CCM FINAL
work hard/play hard culture
"fun" and action culture with a tendency to pursue low-risk activities that give quick feedback "find a need and fill it" example: sales department
forming
"icebreaking" stage group members uncertain about their role mutual trust is low holding back to see who is in charge conflict is beneficial and leads to increased creativity
types of change
*adaptive*: least complex, costly, and uncertain...involves reimplementation of change in the same organizational unit at a later time or imitation of a similar change by a different unit--introducing a familiar practice *innovative change*: falls midway on continuum of complexity, cost, and uncertainty--introducing a new practice to organization *radically innovative change*: high end of continuum of complexity, cost, and uncertainty...changes of this sort are the most difficult to implement and tend to be the most threatening to managerial confidence and employee job security --introducing a new practice to industry
cultural models of strategy
*controlling model* = the departments responsible establish strategic plans based on objectives and quantitative reports and present them to the board *adapting model* = responsibility for strategic decisions lies in all levels of the organization, based on qualitative and subjective information coming from personal sources
communication between generations
*millennials*: don't remember a world without computers, and in many cases have honed their COM skills via email, texts rather than talking on the phone or in person, or by letters/reports *gen Xers*: introduced to their COM technologies at work, and their careers have paralleled the evolution of communication technologies and practices *traditionalists*: resist technology altogether (by some) if their employers allow them to, or do only what is necessary
cultural factors of strategy
*relationship with environment* = two mental frameworks: engineering-oriented (looking for info to support a strategy/change. the environment can be altered to the benefit of the company) vs. symbiotic-oriented (close ties with nature, so strategy has to lie with the environment) *relationship among people* = the reaction of a subordinate to the order of a superior will be in line with the expected modes of behavior (power distance, individualism/collectivism, self-sacrifice, competition...)
Lewin's model of change
*unfreezing*: create motivation to change, individuals encouraged to replace old behaviors/attitudes with new ones *changing*: MOVEMENT. providing employees with new info, behavioral models, processes/procedures, equipment/technology, or new ways of getting the job done *refreezing*: support/reinforce change...helping employees integrate changed behavior or attitude into their normal way of doing things
6 global leadership dimensions (GLOBE)
1. *charismatic/value-based leadership*: reflects ability to motivate, inspire, and expect high performance outcomes 2. *team-oriented leadership*: reflects effective team-building and implementation of a common purpose or goal among team members 3. *participative leadership*: reflects the degree to which managers involve others in making and implementing decisions 4. *humane-oriented leadership*: reflects supportive and considerate leadership but also includes compassion and generosity 5. *autonomous leadership*: reflects to independent and individualistic leadership 6. *self-protective leadership*: focuses on ensuring the safety and security of the individual
the cultural backgrounds of a group's members affect the way they function through 3 general types of mechanisms...
1. *cultural norms*: the orientation of specific cultures represented in the group toward the functioning of groups 2. *cultural diversity*: the number of diff cultures represented in the group 3. *relative cultural distance*: the extent of which group members are culturally different from each other
stereotyping corporate culture (refer to cross chart image)
1. *incubator*: a team without a leader. Person oriented and focused on self-realization, commitment to oneself and professional recognition. (Example: lawyers, architects,...) 2. *guided missile*: low degree of centralization and high degree of formalization. task-oriented with a management by objectives approach and a focus on the power of knowledge/expertise, commitment to tasks and pay for performance (example: sales) 3. *family*: high degree of centralization and low degree of formalization. power-oriented with stress on personal relationships and an entrepreneurial character (example: startups) 4. *the Eiffel tower*: high degrees of centralization and formalization. role-oriented, with power attached to the position or role. great importance to job descriptions and evaluations, rules and procedures, order and predictability (example: police, army...)
