animation Studios symbolized that this organization highly valued ..... (which cultural value below)?: answer: egalitarianism 4. BEFORE 2010, the products and artifacts at Disney's Animation Studios that employees saw as they sat at their desks, walked the halls, purchased food or drinks, and/or attended team meetings were ... (which products and artifacts below?) answer: desks in walled offices 5. AFTER 2010, the products and artifacts at Disney's Animation Studios that employees saw as they sat at their desks, walked the halls, purchased food or drinks, and/or attended team meetings were ... (which products and artifacts below?) answer: desks of top managers near the desks of lower-level employees and desks without walls 6. The employee BEHAVIORS that increased in frequency AFTER 2010 at Disney's Animation Studios are generally less likely to occur in a culture of high power distance, such as Japan. answer

Pop Quiz 8

1.What type of help will enhance an expatriate's likelihood of performing well in an expatriate-assignment? answer: emotional support 2. Toh and DeNisi, authors of "A Local Perspective to Expatriate Success," say that the success of expatriates depends largely on how much task-related help expatriates receive from: answer: the locals 3. Toh and DeNisi, authors of "A Local Perspective to Expatriate Success," say that the success of expatriates are likely to struggle in their expatriate-assignment when: answer: they lack informational support 4. Toh and DeNisi, authors of "A Local Perspective to Expatriate Success," emphasize that expatriates are likely to experience performance difficulties in their assignments when they lack: answer: the ability to get support from locals 5. Expatriates are often resented because their pay-level is often: answer: higher than the pay-level of locals 6. To increase the likelihood of expatriate success, expatriates need to: answer: be paid a level that locals perceive to be fair

Multi-cultural team

3 or more people from different nations and/or backgrounds who are working together as part of a TEAM rather than as, merely, a GROUP.

Teams

3 or more people who HAVE: 1. shared unit-identity 2. shared task whose achievement required coordination among each other 3. shared task-consequences (or "shared fate")

Countries Culture

5 Languages Language of Time: Linear (rigid) vs. Fluid (loose) Language of Space: socially close (sit anywhere, all) vs. socially distant (who sits where matters) Language of Material Goods: materialistic vs. not Language of Friendship: many but temporary vs. few but long lasting Language of Agreement: direct and written contracts vs. indirect and handshaked contracts

Driving Sustainability

Bloomberg allowed Ravenal to do everything on his own and rewarded him with more funding. They mainly had SMWT

Behavioral Choices

Conditions resulting from a person's actions and decisions

What sustains culture?

Consistency across all 3 elements (A&P, Values, and Behavior)

Cultural Distances

Cultural Administrative Political Geographic Economic

Cultural Distance

Different languages, ethnicities, religions, values, norms Lack of connective ethnic or social networks

Two styles of communicating

Direct Indirect

Four Barriers

Direct vs. Indirect Communication Trouble with accents and fluency Differing attitudes toward hierarchy Conflicting decision-making norms

Adaptation

Employees negotiate with each other Much extent of employees' input into resolving their own dispute None extent of manager's input into resolving employees; dispute - asking each disputant what his/her viewpoint is about how to ideally solve the dispute; - each disputant talking with about his/her preferred way to solve their dispute; - incorporating employees' input, or expressed preferences, into his/her decision about how to resolve their dispute When to use: members are willing to acknowledge cultural differences and figure out how to live with them.

ESG

Environmental, Social, Governance

Environment sustaining culture

Exists when people's values re: their environment(e.g., concern for their environment's wellbeing), artifact- and products(e.g., their choice of environment-sustaining artifacts and products, such as recycle bins, compost bins, recyclable paperwear, biodegradable eating utensils), and broader behaviors (e.g., usage of the latter artifacts when eating or disposing of waste) are ALL SHARED more strongly with those whose background or life experience is similar to, rather than different from, themselves.

Artifacts and Products

Explicit (tangible OR touchable OR liftable OR movable OR audible) artifacts and products of a particular group* or Society These include a culture's obvious differences, such as its food, dress, architecture, humor, and music.

TRUE or FALSE? (underline one): The authors of "Exporting Teams" (in our Canvas Reading folder) tell us, among other things, that no actions could possibly make employees in high power distance cultures, such as South Korea, behave in low power distance-like ways.

