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