essentials of organizational behavior chapter 12

Leadership Implications

"EXPLAIN BEFORE BLAME" • The effective leader must • Be able to suspend judgment • Use cultural intelligence (CQ) to effectively adjust to those from other cultures

culture - why is important for understanding organizational behavior (OB).

"the collective mental programming of the mind which distinguishes the members of one human group from another . . . the interactive aggregate of common characteristics that influence a human group's response to its environment." culture : • It is shared by almost all members of a social group. • Older members of the group pass it on to younger members. • It shapes behavior or structures one's perception of the world (such as morals, laws, and customs). Culture is the unstated standard operating procedures or ways of doing things. Culture is comprised of: - things that we can see (e.g., the clothing a person wears or the objects they display in their home) - things we cannot see (e.g., how they define morality and what they value). Cultural values affect OB. A leader can't assume that what works in their native culture will work everywhere in the world. Not accurately understanding an organization's culture can affect leader and employee productivity, justice perceptions, attitudes, and withdrawal behaviors.

third culture

"the construction of a mutually beneficial interactive environment in which individuals from two different cultures can function in a way beneficial to all involved" (Casrnir, 1999)

integrative complexity

"the degree to which a person accepts the reasonableness of different cultural perspectives on how to live, both at the micro interpersonal level and at more macro organizational-societal levels and, consequently, is motivated to develop integrative schemas that specify when to activate different worldviews and/or how to blend them together into a coherent holistic mental representation" (Tadmor, and Tetlock, 2006)

cross-cultural assignment - explain the steps for an expatriate to take when adjusting to it

- Assimilation involves relinquishing cultural heritage and adopting the beliefs and behaviors of the new culture. - Separation involves maintaining only the heritage culture without intergroup relations. - Marginalization involves rejecting both the old and new culture. - Integration (or biculturalism) involves maintaining one's cultural heritage and adopting a new cultural identity; the identities remain independent of one another.

Hofstede's dimension of national culture -examples cultures that scored high and low

- Collectivism-individualism—group orientation (e.g., the United States is low, Russia is high). - Uncertainty avoidance—risk aversion (e.g., the United States is low, France is high). - Relationship orientation (masculinity-femininity)—a focus on people over material things (e.g., the United States is low and the Netherlands is high on femininity/relationship orientation). - Confucian dynamism (long-term orientation)—a focus on the future rather than the past and present (e.g., the United States is low, Japan is high).

tight culture based on cultural tightness- looseness research - provide an example

- Cultural tightness-looseness is described as the strength of social norms and the level of sanctioning within societies. - Tightness is associated with order and efficiency, conformity, and low rates of change. In contrast, looseness is associated with social disorganization, deviance, innovation, and openness to change. Tightness-looseness is reflected by the clarity and pervasiveness of norms within societies and the degree of tolerance for deviation from these norms. Examples of tight cultures are India, Malaysia, and Pakistan. Examples of relatively loose cultures are Hungary, Israel, and the Ukraine. Tightness-looseness is measured with the following statements: (1) There are many social norms that people are supposed to abide by in this country. (2) In the United States, there are very clear expectations for how people should act in most situations. (3) People agree on what behaviors are appropriate versus inappropriate in most situations in this country. (4) People in this country have a great deal of freedom in deciding how they want to behave in most situations (reverse-coded; higher scores indicate more cultural tightness). (5) In this country, if someone acts in an inappropriate way, others will strongly disapprove. (6) People in this country almost always comply with social norms.

HIGH-CONTEXT VS. LOWCONTEXT CULTURES

- High-context cultures • Rely on situational cues for meaning when communicating with others - Low-context cultures • Do not rely on situational cues • Expects the message alone to convey meaning

high-context and low-context cultures - compare and contrast

- High-context cultures rely heavily on situational cues for meaning when perceiving and communicating with others. For example, in a high-context culture, a person may need to get to know a negotiating partner as a person before proceeding to business. - low-context cultures, written and spoken words carry the burden of shared meanings. So when negotiating with a person from a low-context culture, you can expect that the person will want to see a written formal agreement early in the process as a reference.

