I_Bus 453 Exam 2
Universalism - Strategies
- Provided clear instructions, processes and procedures - Keep promises and be consistent - Make sure that people understand how their work ties into their values and beliefs. - Give people time to make decisions
Characteristics of Femininity
- Sticking your head out is not appreciated: being better than others does not get you more money and people will not like you more - Equal: In the Nordic countries, there is a specific "Law of Jante" It says something like: Don't think you are better than anyone. - Consensus: rather than being decisive, people prefer the process of reaching consensus (note the difference between compromise and consensus) - Sympathy for the loser: the less successful in society deserve a chance and should be helped.
Guided Missle
- Strong Emphasis on equality in workplace and in task - Culture oriented to work - Work undertaken by teams or project groups - All team member equal - Treat each other with respect - Egalitarian task-driven organizational culture Countries: USA, UK
Internal direction - Strategies
Allow others to develop their skills and take a control of their learning. Set clear objectives, that people agree with Be open about disagreements, and allow people to engage in constructive conflict
Diffuse - Countries
Argentina, Spain, Russia, India, and China
Emotional - Countries
Argentina, Spain, Russia, India, and China
Ascription - Characteristics
People believe that you should be valued for who you are. Power, title, and position matter in these cultures, and these roles define people's behavior.
High power distance countries
People blindly obey superiors, centralized Structures (e.g. mexico, south korea, india)
Cultural Values
employees bring to the workplace are not easily changed by the organization
Achievement - Characteristics
People believe that you are what you do, and they base your worth accordingly. These cultures value performance, no matter who you are
Achievement - Countries
USA, Canada, Australia, Scandianavia
Universalism - Countries
USA, Canada, UK, Netherlands, Germany, Scandinavia, New Zealand, Australia, and Switzerland
Individualism - Countries
USA, Canada, UK, Netherlands, New Zealand, Australia, and Switzerland
Internal Direction - countries
USA, Israel, Australia, and New Zealand, and UK
Specific - Countries
USA, UK, Switzerland, Germany, Scandinavia, and Netherlands
Neutral - Countries
USA, UK, Switzerland, Germany, Scandinavia, and the Netherlands
Hofstede's cultural dimension SUMMARY - LOW
Egalitarian Collectivist Comfortable with Uncertainty Nurture important Traditional and Short-Term
Hofstede's cultural dimension SUMMARY - HIGH
Embrace Hierarchy Individualist Uncomfortable with uncertainty Power important Futuristic and Long-Term
Four Culture Types
Family Eiffel Tower Guided Missle Incubator
Diffuse - Strategies
Focus on building a good relationship with people before you focus on business activities. Find out as much as you can about the people who you work with and the organizations that you do business with Be prepared to discuss on social occasions, and to have personal discussions at work. Try to avoid turning down invitation to social functions
Sequential Time - Strategies
Focus on few projects at a time Be Punctual Set clear deadlines, and stick to them.
Specific - Strategies
Focus on people's obejectives before you focus on strengthening relationships Provide clear instructions, processes, and procedures Be direct and to the point Allow people to keep their work and home lives separate
Ascription - Countries
France, Italy, Saudi Arabia
Organizational Culture
shared values and beliefs enabling members to understand their roles and the norms of the organization.
Behavior Control
specify the procedures to be followed by employees (collectivist Cultures)
Incubator Culture
- Strong emphasis on equality and personal orientation - Organization as incubator for self-expression and self-fulfillment - Little formal structure - Participants confirm, criticize, develop, find resources for or help complete development of innovative product or service Examples: Silicon Valley, California, USA and Silicon Glen, Scotland
Family Culture
- Strong emphasis on hierarchy and orientation to persons - Power oriented, headed by leader regarded as caring parent - Management takes care of employees, ensures they're treated well, and have continued employment - Catalyze and multiple energies of personnel or end up supporting leader who is ineffective and drains energy and loyalties Countries: Pakistan, Venezuela, China, Hong Kong, and Singapore
Eiffel Tower
- Strong emphasis on hierarchy and orientation to task. - Jobs well defined; coordination from top - Culture narrow at top; broad at base - Relationships specific and status remains with job - Few off-the-job relationships between manager and employee - Formal hierarchy is impersonal and efficient Countries: Denmark, Netherlands, Germany
Characteristics of Masculinity
- Winning is good, and gets you rewarded: the best indicator for preforming or performance is money, because it is a measurable quantity. - Standing or status is important. When you work hard you will be rewarded for your performance and it will give you the status you want. - Competition: Competition is good and is considered fair play - Admiration for the winner: The successful achiever gets the credits and is being admired for what she has done and achieved
Four steps in integration of organizational cultures resulting from international expansion via mergers/acquisitions
1) Two groups establish purpose, goals, and focus of merger 2) Develop mechanisms to identify most important structures and manger roles 3) Determine who has authority over resources 4) Identify expectations of all involved participates and facilitate communication between department and individuals
Advantages of Global Virtual Teams
1. Reduction of team process losses associated with stereotyping, personality conflicts and power politics commonly experienced 2. Having members span many different time zones can literally keep a project moving around the clock. 3. The ability of an organization to form a cohesive team that is capable of quickly solving complex problems is an enormous competitive advantage.
