International Management Exam 3: Module 11

1. Establishing the team 2. Coaching team members 3. Setting team norms

3 main activities when leading teams

1. See differences 2. Make connections 3. Adjust 4. Integrate and lead change 5. Localize

5 abilities identified for a successful global assignment

1.The nature of the task. 2.Stability of team membership. 3.National cultures of team members. 4.Labor laws affecting employee compensation. 5.Available reward options.

5 areas to consider for balance of team and individual rewards

1.Performance-oriented. 2.Team-oriented. 3.Participative. 4.Humane. 5.Autonomous. 6.Self-protective.

6 leadership styles for Project GLOBE

Melanie is known at work for being the manager with the greatest concern for the well-being of others. Which leader style does she possess? A) humane B) team-oriented C) autonomous D) participative

A

The GLED model of global leadership development assumes that outcomes are influenced by a A) transformational process. B) monitoring process. C) training schedule. D) predetermined objective.

A

What is found at the base, or bottom level, of the Pyramid Model of Global Leadership? A) global knowledge B) attitude and orientations C) threshold traits D) system skills

A

1. Individual characteristics 2. Cultural exposure 3. Global education 4. Project novelty

Antecedents for development of global leaders

•Cross-Cultural Adaptability Inventory (CCAI). •Intercultural Development Inventory (IDI). •Global Competencies Inventory (GCI). •Global Executive Leadership Inventory (GELI).

Assessing global leadership competencies

independent, individualistic, and self-centric

Autonomous

- Vision and Strategic thinking - Business Savvy - Managing Communities - Organizational Savvy - Leading Change

Business competencies

Business acumen, results orientation, global capitalist, technical savvy, finding creative solutions, third-way solutions

Business savvy

Global leaders confront increased ambiguity because A) they find themselves unable to make decisions. B) their environment is more difficult than that of the domestic leader. C) much of the information they receive is difficult to give meaning to. D) each global unit runs independently.

C

Research indicates that many CEOs feel that a prerequisite for global industry dominance is A) being socially responsible. B) having good technology. C) developing a company global mind-set. D) understanding culture and geography.

C

When selecting the manager for the new global team, the company wanted to find someone who understood the importance of developing relationships with co-workers, vendors, and suppliers. Which of the traits identified by Aperian Global does this represent? A) localize B) integrate and lead change C) make connections D) negotiating

C

•Attitude toward change is influenced by culture. •Driving change requires ability to communicate across cultural borders.

Change and culture

Integrity, maturity, exhibit character, honesty, conscientiousness, self-identity, core values and flexibility, make ethical decisions, tenacity

Character

Communication skills, culture bridger, cultural interest and sensitivity, cultural understanding, mindful communication, cultural self-awareness

Cross-cultural communication

1.Are rewards based on individual performance, team performance, or a combination of the two? 2.What factors come into play with team-based pay? 3.What role can recognition play?

Crucial questions for effective performance management

•Global team leaders must manage basic conditions of team performance—organization, social processes, and task processes —as well as issues accompanying the international context. •_____________ influence how people think about defining and managing roles and identifying acceptable communication and conflict resolution norms.

Cultures

In which stage of Kurt Lewin's change model does a company prepare employees for change? A) mapping. B) refreezing. C) bridging. D) unfreezing.

D

•The leader asks "what?" and "why?"; the manager asks "how?" and "when?" •The leader originates; the manager imitates. •The leader inspires; the manager controls.

Distinguishing between leaders and managers.

•The leader innovates; the manager administrates. •The leader develops; the manager maintains. •The leader challenges the status quo; the manager accepts it. •The leader has a long-range perspective; the manager has a short-term perspective.

Distinguishing between leaders and managers.

the quality of being characterized by vigorous activity and progress

Dynamism

Being able to empower others, energizing, rewarding and feedback, connective teaching, sharing leadership

Empowering others

Thinking agility, authentic flexibility, open-minded and flexible in thought and tactics, interest flexibility, tolerance for ambiguity, embrace duality

Flexibility

1. Multiplicity 2. Interdependence 3. Ambiguity 4. Dynamism

Four overlapping dimensions of complexity

Global mind-set cosmopolitanism, cognitive complexity, thinking globally

Global Mind-Set

•A set of ideas and attitudes that combines an openness to and an awareness of diversity across markets and cultures with a propensity and ability to synthesize across this diversity.

Global Mind-set

•Emphasizes the process by which expertise is developed.