leadership: behavioral theories
1. *task-oriented*: primary purpose is to ensure that people/equipment/other resources are used in an efficient way (initiating structures, transactional leadership) 2. *servant-leadership*: focuses on increased service to others rather than to oneself (listening, empathy, awareness, persuasion, building community) 3. *relationship-oriented*: primary purpose is to enhance employees' skills and to create positive work relationships (consideration, empowerment, servant-leadership) 4. *consideration*: involves leader behavior associated with creating mutual respect or trust and focuses on a concern for group members' needs and desires 5. *empowering*: extent to which a leader creates perceptions of psychological empowerment in others; reflects employees' beliefs that they have control over their work 6. *passive leadership*: called laissez-faire leadership; represents a general failure to take responsibility for leading
Kotter's steps for leading change
1. Establish a sense of urgency 2. Create the guiding coalition 3. Develop a vision and strategy 4. Communicate the change vision 5. Empower the broad-based action 6. Generate short-term wins 7. Consolidate gains and produce more change 8. Anchor new approaches in the culture
five different ways of handling conflict
1. avoiding (suppress conflict or back down altogether) 2. accommodating (placing other parties' interests above their own) 3. forcing (people rely on authority to solve conflict) 4. compromising (willing to give something up in order to reach a solution) 5. collaborating (desire a win-win situation, striving to address concerns and desires of all parties involved in the conflict)
types of biases affecting decision making
1. confirmation bias 2. overconfidence bias 3. availability bias 4. representativeness bias 5. anchoring bias 6. hindsight bias 7. framing bias 8. escalation of commitment bias
4 types of organizational structures in reference to cultural diversity
1. domestic firms 2. multidomestic firms 3. multinational firms 4. global firms --independent structures --one of the phases of development when going global
forms of organizational structure
1. geographic structure 2. functional structure 3. product structure 4. mixed structure 5. matrix structure 6. network structure 7. transnational structure 8. holacracy
factors affecting expat success
1. individual factors 2. demographics 3. foreign language ability and previous international experience (prior experience can help) 4. nationality of expats 5. gender of expats 6. expat training
5 important keys for a broad-spectrum theory on cross-cultural adaptation
1. macro and micro level 2. short and long-term adaptation 3. new learning and psychological growth 4. cross-cultural adaptation process 5. conditions of cross-cultural adaptation
the fundamental preferences of multinational companies (MNOs) for particular staffing strategy have been described as...
1. polycentric (local foreign managers only) 2. ethnocentric (home country managers predominate) 3. geocentric (mix of nationalities at home and abroad) 4. regiocentric (a mix of nationalities within regions)
the staffing strategy of an MNO is affected by...
1. stage of internationalization 2. country of origin 3. size and task complexity of its foreign affairs 4. cultural distance of the affiliate to the headquarters
types of corporate cultures
1. tough guy/macho culture 2. work hard/play hard culture 3. bet-your-company culture 4. the process culture
success has been focused primarily on three outcomes of the expatriate experience...
1. turnover 2. adjustment 3. task performance
"cultural web"
?
holacracy
?
global market strategy
EXPATS the managers sent from headquarters to the subsidiary abroad are not only able to concentrate on the specific needs of the local market but can also analyze the tendencies in the global market for the benefit of the whole company
external and internal forces for change
EXTERNAL = demographic characteristics, technological advancements, shareholder/customer/market changes, social and political pressures INTERNAL = human resource problems/prospects (unmet needs), managerial behavior/decisions (conflict/leadership/structural reorganizations)
U-curve of cross cultural adjustment
In the honeymoon stage, everything is new, exciting, and interesting and the new environment intrigues the expatriate in much the same way as if the expatriate were a tourist. At the culture shock stage, the expatriate becomes frustrated and confused because the environment is not providing familiar cues. At the adjustment shock stage, the expatriate begins to understand cultural differences, learns the ways to get things done, and begins to settle into the rhythm of daily living in the foreign country. At the mastery stage, the expatriate becomes able to function in the new culture almost as well as at home.
z theory
Japanese way of leadership (Ouchi) assumes that employees are disciplined, have a strong moral obligation to work hard, and want to establish cooperative working relations with their colleagues management's job is to ensure that employees increase their knowledge of the company through training and job rotation workers are expected to develop a loyalty to the company and to devote themselves to it for their working life
a group becomes a team when...