Synchronous Time - Strategies
Be flexible in how you approach work, and allow others to do the same Highlight the importance of punctuality and deadlines if these are key to meeting objectives
Relevant Factors for Management of Global Virtual Teams
Building trust require rapid responses to electronic communications from team members, reliable performance, and consistent follow-through Team leaders should coach virtual team members to avoid long lags in responding, unilateral priority shifts, and failure to follow up on commitments Virtual team members "exchange feed-back early" and allow an extra day or two for responses due to time zone differences
3 Factors in managing Global Teams
Culture Communication and Trust
Internal Direction - Characteristics
People believe that they can control their environment to achieve their goals. This includes how they work with teams and within organizations.
Low Power distance Countries:
Decentralized structures, smaller ratio of supervisor to employee (e.g. Austria, Finland, Ireland)
Masculinity
Dominant social values are success, money, and things High masculine countries: stress earnings, recognition, advancement, challenge, wealth; high job stress (e.g. Germanic countries). High Feminine countries: emphasize caring for others and quality of life; cooperation, friendly atmosphere, employment security, group decision making; low job stress (e.g. Norway)
Sequential time - Countries
Germany, USA, and UK
Particularism - Strategies
Give people or staff autonomy Respect others' needs when you make decisions Be flexible in how you make decisions Take time to build relationships and get to know people so that you can understand their needs better
Outer Direction - Strategies
Give them direction and regular feedback. so that they know the results of their actions Reassure people that they're doing a good job Manage conflict quickly and quietly Do whatever you can to boost people's confidence Encourage others to take responsibility for their work.
Likelihood of Messages getting interpreted correctly
HIGH END: Face to Face interaction Video conferencing LOW END: Fax/Letter E-Mail Telephone
Clan Control
Implement a set of values where employees are rewarded or punished according to their conformity with these values (collectivist cultures)
Communitarianism - Countries
Japan, Latin America, and Africa
Synchronous time - Countries
Japan, Mexico, and Argentina
Power Distance:
Less powerful members accept that power is distributed unequally
Neutral - Strategies
Manage your emotions efficiently Watch that your body language doesn't convey negativity "Stick to the point" in meetings and interactions. Watch people's reactions carefully, as they may be reluctant to show their true emotions
MNC's organizational culture in one country's facility differs sharply from organizational cultures in other countries.
Managers who do well in England may be ineffective in Germany, despite the fact that they work for the same MNC. The cultures of the English and German subsidiaries may differ sharply from those of the home U.S. location.
Outcome Control
Measure and regulate outcomes sought (individualistic cultures)
Emotional - Strategies
Open up to people to build trust and rapport Use emotion to communicate your objectives Learn to manage conflict effectively, before it becomes personal Use positive body language Have a Good Attitude
Managerial Approaches for Global Virtual Teams
Outcome control Behavior Control Clan Control Self-Control
Individualism - Characteristics
People believe in personal freedom and achievement. They believe that they must make their own decisions, and that tey must take care of themselves
Outer Direction - Characteristics
People believe that nature, or their environment, controls them. At work and in relationships, they focus their action on others, and they avoid conflict where possible.
Communitarianism - Characteristics
People believe that the group is more important than the person, and that it provides help and safety in exchange for loyalty. The group always comes before the individual.
Particularism - Characteristics
People believe that their circumstances and relationships dictate the rules that they live by. Their response to a situation may change, based on what's happening in the moment, and who's involved.