False Explanation: If their manager told them to work in SMWT's they would do so

Teaming at Disney's Animation Studios

Geibel and Johnson thought all work should be accessible to any team members. They asked each team to create a yearly road map for their goals. The road maps were broadcasted to the entire systems team. Anyone who disagreed could talk to the team lead. Additionally, Geibel and Johnson created a master calendar to show major milestones throughout the year. This calendar was situated on two large whiteboards in a main hallway. Each team used different colored Post-it notes to show major events. If something changed, team members would walk out to the main hallway, remove the post-it, and add a new one.

Values

Guide a particular group* or Society the ideas, beliefs, and attitudes about what is important that help guide the way you live

Actions that would probably have increased Jack Kim's desire to help expatriate Ellen Moore succeed in South Korea include ... (include what actions—informed by "A Local Perspective to Expatriate Success"?

How To Improve Expatriate-Local Relations At the headquarters of the organization: 1. Change Existing Compensation Policies- Pay expatriates salaries more in line with local employees. But, in order to do this, the organization should: a. Develop better plans for repatriation to assure expatriates that they will get comparable jobs upon return. b. If overseas assignments are truly valued as a developmental activity, include procedures so that they can be rewarded. -- In the end, the real question is "Will managers still accept expatriate assignments?" If the answer is "no," then the organization must consider alternatives. 2. Select More Carefully- Ensure that expatriates are qualified to perform the jobs expected of them at a level consistent with the pay they will receive. But this will require the organization to: a. Make sure that expatriate managers have social as well as technical skills needed. b. See if there are local employees who are equally qualified. If so, are they paid comparably? c. Communicate performance expectations and criteria for success clearly to the expatriate. -- There will be fewer problems if host country nationals can see clear evidence that the expatriate is "worth" what he or she is paid. 3. Use Transparent Pay and Promotion Policies- Develop pay policies that are viewed as fair and that are clear to all involved.But this requires the organization to: a. Actually develop pay policies that can stand scrutiny by local employees as well as by home country employees. b. Communicate pay policies as well as the basis for expatriate compensation rates (clear statement of hardships and barriers to overcome). -- If host country nationals come to see that the fact that they are paid less than expatriates is based on fair procedures, they will be less resentful. At the host country site: 4. Emphasize Favorable Referents- Identify alternative referent persons for host country national comparisons instead of the expatriate manager. But this requires that the organization should: a. Determine that such reasonable comparison others exist and make them public. b. Work to make expatriates less salient as referents -- If host country nationals can be convinced to compare their pay (and treatment) to other employees in their country, instead of expatriates, they will be more satisfied with their conditions. 5. Breed Organizational Identification- Build a single organizational identity instead of allowing an "us vs. them" mentality to develop. But, for this to happen, the organization must: a. Develop a superordinate corporate identity strong enough to overcome identification based on nationality. b. Insure that host country nationals have access to various organizational "symbols" such as a company car or parking spaces. c. Increase the number and frequency of experiences that expatriates and host country national share.d. Develop common goals for host country nationals and expatriates to work towards. -- If host country nationals develop a strong corporate identity they will work harder towards company goals and be less concerned about comparisons within the company. 6. Prepare Local Staff- The local employees should be trained and oriented to deal with the incoming expatriates in much the same way as expatriates are often trained to deal with locals. But this would require the company to: a. Spend resources on training and orientation for employees who usually do not receive such attention. -- The entire expatriate assignment process requires adjustment and consideration on the part of everyone involved, and if local employees could be trained to know more about the culture of incoming expatriates, this would make the process easier. 7. Use and Reward Local Mentors- Identifying mentoring expatriates as part of the local employee's job, and then rewarding such behavior will make it more likely to occur. But this would require the company to: a. Recognize the important role local staff play in the success of expatriates. b. Recognize that, normally, local staff behavior aimed at helping expatriates adjust, is exhibited on a purely voluntary basis.c. Actually reward local staff for behaviors that help expatriates succeed. -- This lies at the heart of our arguments about the importance of local employees. They are critical to expatriate success, but this fact must be recognized by organizations and encouraged as well as rewarded.

Managing Conflict in Multicultural Teams

If your company does business internationally, you're probably leading teams with members from diverse cultural backgrounds. Those differences can present serious obstacles. For example, some members lack of fluency in the team's dominant language can lead other to underestimate their competence. When such obstacles arise, your team can stalemate. To get the team moving again, avoid intervening directly, advise Brett, Behfar, and Kern. Though sometimes necessary, your involvement can prevent team members from solving problems themselves-- and learning from that process. Instead, choose one of three indirect interventions. When possible encourage team member to adapt by acknowledging cultural gaps and working around them. If your team isn't able to be open about their differences, consider structural intervention. As a last resort, use an exit strategy.