Leadership becomes a shared activity Accountability shifts from strictly individual to both individual and collective The group develops its own purpose or mission Problem solving becomes a way of life, not a part-time activity Effectiveness is measured by the group's collective outcomes and products
nonviolent communication (aspects, components)
NVC focuses on three aspects of com 1. *self-empathy*: deep and compassionate awareness of one's own inner experience 2. *empathy*: understanding of the heart in which we see the beauty in the other person 3. *honest self-expression*: expressing oneself authentically in a way that is likely to inspire compassion in others focuses on 4 components: 1. observation 2. feelings 3. needs 4. request
individualism/collectivism and culture, emotions, conflict
People from individualistic cultures are less constrained in their ability to overcome an impasse than negotiators from collectivistic cultures. The latter are more likely to share the same perception of a given event and unlike their individualistic counterparts will find it difficult to suggest a way to round an obstacle. Those from collectivistic cultures are unlikely to respond overtly to emotion. Their obligation to maintain group harmony and conform to its ways may not allow them to express their frustration openly or make emotional responses individually. People from collectivistic societies are more sensitive to emotions that arise from a contravention of relational norms than from failure to attain desired goals.
repatriation
Reentry's to one's home country after a long sojourn requires a process of adjustment similar to that of the initial transfer overseas. The longer employees are overseas, the more difficult is their adjustment on return.
adjustment-performance relationship
Research considers that an overseas assignment is successful if the individual... 1. meets the performance expectations of quality of both home country and host country superiors. 2. develops and maintains satisfactory relationships with local nationals. 3. acquires skills related to managing people of different cultures. remains on assignment the agree-upon length of time.
6 less than perfect strategies for handling crucial conversations
SILENCE 1. *masking*: understanding or selectively showing our true opinions--sarcasm, sugarcoating, and couching are popular forms 2. *avoiding*: we talk without addressing real issues 3. *withdrawing*: pulling out of a convo altogether (exiting convo or room) VIOLENCE 4. *controlling*: coercing others to your way of thinking, done through either forcing your views or dominating the convo. (cutting others off, overstating facts, changing subjects, directive questions) 5. *labeling*: putting a label on people/ideas so we can dismiss them under a general stereotype or category 6. *attacking*: moved from winning the argument to making person suffer (belittling/threatening)
difficult conversations method
STATE S = share your facts (least controversial, more persuasive elements that support what you want for yourself/relationship) T = tell your story (describe what has happened, how you'd like to see it change) A = ask for others' facts and stories (key to creating dialogue, which is essential for a productive convo) T = talk tentatively (facts came first, now add "color" or describe the impact on you via your story) E = encourage testing (make it safe for others to share opposing views...critical to maintain mutual respect)
factors affecting expat success - demographics
The age of the expatriate has been found to be positively related to organizational commitment, work adjustment, and job satisfaction, and negatively correlated with willingness to relocate, intent to leave, and general satisfaction. Married expatriates have been found to be more satisfied and higher performers. The adjustment of the spouse or family is positively related to expatriate adjustment and negatively related to the intent to leave.
factors affecting expat success - gender of expats
The percentage of women expatriates is currently about 25%, which is lower than the percentage of women in management (around 35%). A persistent barrier for women has been the reluctance of companies to send them overseas. Compared to men, women are exposed to additional work and non-work challenges, including the attitudes of local nationals toward working women but also family issues, such as child care and dual career conflicts. There is no difference between men and women on performance managers.
factors affecting expat success - nationality of expats
The vast majority of research overseas has been conducted with U.S. expatriates. The cultural background of the expatriates themselves as well as the characteristics of the foreign culture can influence some aspects of their overseas experience.
tough guy/macho culture
This culture takes a lots of risks and quickly finds out whether its actions have been successful. Decisions are made quickly. 'Find a mountain and climb it'. Examples: police, hospital, management consulting.
