Copyright © 2010 by the Mc. Graw-Hill Companies, Inc. All rights reserved. International OB: Managing Across Cultures Chapter 4 Mc. Graw-Hill/Irwin © 2008 The Mc. Graw-Hill Companies, Inc. All rights reserved.
Ch. 4 Learning Objectives 1. Define the term culture, and explain how societal culture and organizational culture combine to influence on-the-job behavior. 2. Define ethnocentrism, and explain how to develop cultural intelligence. 3. Identify and describe the nine cultural dimensions from Project GLOBE. 4. Distinguish between individualistic and collectivist cultures, and explain the difference between monochronic and polychronic cultures. 4 -2
Ch. 4 Learning Objectives 5. Specify the practical lesson from the Hofstede crosscultural study. 6. Explain what Project GLOBE researchers discovered about leadership. 7. Explain why US managers have a comparatively high failure rate on foreign assignments. 8. Summarize the research findings about Northern American women on foreign assignments, and tell how to land a foreign assignment. 9. Identify four stages of the foreign assignment cycle and the OB trouble spot associated with each. 4 -3
Culture is: a set of beliefs and values about how people should and do act It involves “taken for granted assumptions” • We do not understand that we do not understand 4 -4
Cultural Influences on OB Organizational culture § Economic/technological setting § Political/legal setting § Ethnic background § Religion Societal Culture § Personal values/ethics § Customs § Attitudes § Language § Assumptions Organizational behavior § Expectations 4 -5
Your Experience I have worked with people of other cultures at work or school. • A=Yes, B=No I have experienced a conflict or been frustrated when working with people of other cultures. • A = Yes, B=No 4 -6
Your Experience The conflict I experienced was due to cultural differences. • A=Yes, B=No, C= I don’t know Learning about different cultures is interesting to me. • 1=Strongly Disagree, 3= Neutral, 5= Strongly Agree 4 -7
Cultural Intelligence Cultural intelligence The ability to interpret ambiguous cross-cultural situations accurately. Involves: Recognizing different values and practices Understanding the meaning of others’ actions Perspective on one’s own ways 4 -8
Ethnocentrism: A Cultural Roadblock Ethnocentrism is the belief that one’s native country, culture, language, and modes of behavior are superior to all others How do you overcome this? 4 -9
Test Your Knowledge A high performing manager was chosen for a foreign assignment. She tells a colleague “I plan on just doing business the way I always do. Why change what works? ” People in the new culture may perceive her to be…. a. Ethnocentric b. Culturally intelligent 4 -10
High vs. Low Context Cultures High-Context Rely heavily on situational cues for meaning What characterizes high -context cultures? What countries have high-context cultures? Low-Context Meaning is derived from the written and spoken word What characterizes lowcontext cultures? What countries have low -context cultures? 4 -11
Contrasting High-Context & Low-Context Cultures 4 -12
Cultural Dimensions from the GLOBE Project Power Distance Uncertainty Avoidance Institutional Collectivism In-group Collectivism Gender Egalitarianism Assertiveness Future Orientation Performance Orientation Humane Orientation 4 -13
Countries Ranking in GLOBE Dimensions 4 -14
Individualism vs. Collectivism Individualistic “I” and “Me” cultures Priority given to individual freedom and choice Example countries? Collectivist “We” and “Us” cultures Rank shared goals higher than individual desires and goals Subordinate their own wishes and goals to those of the relevant social unit Example countries? 4 -15
Cultural Perceptions of Time Monochronic Preference for doing one thing at a time because time is limited, precisely segmented, and schedule driven. What characterizes monochronic cultures? What countries have monochronic cultures? Polychronic Preferences for doing more than one thing at a time because time is flexible and multidimensional. What characterizes polychronic cultures? What countries have polychronic cultures? 4 -16
(distance in feet) US Interpersonal Zones Interpersonal Distance Zones Public 12. 0 Social 4. 0 Personal 1. 5 Intimate 0 Arab Asian + Latin American Cultures North American + Northern European 4 -17
Test Your Knowledge Cultures in which people tend to get right to the point would be considered: a. Polychronic b. Proxemics c. High context d. Low context 4 -18
Cultural Dimensions: Hofstede Study Power Distance How much do people expect inequality in social institutions? Individualism- How loosely or closely is the person socially bonded? Collectivism Masculinity. Femininity Uncertainty Avoidance Does the person embrace stereotypically competitive, masculine traits or nurturing, feminine traits? How strongly does the person desire highly structured situations? 4 -19
Test Your Knowledge: How did the US score? A= True, B= False 1. The US scored relatively high in individualism. 2. The US scored high in femininity. 3. The US scored low on uncertainty avoidance. 4 -20
Leadership Attributes - GLOBE 4 -21
Foreign Assignments Would you consider taking a foreign assignment for a 6 months to 1 year duration? • A=Yes, B=No Expatriates – Anyone living or working in a foreign country 4 -22
Why U. S. Expatriates Fail on Foreign Assignments Personal and family adjustment problems Homesickness Lack of: • • Cultural adaptability Patience Flexibility and Tolerance for other’s beliefs 4 -23
North American Women on Foreign Assignments Proportion of female expatriates has grown Barriers: Selfdisqualification and assumption that women would not be welcomed Viewed as foreigners first, then as women 4 -24
Tips for Landing a Foreign Assignment While in school, pursue foreign study opportunities and become fluent in one or more foreign languages From first interview, clearly state your desire for a foreign assignment Become very knowledgeable about foreign countries where you would like to work Network with expatriates in your company Be visible Stay informed about company’s international strategies and programs Polish your cross-cultural communication skills 4 -25
The Foreign Assignment Cycle (with OB Trouble Spots) Home Country Experiences 1. Selection & training “unrealistic expectations” Foreign Country Experiences 2. Arrival & adjustment “culture shock” Reassignment 4. Returning home & adjusting “reentry shock” 3. Settling in & acculturating “lack of support” 4 -26
Key Cross-Cultural Competencies 4 -27
Test Your Knowledge When Peter becomes aware of practices different than his own, he tries to perceive things in a different cultural context. He also reminds himself to look at his own practices from the perspective of those from different cultures. Based on this vignette, is Peter demonstrating cross -cultural competence? • A. Yes • B. No 4 -28
International OB: Managing Across Cultures Supplemental Slides Chapter 4 © 2008 The Mc. Graw-Hill Companies, Inc. All rights reserved.