CULTURALLY ENDORSED IMPLICIT LEADERSHIP THEORY (CLT)

1. Charismatic/value based 2. Team oriented 3. Participative 4. Humane oriented 5. Autonomous 6. Self-protective

Symptoms of culture shock

1. Stress due to the effort required to make necessary adjustments. 2. A sense of loss from missing family and friends—"homesickness" 3. Wanting to avoid interactions with persons from the host culture. 4. Feeling helpless and wanting to depend on those from one's home country. 5. Fear of being robbed, injured or becoming ill. 6. Anger at delays and inconveniences experienced. 7. Feeling incompetent from not being able to cope with the new environment.

Stages of Culture Shock

1. confusion 2. small victories 3. honeymoon 4. irritation and anger 5. reality

Relationship orientation

A focus to establish, maintain, and enhance relationships with customers

power distance

A national culture attribute that describes the extent to which a society accepts that power in institutions and organizations is distributed unequally.

uncertainty avoidance

A national culture attribute that describes the extent to which a society feels threatened by uncertain and ambiguous situations and tries to avoid them.

CULTURE SHOCK

A series of phases a person goes through when immersed in new culture. Occurs during: • Cross-cultural adjustment processes for expatriates • Repatriation • Short international assignments to increase cultural agility

reverse culture shock

Challenges, returning and adjusting to home country

third culture

Consists of: • Shared frameworks • Development of shared value systems • Unique communication patterns that emerge when people from different cultures interact

bicultural

Encompassing two cultures.

GLOBAL LEADERS -DEVELOPING

Global mindset Developed through three skills: • Cultural intelligence • Cultural retooling • Integrative acculturation (becoming bicultural)

Motivational Skills

Goal setting Praise and criticism Success and failure Self-esteem Competition and cooperation Emphasize the benefits of learning Tell an inspiring story Make a demonstration

Global Diversity

Involves the intimate knowledge of, and experience with, foreign languages, cultures, coalition partners, and foreign nationals whom one interacts with.

metacognitive skills

Methods for learning, studying, or solving problems.

global leaders and the impact this has on an organization - discuss the importance of developing

More and more, managers are dealing with different cultures. Companies are going global, and teams are spread across the globe. You have to know how to motivate people who speak different languages, who have different cultural contexts, and who have different sensitivities and habits. You have to get prepared to deal with teams who are multicultural, to work with people who not all think the same way as you do. Global mindset has been defined as a set of individual attributes that enhance a manager's ability to influence others who are different from them.

Culture as an Iceberg

Only certain signs of a culture are shown; much deeper underneath -10 % observable -90 % unobservable

CULTURAL AGILITY

Recognizing that important communication differences exist among people from different cultures.

Culture

Sociologists define culture as follows : • It is shared by almost all members of a social group. • Older members of the group pass it on to younger members. • It shapes behavior or structures one's perception of the world (such as morals, laws, and customs).

GLOBE project international study of leadership effectiveness- key findings

The GLOBE project described and predicted the relationship of specific cultural variables to leadership and organizational processes and their effectiveness. GLOBE research found that employees may have some similar conceptions of leadership based on implicit assumptions regarding what constitutes effective leadership. These belief systems affect the way that a person responds to directives from a leader. GLOBE uncovered some important underlying perceptions regarding what is deemed effective regarding leadership and offers some practical advice for leaders operating abroad. This research identified nine cultural concepts that were shown to be relevant to perceptions of leadership.

culture - what is it?

The body of customary beliefs, material traits, and social forms that constitute the distinct tradition of a group of people.

THIRD CULTURE

The construction of a mutually beneficial interactive environment in which individuals from two different cultures can function in a way beneficial to all involved

culture observable

The observable culture includes the unique stories, ceremonies, and corporate rituals that make up the history of the firm or a group within the firm. dress, language, customs

culture shock - devise a plan for coping with the symptoms

The term was coined by an anthropologist who defined culture shock as the distress experienced by a traveler from the loss of familiar patterns of social interaction. Culture shock is a series of phases a person goes through First, the expatriate is excited and finds the new culture to be "exotic." Then, he begins to feel it is "wicked and silly." Finally, he sees it as "dissimilar and diverse." Symptoms can be coped with through time and adjustment and accommodation to new culture. The psychological process of adaptation to another culture is called cultural retooling.

culture - what is it?