work-to-family conflict vs. family-to-work conflict
WTF: occurs when experiences at work interfere with family life, like extensive/irregular/inflexible work hours, etc. FTW: occurs when experiences in the family interfere with work life (presence of young children, primary responsibility for children, elder care responsibilities, etc.) --three subtypes here have been identified: time based (competing time requirements across work and family roles), strain based (pressures in one role impairing performance in the second role), behavior based (incompatibility of behaviors necessary for the two roles) also important to consider --workaholism --gender roles
task performance
a distinctive feature of the expat role is the requirement that expats meet the often-conflicting performance expectations of home office superiors and host nationals expatriate performance appraisals are often extensions of systems developed for domestic purposes that do not adequately take account of the unique qualities of expat roles
network structure
a network has company units with a horizontal system of communication responsibility and decision-making are dispersed
norming
a respected member (other than leader) challenges the group to resolve power struggles and questions about authority and power are resolved group becomes cohesive increasing team member interactions and interdependence of work tasks help overcome conflict
factors affecting expat success - individual factors
ability to manage phycological stress, communicate effectively, establish international relationships Expats identified five characteristics of individuals related to success: 1. Family situation 2. Adaptability 3. Job knowledge 4. Relational ability 5. Openness to other cultures
performing
activity is focused on problem solving contributors get work done without hampering others climate of open communication strong cooperation great deal of helping behavior
culture shock
affects EMOTIONS (from euphoria to depression to contentment) affects SOCIAL SKILLS AND IDENTITY (from national to transnational social skills and an international identity) affects THINKING (from stereotyping to culturally effective thinking)
turnover
aka premature return of expatriates to their home country most frequently used measure of expatriate success (or failure) special concern for firms because the extra costs of maintaining these employees and the attrition rate for employees who take an overseas assignment is GREATER than for those who do not
merging cultures (three levels, four strategies, dependencies)
an alliance between companies is one area where the most serious cultural problems arise merger process has THREE levels: strategic, organizational, and human FOUR merger strategies: deculturalization, assimilation, separation, integration type of merger strategy depends on... 1. how strong the buyer's influence is on the culture of the company being absorbed 2. the degree to which the company to be absorbed is bound to its own culture
nonverbal communication
any message sent/received independent of written or spoken word time/space, distance, color/dress/behavior, positioning, etc. 65-95% of every conversation is interpreted through nonverbal communication
countries that present the most challenge for expatriates are... (2016)
china (14%) brazil (12%) US (8%) india (6%) russia (5%) saudi arabia (4%)
managing multicultural work groups - common purpose
creating a shared sense of purpose among work group members is especially important in multicultural work groups it requires managers to understand and be sensitive to the values, attitudes, and beliefs of culturally different work group members the existence of common goals can also facilitate a positive work group identity, especially critical for global virtual teams
role of expatriates
cultural distance increases the tendency for MNOs to use expatriates in overseas subsidiaries, but this tendency becomes weaker over time
cultural view of strategy
culture and strategy are inextricably connected
confirmation bias
decision maker (1) subconsciously decides something even before investigating why it is the right decision, and (2) seeks information supporting that decision and discounting information that does not ex: gun control
framing bias
decisions are influenced by the manner in which a problem or question is framed...which is why framing decision questions in alternative ways is recommended to avoid this bias car accident example with broken glass "smashed"
proxemics
describes study of how people perceive their social and personal space awareness of the differences between cultures with regards to proxemics is indispensable when interacting with other cultures
organizational structure + variables that influence it
describes the way an institution is organized to carry out its objectives and pursue its projects variables that influence: 1. size 2. business environment 3. internal/external factors
conflict management
desired outcomes of managed conflict: 1. *agreement*: an agreement that leaves one party feeling exploited or defeated will tend to breed resentment and subsequent conflict 2. *stronger relationships*: good agreements enable conflicting parties to build bridges of goodwill and trust for future use --parties who trust each other are more likely to keep their end of the bargain 3. *learning*: functional conflict can promote greater self-awareness and creative problem solving -recommendations: --work to eliminate specific negative interactions --conduct team building --encourage and facilitate friendships via social events --foster positive attitudes --avoid or neutralize negative gossip practice the above--be a role model
transnational structure
dispersed, interdependent, specialized structure national units make differentiated contributions to integrated worldwide operations knowledge is developed jointly and shared worldwide
nvc - feelings
emotions or sensations, free of thought and story distinguished from thoughts ("i feel i didn't get a fair deal") and from words colloquially used as feelings but which convey what we think we are ("inadequate"), how we think others are evaluating us ("unimportant"), or what we think others are doing to us ("ignored") feelings are said to reflect whether we are experiencing our needs as met/unmet identifying feelings allows us to more easily connect with one another and resolve conflicts ex: there's half an hour to go before the show starts, and i see that you're pacing (observation). are you nervous? --"i see your dog running around without a leash and barking (observation). I'm scared"
geographic structure
employees are grouped according to region in the broad sense each region has a head and firm's headquarters maintain control of "strategic planning"
availability heuristic
extent to which instances or occurrences of an event are readily brought to mind influences manger's judgements on the frequency, probability, or likely causes of that event based on life experiences, so cultural differences are easily suggested the problem here is that recent information is not necessarily the best or most accurate information ex: lottery organizers heavily promoting winners so people will think their chances are higher than they actually are
individuals are more receptive to an overseas assignment if they...