How the four values affect employees' reaction to self-managing work teams

Individualists generally prefer INDIVIDUAL-based rewards and solo-tasks. Because Collectivists generally prefer GROUP-based rewards and group-tasks, the TEAM-aspect of self-managing work teams is generally resisted more by individualists than by collectivists. Authoritarians (high power distance-oriented employees) generally prefer AUTHORITIES, and not subordinates, to make decisions; and in contrast, Egalitarians (low power distance-oriented employees) generally prefer being consulted by authorities (and treated in other ways, too, as equal to authorities). Because employees who are SELF-MANAGING make decisions traditionally reserved for Management, the SELF-MANAGING aspect of self-managing work teams is generally resisted more by authoritarians than by egalitarians. Doing-oriented employees generally prefer to choose work over leisure, which means even "nonwork" time is often interrupted by work demands; and in contrast, being-oriented employees generally protect "nonwork time" as "SACRED TIME," which means even "nonwork" time is NOT interrupted by work demands. Because it is harder to prevent "work" from spilling over into "non-work" time when you are in a MANAGERIAL role, the SELF-MANAGING aspect of self-managing work teams is generally resisted more by Being-oriented (rather than Doing-oriented) employees. Free will-oriented employees generally believe that strategic planning and goal-setting is important to do since the actions of themselves or others CAN reverse whatever threats may currently exist for their team and/or organization; and, in contrast, deterministic-oriented employees are generally more skeptical about the utility of goal-setting since they tend to believe that forces greater than themselves control their fate. Because goal-setting is a critical part of a MANAGER's role, the SELF-MANAGING aspect of self-managing work teams is generally resisted more by Deterministic (rather than Free Will-oriented) employees.

Ellen Moore

Job-specific Challenges of Ellen Moore in South Korea. 1. Getting stopped the instructions being given to her System Implementation (SI) team members by people other than herself- namely: -by J.T. ("Jack") Kim-by the SI Team's clients (i.e., government -representatives) 2. Getting clear and consistent instruction to ALL SI team members regarding WHO was in charge (and therefore, WHOSE instructions they ought to be following) 3. Getting SI team members willing to ask questions of Ellen Moore when they did not understand or feel comfortable with her task-instructions 4. Getting agreement by Ellen Moore and her SI team members on what it is appropriate versus inappropriate "consulting" behaviors 5. Getting included in "team-activities" (e.g., singing and drinking) outside of work 6. Korean Language-related challenges: - getting Jack Kim to speak English - getting the Translator to translate - speaking Korean - understanding Korean getting teammates with needed skills 7. Getting a project director who recognized the need for all (rather than only some) teammates to have SI-related knowledge and skill- since Mr. Song did not recognize this 8. Getting a project manager who recognized the need for all (rather than only some) teammates to have SI-related knowledge and skill- since Mr. Park did not recognize this 9. Getting to and from the work-location in Korea without traffic jams consuming hours of time 10. getting enthusiastically accepted as the expatriate despite NOT being Andrew Kilpatrick (who the Koreans expected) 11. getting enthusiastically accepted as a QUALIFIED Female (especially important in Korea)

Actions that would probably have increased Ellen Moore's ability to get South Korean employees to BEHAVE IN LOW POWER DISTANCE-LIKE WAYS, such as openly asking Ellen to clarify instructions she gave them) include ... include what actions—informed by "Driving Sustainability at Bloomberg, L.P."?

Look for sentences in this Bloomberg case regarding actions taken by top managers to get employees to propose new ways to improve products and/or processes at Bloomberg L.P. Did employees who improved products and/or processes get rewarded for doing this—with outcomes they liked? What happened to the career of Curtis Ravenel after he proposed adding ESG metrics to Bloomberg terminals? Could Ellen have offered rewards to the South Koreans (or gotten Management to do this) if they directly spoke up to her and/or their clients with suggestions for how to improve their current systems?

Actions that would probably have increased Jack Kim's desire to help expatriate Ellen Moore succeed in South Korea include ... (include what actions—informed by "Managing Conflict in Multicultural Teams"?)

Look for sentences in this article regarding when "adaptation" is MORE likely to be effective. Doesn't this, in essence, require disputing parties to attribute their differences to CULTURE rather than to unflattering (or personal) attributes? One way to do this is to encourage disputing parties to assume each other has GOOD intentions and also GOOD qualities to offer; and therefore, a win-win agreement together ought to be ideal.