Unstated standard operating procedures or ways of doing things.

GLOBE project

a large-scale research program that sought to understand differences in leader behaviors and relationships with relevant organizational outcomes worldwide

Collectivism vs. Individualism

a measure of what a culture considers its base unit of importance among its people. In a collective society, the group or culture itself becomes the important unit of any unit of analysis. Individuals are seen as expendable.

global mind-set

a set of individual attributes that enhance a manager's ability to influence others who are different from them global mind-set is developed through 3 interrelated skills: - Cultural intelligence CQ - Cultural retooling - Integrative acculturation (becoming bicultural)

Culture

a straightforward definition of culture is - culture is the unstated standard operating procedures or ways of doing things. Culture is comprised of: - things that we can see (e.g., the clothing a person wears or the objects they display in their home) - things we cannot see (e.g., how they define morality and what they value). Its an iceberg - 10% observable, 90% unobservable

culturally endorsed implicit leadership theory (CLT)

a theory that identifies leadership behaviors perceived as effective and ineffective across cultures 1. Charismatic/value based -the ability to inspire and motivate others to high performance 2. Team oriented -effective team building and implementing a common goal 3. Participative -involving others in decisions and implementations 4. Humane oriented -being supportive and showing consideration, compassion and generosity 5. Autonomous -independent and individualistic leadership 6. Self-protective- ensuring safety and security of individuals including face -saving

integrative complexity

a willingness and ability to acknowledge and consider different viewpoints on the same issue

cultural intelligence (CQ)

an individual's capabilities to function and manage effectively in culturally diverse settings

Behavioral

an intention to act based upon the cognitions and affect experienced how we learn observable responses

cognitive skills

application of critical thinking in the nursing process

cultural tightness

associated with order and efficiency, conformity, and low rates of change

cultural looseness

associated with social disorganization, deviance, innovation, and openness to change

global mind -set

attributes that allow a leader to be effective in cross-cultural environments

GLOBE cultural universals attributed ineffective leadership

being a loner, being irritable, being autocratic

Confucian Dynamism

captures attitudes toward time, persistence, ordering by status, protection of face, respect for tradition, and reciprocation of gifts and favors

low-context cultures

cultures in which written and spoken words carry the burden of shared meanings

high-context cultures

cultures that rely heavily on situational cues for meaning when perceiving and communicating with others

GLOBE cultural universals attributed effective leadership

having - integrity, vision, being inspirational, and building teams

integration

maintaining one's cultural heritage and adopting a new cultural identity

separation

maintaining only the heritage culture without intergroup relations

culture shock

personal disorientation when experiencing an unfamiliar way of life

third culture mode

phase 1 - initial CONTACT phase 2 - evaluate NEED for continued interaction phase 2 - norms for INTERACTION developed, feels natural phase 2 - INTERDEPENDANCE - third culture build

motivational CQ

refers to persistence and goal setting for cross-cultural interactions

cognitive CQ

refers to self-awareness and the ability to detect cultural patterns

marginalization

rejecting both the old and new culture

assimilation

relinquishing cultural heritage and adopting the beliefs and behaviors of the new culture the social process of absorbing one cultural group into harmony with another

Repatriation

the act of returning to the country of origin

metacognitive CQ

the cognitive processing necessary to recognize and understand expectations appropriate for different cultural situations

culture

the collective mental programming of the mind which distinguishes the members of one human group from another

culture unobservable

the components that lie beneath the surface of an organization, such as company values and assumptions values, beliefs, world views, attitudes

culture shock

the distress experienced by a traveler from the loss of familiar patterns of social interaction

reverse culture shock

the distress experienced by an expatriate when they assimilate to a foreign culture and have trouble adjusting to their native culture when they return home

bicultural

the identity constructed by individuals who explore and adopt values from both their family's subculture and the dominant culture they have higher metacognitive CQ skills

cultural retooling

the psychological process of adaptation to another culture

Cultural tightness-looseness

the strength of social norms and the level of sanctioning within societies

cultural tightness- looseness

the strength of social norms and the level of sanctioning within societies reflected by clarity and pervasiveness of norms within societies and the degree of tolerance for deviation from these norms. Cultural tightness a response to ecological and historical threads - population density, conflict, natural disasters, and diseases. Government, media, education, laws, religion Tight cultures had more social controls and more likely to be autocratic. More rules and laws. India, Malaysia, Pakistan Loose - Hungary, Israel, USA

repatriation

the transition when the expatriate has completed the international assignment and returns home