have high outcome expectations (personal agency) few family concerns, such as partner's employment or children's schooling (low barriers) those who have worked in organizations with an international focus (opportunities) --it seems there is a conflict between the expectations that firms have for an expatriate and the perceptions that expatriates have of their role
bet-your-company culture
high risk, slow feedback long-term investments relations inside the company such as discussion are encouraged in order to take the right decision
competing values framework (CVF)
identifies four fundamental types of organizational culture 1. clan (collaborate): cohesion, empowerment 2. adhocracy (create): adaptability, creativity, innovation, growth 3. hierarchy (control): consistency, efficiency, smooth functioning 4. market (compete): customer focus, enhancing competitiveness, goal achievement
decision making
identifying and choosing alternative solutions that lead to a desired state of affairs rational decision making: identifying problem/opportunity -> generate alternative solutions -> evaluate alternatives and select a solution -> implement/evaluate solution non-rational decision making (normative model): personal characteristics and a lack of internal/external resources -> tendency to acquire manageable rather than optimal amounts of info -> leads to satisficing (a solution that is "good enough")
managing multicultural work groups
it is unrealistic for managers to control the cultural composition of work groups they must try to maximize the consequences (outcomes) of both homogeneity and diversity 1. work group task and structure 2. broad evaluation criteria 3. composition and task requirements 4. common purpose
the process culture
low-risk activities and little feedback typical of banks, insurance companies and financial companies, but also highly regulated industries such as pharmaceutical companies
is communication gender related?
male perspective = expected to COM more aggressively, hide emotions female perspective = focus on rapport and relationships, seek and give conformation and support
representativeness heuristic
manager's assessment of the likelihood that an event will occur is influenced by how similar the occurrence is to their mental representation (stereotype) of similar experiences
anchoring and adjustment heuristic
manager's often make a judgement by starting from some initial point and then adjusting to yield a final position the initial point/anchor can come from the way a problem is framed, or from random information *anchoring bias* occurs when decision makers are influenced by the first information received about a decision, even if it is irrelevant...this bias happens because initial information anchors our judgements/decisions (ex): central African republic's population is close to 5 million...do you know what is DR Congo's population? ex: campbells, toilet paper
overconfidence bias
most of us tend to be overconfident about estimates or forecasts this bias grows in strength when people are asked moderate/difficult questions rather than easy ones ex: a person who thinks he is invaluable to his employer when almost anyone could actually do his job...might show overconfidence by coming in late to work because he doesn't think he would get fired --or by being overly demanding about getting a raise and threatening to quit if not
managing multicultural work groups - broad evaluation criteria
multicultural groups should be evaluated in terms of group processes and individual outcomes as well as a task accomplishment multicultural work groups often take longer to reach their potential than do homogeneous work groups taking advantage of the benefits of cultural diversity involves boosting exploration activities (experimentation, innovation, and divergent thinking)
managing multicultural work groups - composition and task requirements
multicultural work groups are very sensitive to the need for resources the organization has to ensure that the work group has the task-related knowledge, skills, and abilities required to complete the group tasks