Uncertainty Avoidance
People feel threatened by ambiguous situations; create beliefs/institutions to avoid such situations - High Uncertainty Avoidance: high need for security, strong belief in experts, structure organizational activities, more written rules, less managerial risk taking (e.g., Germany, Spain, Japan) - Low Uncertainty Avoidance: more willingness to accept risks of the unknown, less structured organizational activities, fewer written rules, more managerial risk taking, higher employee turnover (e.g., Denmark and Great Britain)
Specific - Characteristics
People keep work and personal lives separate. As a result, they believe that relationships don't have much of an impact on work objectives, and, although good relationships are important, they believe that people can work together without having a good relationship.
Sequential Time - Characteristics
People like events to happen in logical order. They place a high value on punctuality, planning (and sticking to your plans), and staying on schedule. In this type of culture, "time is money," and people don't appreciate it when their schedule is thrown off.
Individualism
People look after selves and immediate family only: - High individualism countries: Wealthier, protestant work ethic, greater individual initiative, promotions based on market value (e.g. US, Canada, Sweden) - High collectivism countries: Poorer, less individual initiative, promotions based on seniority (e.g., Indonesia, Pakistan)
Neutral - Charecteristics
People make a great effort to control their emotions. Reason influences their actions far more than their feelings. They don't reveal what they're thinking or how they're feeling
Universalism - Characteristics
People place a high importance on laws, rules, values, and obligations. They try to deal fairly with people based on these guidelines, but rules come before relationships.
Diffuse - Characteristics
People see an overlap between their work and personal life.. They believe that good relationships are vital to meeting business objectives, and that their relationships with others will be the same, whether they are at work or meeting socially.
Synchronous Time - Characteristics
People see the past, present and future as interwoven periods. They often work on several projects at once, and view plans and commitments as moveable.
Emotional - Charecteristics
People want to find ways to express their emotions, even spontaneously, at work. In these cultures, it's welcome and accepted to show emotion.
Long Term Orientation
Persistance High savings Rate Patience (examples: Japan, Hong Kong)
Short Term Orientation
Personal Stability Happiness Living in the Present (Examples: USA France)
Hofstede's Cultural Dimensions
Power Distance Uncertainty Avoidance Individualism versus Collectovisim Masculinity versus FEmininity Short-Term versus Long-Term Orientation
Communitarianism - Strategies
Praise and reward group performance Don't praise individuals publicly Allow people to involve other in decision making Don't show favoritism
Individualism - Strategies
Provide a reward for the personal achievement Provide personal freedom and achievement They believe that they must make their own decisions, and that they must take care of themselves Praise and reward individual performance Link People's needs
Outer Direction - Countries
Russia , China, Saudi Arabia.
Particularism - Countries
Russian, Latin America and China
Organizational Cultures in MNC's
Shaped by numerous factors including cultural preferences of leaders and employees Some MNCs have subsidiaries that (aside from logo and reporting procedures) wouldn't be easily recognizable as belonging to the same MNC.
Trompenaars and Hampden-Tuner Cultural Dimensions (Deresky, 2018)
Unerversalism vs Particularism Individualism vs Communitarianism Specific vs Diffuse Neutral vs Emotional Achievement vs Ascription Sequential Time vs Synchronous Time Internal Direction vs Other Direction
Achievement - Strategies
Use titles only when relevant Be a good role model
Ascription - Strategies
Use titles, especial when they clarify people's status in an organization. Show respect to those in authority, particularly when challenging decisions.
Communication Project Implementation Steps
When starting a project with a new team, hold an initial meeting Hold regular meetings throughout the project to ensure everyone is "on the same page" Put details of the project in writing, especially for a new team in which everyone speaks in different accents Communicate using the most effective technology. For example, decide when e-mail is preferable to a phone call. Understand everyone's communication style. For example, for a high-context culture such as India, people tend to speak in the passive voice, whereas in North America, people use the active voice
Self-Control
allow individuals to set their own goals and then monitor their performance in achieving their goals (individualist cultures)
3 LEvels of Culture
artifacts, espoused values, basic underlying assumptions and beliefs
National Culture
national culture values of employees may significantly impact their organizational performance
Virtual Team
usually refers to a group of individuals who work together from different geographic locations