Behavioral Skills

these skills are used to successfully interact with others. They include verbal and nonverbal communication

cross-cultural interactions

unsuccessful cross-cultural interactions lead to: failed integration that can seriously affect the realization of desired organizational outcomes such as successful technology transfer, knowledge sharing, and general realization of global growth

CULTURAL AGILITY

• 1. Switch your frame of reference—set aside your own beliefs, listen, and watch • 2. Be curious—ask non-judgmental questions • 3. Look for commonalities—ask what seems familiar and find value in this situation • 4. Reflect and learn—process your experiences, reflect on what is familiar and what is new • 5. Champion others—let others know when you discover the expertise of others or learn that someone is doing something valuable

CROSS-CULTURAL ADJUSTMENT

• Assimilation -relinquishing cultural heritage and adopting the beliefs and behaviors of the new culture • Separation - maintaining only the heritage culture without intergroup relations • Marginalization -rejecting both the old and new culture • Integration (becoming bicultural) - maintaining one's cultural heritage and adopting a new cultural identity

INTEGRATIVE ACCULTURATION

• Biculturals are defined as "people who have internalized more than one cultural profile" (Thomas, 2010). • Have greater integrative complexity

Cultural Intelligence (CQ)

• Cultural intelligence CQ has been defined as individual's capabilities to function and manage effectively in culturally diverse settings. • Metacognitive CQ - acquiring info on the new culture and engaging in self-reflection • Cognitive CQ - acquiring info on the new culture and engaging in self-reflection • Motivational CQ -developing culture specific confidence (self-efficacy) and setting goals for cross cultural adjustment • Behavioral CQ - role plays to model and practice effective behaviors with those from another culture

Cultural tightness-looseness

• Cultural tightness-looseness is described as the strength of social norms and the level of sanctioning within societies. • Tightness - higher norms and sanctions • Looseness - lower norms and sanctions

culture - what is it?

• Culture is something that • Is shared by almost all members of a social group, • Older members of the group pass on to younger members • Shapes behavior, or structures perceptions of the world (e.g., morals, laws, and customs)

Ethics Across Cultures

• GLOBE suggests the following seen as important to being an effective leader in all cultures studied: • Character/integrity • Altruism • Collective motivation • Encouragement However, cultures differed in the relative importance of each of these dimensions.

HOFSTEDE'S RESEARCH - CRITICISMS AND USEFULNESS

• Limited dimensions • Dated (1980s, updated in the 1990s) • Did not take the political times into account • Data collected in one organization

GLOBAL DIVERSITY AS A KEY WORKFORCE TREND

• Organizations as global villages • Buy, sell, recruit, and operate in a global market • Leaders have to be effective in cross-cultural interactions.

Cultural Retooling Phases

• Phase 1. Deep conflict—feeling illegitimate and awkward • Phase 2. Ambivalence—adjusting and not feeling as negative about the behavior • Phase 3. Authenticity—naturally engaging in the new behavior consistent with the new culture

GLOBE STUDIES OF CROSSCULTURAL LEADERSHIP

• Power distance • Uncertainty avoidance • Humane orientation • Institutional collectivism • In-group collectivism • Assertiveness • Gender egalitarianism • Future orientation • Performance orientation

HOFSTEDE'S CULTURAL VALUES

• Power distance -deference to authority (USA low, China high) • Collectivism vs. individualism -group orientation (USA low, Russia high) • Uncertainty avoidance -risk aversion (USA low, France high) • Relationship orientation (masculinity-femininity) -a focus on people over material things (USA low, Netherlands high) • Confucian dynamism (long term orientation) -a focus on the future rather than the past and present (USA low, Japan high)

Cultural Retooling

• The psychological process of adaptation to another culture • Individuals often experience internal conflict