hindsight bias
occurs when knowledge of an outcome influences our belief about the probability that we could have predicted the outcome earlier danger is that we get overconfident about our foresight which leads to bad decisions
conflict
occurs when one party perceives that its interests are being opposed or negatively affected by another party escalation of conflict characteristics: -change in tactics -number of issues grows -issues move from specific to general -number of parties grow -goals change
work-family conflict
occurs when the demands or pressures from work and family domains are mutually incompatible can take two distinct forms: work interference with family and family interference with work conflicts can be social (boss vs professor) or cognitive (thoughts about school interfere with work) begins at home organizational culture must support use of family-friendly programs for employees to use them (it's not enough to simply provide child care...employees must also feel supported and comfortable using it) varies across generations *FLEXSPACE* such as telecommuting, is when policies enable employees to do their work from different locations besides the office *FLEXTIME* is flexible scheduling, either when work is expected to be completed (deadlines) or during which particular hours of the day (10-5 or anytime today)
House's path goal theory
path-goal theory holds that leader behaviors are effective when employees view them as a source of satisfaction or as paving the way to future satisfaction leaders are expected to do this by... 1. reducing roadblocks that interfere with goal accomplishment 2. providing the guidance and support needed by employees 3. linking meaningful rewards to goal accomplishment
mixed structure
preferred by organizations that wish to extend their international business activities
leadership + trait theories of leadership
process whereby an individual influences a group of individuals to achieve a common goal TRAIT THEORIES leaders need... 1. *cognitive abilities* to identify problems and causes for rapidly changing situations 2. *interpersonal skills* to influence/persuade others 3. *business skills* to maximize the use of organizational assets 4. *strategic skills* to craft an organization's mission, vision, strategies and implementation plans
nvc - request
request for a specific action, free of demand distinguished from demands in that one is open to hearing a response of "no" without this triggering an attempt to force the matter if one makes a request and receives a "no" it is recommended not that one give up, but that one empathize with what is preventing the other person from saying "yes" before deciding how to continue the conversation it is recommended that requests use clear, positive, concrete action language ex: "I notice that you haven't spoken in the last ten minutes (observation). Are you feeling bored? (feeling)" -If the answer is yes, you might bring up your own feeling and propose an action: "I'm finding these people really interesting to talk with. How about we meet up in an hour when I'm done here?"
funcitonal structure
responsibilities are arranged according to functional areas each areas had a head of (marketing, finance, human resources..)
heuristics
rules of thumb (cognitive tools) that people use to simplify decision-making heuristics can result in biases in making decisions 3 general heuristics: 1. availability 2. representativeness 3. anchoring and adjustment
adjustment
second major focus of research on expat success has been the ability of the expat to overcome culture shock and adjust to the new environment a psychological definition of adjustment = a condition consisting of a relationship with the environment in which needs are satisfied and the ability to meet physical and social demands exists U CURVE OF CROSS CULTURAL ADJUSTMENT
team
small number of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable team players are COMMITTED, COLLABORATIVE, AND COMPETENT!!