Actions that would probably have increased Jack Kim's desire to help expatriate Ellen Moore succeed in South Korea include ... (include what actions—informed by "Lessons from Abroad: When culture affects negotiating style")?

Look for sentences in this article regarding when INDIRECT cultures, which tend to be in Asia, tend to perceive communication as NOT rude nor disrespectful; could Ellen try to speak indirectly to Jack (e.g., to NOT publicly embarrass him)?

Managerial Intervention

Manager-as-umpire None extent of employees' input into resolving their own disputes Much extent of manager's input into resolving employees' dispute A manager TELLING each disputant the dispute When to use: rarely; for instance, a new team needs guidance in establishing productive norms

A Local Perspective to Expatriate Success

Many expatriate human resource (HR) policies, particularly in the area of compensation, remain rooted in the past because they continue to favor the expatriate over local staff and do not take into account the increasing qualifications and aspirations of these local employees. Inequitable treatment leads to low commitment and poor work performance among local staff. More importantly, inequitable treatment creates tension between local and expatriate employees and causes the local staff to be less willing to be cooperative or supportive of the expatriates with whom they have to work. Without local support, expatriates may experience greater difficulty adjusting to their new jobs and the new environment, which is a contributing factor in the failure of expatriates. To minimize these problems, HR practices of expatriating organizations should focus on providing more equitable compensation for local and expatriate employees, selecting expatriates who are truly worthy of the higher pay, and increasing the transparency of pay practices so that local employees can see the linkage between work inputs and compensation more clearly. Managers at the local organization should emphasize favorable referents for local staff, breed organizational identification among the employees, prepare the local staff for incoming expatriates, and encourage them to assist and mentor incoming expatriates. It is critical that multinational companies (MNCs) are aware that some existing HR practices have potentially unintended negative consequences and that neglecting the impact of these practices on local employees hurts the effectiveness of the organization as well as the ability of expatriates to succeed in their assignment. Table 1

Exit

None extent of employees input None extent of manager's input One of the disputants quits OR gets fired When to use: emotions are running high, and too much face has been lost on both sides to salvage the situation

National Cultural Dimensions

Proposed by Geert Hofstede Individualistic vs Collectivistic Low-power distance vs. high-power distance Low uncertainty-avoidance vs. high uncertainty avoidance masculinity vs. femininity

Four Styles of Managing Conflict

Structural Intervention Managerial Intervention Adaptation Exit

Political Distance

Terrorist Attack Political Hostilities

Cultural Intelligence

The extent to which people:are aware of other cultures' norms (head aspect), are behaviorally adaptive to other cultures' norms (body aspect), and if necessary, are forgiving and/or resilient after cultural norm-violations occur (heart aspect)

Why do cultural values matter?

These values matter because HIGHER vs. LOWER levels of these cultural values have been found to influence how resistant versus receptive employees are to: (1) various managerial practices (such as whether a task is self-managing and whether an assignment is solo- versus team-based) and (2) various types of rewards (such as whether a reward is INDIVIDUAL vs.TEAM-based).

Lessons from Abroad

Trying the indirect approach. The standard American approach to conflict is direct confrontation: "let's talk about it". Our individualistic culture encourages us to place our self-interest first and to intervene in situations that threaten our desired outcomes. The problem with direct confrontation is that is often implies blame, which can make a problem become personal. By contrast, indirect confrontation is normative in collective cultures, including most Asian cultures with emphasize social harmony and the need to consider other parties' interest. So that parties in conflict do not have to confront each other directly, negotiators in Asian cultures often rely on intermediaries. When an intermediary is not available, verbal confrontation typically occurs indirectly, leaving the recipient of the message to draw his own inferences; "what do you think the buy will think about that rattling?" Use proposals to gain information

Culture

exists when people's values(e.g., preferred ways of acting or seeing others act), artifact- and products(e.g., their choice of newspapers, yard signs, T-shirt images, wall-art, music-playing), and broader behaviors (e.g., their deference to authorities, community-volunteerism) are ALL SHARED more strongly with those whose background or life experience is similar to, rather than different from, themselves.

What can YOU do to increase your CQ?

speak more languages,-visit more countries,-live (for at least 3 months) in more countries.In addition to doing the above, in class today YOU said your CQ could be strengthened by doing the following:-spend more time with people whose culture differs from you;-spend more time watching foreign films;-keep up with the news AND, ideally also, with different news-reporting sources;-read non-fiction or historical fiction books depicting cultures unfamiliar to you