Global leadership expertise development (GLED)

•Increased multiplicity. •Increased interdependence. •Increased ambiguity.

Globalization increases complexity

compassion, generosity, patience, and support; well-being of others

Humane

Inquisitiveness, curiosity and learning, aggressive insight, open-mindedness, openness to experience, inviting the unexpected, nonjudgmentalness, confident humility, motivation to learn (also mistakes)

Inquisitiveness

Emotional intelligence, influencing, urgent listening, relationship interest, social flexibility, results through relationships

Interpersonal skills

1.Increase urgency. 2.Develop the guiding team. 3.Develop a change vision and strategy. 4.Communicate the vision for buy-in. 5.Empower broad-based action by removing obstacles. 6.Generate short-term wins that are rewarded. 7.Don't let up; foster determination and persistence. 8.Make the change stick through leadership development and succession.

Kotter's 8 step process

Catalyst for strategic change, catalyst for cultural change, lead change

Leading Change

•Global teams characterized by a high level of diversity, geographic dispersion, and virtual rather than face-to-face interaction. •Team norms are legitimate, shared standards against which the appropriateness of behavior can be evaluated.

Leading teams

- Unfreezing - Moving - Refreezing

Lewin's 3 stage process

Customer orientation, stakeholder orientation, building partnerships and alliances, influencing stakeholders, building community, boundary spanning

Managing communities

•Mapping lets team members discuss differences and similarities. •Bridging is an opportunity for team members to establish how they will work with one another. •Integration is the process of managing various differences.

Map-bridge-integrate model (MBI)

•Monitor. •Spokesperson. •Liaison. •Leader. •Negotiator. •Innovator. •Decision maker. •Change agent.

Mintzberg's global leadership roles

moving the proposed behaviors into practice, often accompanied by confusion.

Moving

Total organizational acumen, designing and aligning, architecting, managing a budget on a worldwide basis

Organizational Savvy

input from others in decision making and implementation; delegation and equality

Participative

- Cross-Cultural communication - Interpersonal skills - Valuing people - Empowering others - Teaming Skills

People Competencies

high standards, decisiveness, innovation, vision, and core values

Performance-oriented

Stress and emotional resilience, resourceful, optimistic, energetic, self-confidence, personal management, life balance

Resilience

- Resilience - Character - Inquisitiveness - Flexibility - Global Mind-set

Self-Competencies

procedural, status-conscious, face-saving, safety, and security

Self-protective

Tendency of some people to put forth less effort when they are members of a group

Social loafing

pride, loyalty, collaboration, team cohesiveness, and a common purpose

Team-oriented

Team building, multicultural teaming, managerial ability, with an emphasis on teamwork and interpersonal skill

Teaming skills

1. Intellectual intelligence 2. Global emotional intelligence

Two key components of global mind-set

Skilled people reading, understand actors, cultural acumen, respectful modernizer, respect for others, pragmatic trust

Valuing people

•These teams communicate via technology. •Virtual communication lacks richness of face-to-face communication. Most teams meet face-to-face at launch and during crises

Virtual and geographically dispersed teams

Intellectual intelligence, able to deal with complexity, oscillation between details and big picture, environmental scanning, frame-shifting

Vision and strategic thinking

According to Mintzberg and others, the roles of the global leader include A) negotiator and change agent. B) supervisor and administrator. C) superintendent and monitor. D) marketer and salesperson for change.

a

•The ______ of the leadership development process is to develop global leadership experientially through transformational experiences.

goal

The behaviors and processes required for organizing a group of people in order to achieve a common purpose or goal

leadership

•Globalization not only creates many new business opportunities; it also creates opportunities for a new breed of leaders who can operate in an increasingly globalized world. •In addition to _______________ in business, they must have cultural understanding and adaptability and be able to work with and inspire individuals from a range of nations and cultures.

proficiency

when new behaviors are either accepted and institutionalized or rejected.

refreezing

•Focuses on developing global leaders that have the "_________ ________" in terms of what they have learned and what they are able to do as leaders. •Producing leaders with the _________ ________ is the result of interaction and partnership between the leader and the organization. •The "_________ ________" for a global leader will vary across organizations.

right stuff

•Global leaders require strong ____________ in business fundamentals, including international business. •Knowledge of history, geography, and political science, among other topics, is valuable because these areas enhance international understanding and performance. •____________ in language and culture is also valuable.

training

requires overcoming inertia and preparing people for change, including dealing with defense mechanisms against the proposed change.

unfreezing