product structure
staff is organized according to product lines, which are in turn grouped according to product divisions
the group development process
stage 1 = FORMING stage 2 = STORMING stage 3 = NORMING stage 4 = PERFORMING stage 5 = ADJOURNING
individual staffing decisions - selection process
technical competence is the primary decision criterion used by firms in selecting employees for these assignments the 2016 global relocation trends survey reported that for 54% of expatriate assignments the objective was to fill a managerial or technical skills gap
escalation of commitment bias
tendency to stick to an ineffective course of action when it is unlikely that the bad situation can be reversed ex: someone purchasing a used car, which turns out to need repairs every few weeks...an effective way of dealing might be so sell the car without incurring further losses, but many would spend hours/hundreds/thousands in repairs in hopes they might recover initial investment, wasting time and energy trying to justify their purchase
effect of national culture on strategy
the country manager has the mandate of implementing the company's strategy, but is at the center of the strategic tension between defending the company's market positions against global competitors on one hand, and satisfying the demands of the local subsidiary on the other it is necessary to understand the national culture of the host country to respect their norms, and also to understand the corporate goals, strategies, and values in order to communicate them effectively to the LOCAL employees
context
the environment in which communication takes place/helps to define the communication culture is also context *high context cultures*: most of the info is contained in the context where the message is being sent (relationships, situation)--IMPLICIT *low context cultures*: information is contained in message itself/words--EXPLICIT
nvc - observation
the facts (what we are seeing, hearing, touching) as distinct from our evaluation of meaning and significance NVC discourages static generalizations "when we combine observation with evaluation, others are apt to hear criticism and resist what we are saying" instead, a focus on observations specific to time and context is recommended ex: "it's 2am and i hear your stereo playing" states an observed fact, while "it's way too late to be making such an awful racket" makes an evaluation
domestic structure
the firm has offered its products or services almost exclusively to the domestic market if they sell products abroad, it is because foreign customers buy them ethnocentric perspective; no sensitivity towards cultural differences
transnational (or global) structure
the global strategies of human resources become essential and the diversity present allows mutually beneficial relations to be created
individual staffing decisions - decision to accept an overseas assignment
the motives for people from the US for accepting an assignment were... 1. a sense of vocation 2. financial rewards 3. the desire to escape undesirable circumstances at home --enhancing an international career remains a significant factor in the decision to accept in the reasons for refusal to accept, family concerns on the partner's career were given in 56% of cases
multidomestic structure
the organization is presented as a set of sub-units in several countries which operate autonomously each of these firms takes into account the particularities of the local market
matrix structure
there are two lines--functional and project--that share responsibility
multinational structure
there is an internal organization whose culture is affected by the cultural diversity present there is a management of multinational diversity within the firm
leadership: situational theories
there is not a single "best" style of leadership--Fiedler believes one dominant style is resistant to change as situations change, different styles become appropriate a leader's style is described as either *task-motivated* (focuses on accomplishing goals) or *relationship-motivated* (focuses on developing positive relationships with followers) 1. Fiedler's contingency model 2. House's path goal theory
Schein's mechanisms of change
those ways that enable a leader to implement and maintain the corporate culture can also be used to change the culture of an organization: 1. design/structure of organization 2. system and procedures used 3. the "rites and rituals" used in an organization 4. the design and layout of the organization's physical space 5. stories of important events and people 6. formal statements of the organization's philosophy
Fiedler's contingency model
three dimensions of situational control: 1. *leader-member relations*: extent to which the leader has support/loyalty/trust of the work group--most IMPORTANT component of situational control...good relations suggest that the leader can depend on the group, thus ensuring the group will try to meet the leader's goals and objectives 2. *task structure*: amount of structure contained within tasks performed by the work group...leader has more control/influence over employees performing tasks due to guidelines on how the job should be completed (second most important component of situational control) 3. *position power*: degree to which the leader has formal power to reward, punish, or otherwise obtain compliance from the employees
storming
time of testing testing leader's policies and assumptions and how they fit into the power structure subgroups take shape subtle forms of rebellion occur
firms are filling an overseas position with an expatriate for one of three reasons:
to fill a technical requirement to develop the manager to develop the organization --the staffing strategy affects the role that the employee is expected to fill while on the overseas assignment
conflict management and cohesiveness
too much cohesiveness can breed groupthink because a desire to get along pushes aside critical thinking
group
two or more freely interacting individuals who share norms and goals and have a common identity
nvc - needs
universal human needs, as distinct from particular strategies for meeting needs it is posited that "everything we do is in service of our needs" ex: "i see you're looking away while i'm talking, and you've been speaking so quietly i can't hear you (observation). please speak up so i can understand"
managing multicultural work groups - work group task and structure
work groups with high degrees of interpersonal interaction (teams) will be more susceptible to both the process losses and gains produced by cultural differences among members less structured tasks, such as creative-problem solving and decision-making, are more open to the influence of cultural differences than the highly structured and regulated production tasks
adjourning
work is done group moves on to other things return to independence eased by rituals celebrating "the end" and "new beginnings" leaders should emphasize valuable lessons learned