International OB: Think Globally; Act Locally 4 -30
International OB: Think Globally; Act Locally Walmart’s Business Model in China • In city centers, multi-level buildings • Offer fresh food 4 -31
International OB: Think Globally; Act Locally Walmart China - Emphasizes good will in community • “Retailtainment” • School children visits • Play area in store • Book readings 4 -32
Importance of Culture - Disney “We’re also shifting our look at the world a lot. People have been misled by access to new markets to think that there is a homogeneous, one-world culture. We’ve discovered that pride in local culture and demand to won it is much greater than we had previously thought. ” ~ Bob Iger, CEO Disney Source: Siklos, R. The Iger Difference; Fortune, April 28, 2008, pg. 90 -94. 4 -33
Global Corporate Evolution Domestic Multi. Phase domestic Phase Multinational Phase Global Phase Competitive strategy Domestic Multi-domestic Multinational Global Importance of world business Marginal Important Extremely Important Dominant Primary orientation Product/ Service Market Price/Cost Strategy Product/ Service New, unique More standardized Completely standardized (commodity) Masscustomized Type of development emphasized Product engineering Process engineering Engineering not emphasized Product and process engineering Source: Adler, N. J. , & Gundersen, A. (2008). International Dimensions of Organizational Behavior, Fifth Edition, Thomson; Mason , OH. 4 -34
Global Corporate Evolution Domesti Multic Phase domestic Phase Multination al Phase Global Phase Technology Proprietary Limited sharing Widely shared Almost instantly and extensively shared R&D/Sales High Decreasing Very low Very high Profit margin High Decreasing Very low Initially high, yet immediately decreasing Competitors None Few Many Significant Market Small and domestic Large and multidomestic Larger and multinational Largest and global Source: Adler, N. J. , & Gundersen, A. (2008). International Dimensions of Organizational Behavior, Fifth Edition, Thomson; Mason , OH. ; 4 -35
Global Corporate Evolution Domestic Multi. Phase domestic Phase Multinational Global Phase Production location Domestic and primary foreign markets Multinational, based on least cost Global, least cost and best quality Exports None Growing, high potential Large, saturated Imports, exports, and “transports” Structure Functional divisions Functional with international division Multinational lines Global of business alliances, flattened “heterarchy” Structure Centralized Decentralized Coordinated and decentralized Source: Adler, N. J. , & Gundersen, A. (2008). International Dimensions of Organizational Behavior, Fifth Edition, Thomson; Mason , OH. 4 -36
Discussion Questions What trends to you notice as companies expand internationally? What management challenges might be present at each phase? 4 -37
International Business Trends Historic approach Headquarters, functions, and capital were in one place Manager dispatched to run regional operations Replication of domestic operations in other places Geocentric Organizations “You operate as if there’s just one time zone…and you’re Move work to the right places Organized around hubs of Source: with the J. & Hamm, S. Managing the Workforce, Business. Week, January 28, 2008 always on” CEO of Lenovo, Mc. Gregor, right talent expertise (e. g. , Lenovo) William J. Amelio 4 -38
Video Cases Cirque du Soleil Disney Imagineering 4 -39
Management in the Movies Gung Ho – “Assan Motors” In this scene, Stevenson has finally found his meeting with the Assan Motors executives. He sets up and begins his proposal to bring Assan Motors to Hadleyville. What would you have done differently than Stevenson? What decisions should the executives consider before opening a plant in the U. S. ? 4 -40
Managers Hot Seat: Let’s Break a Deal Characters: • Michael Sokolow - Mustang Jeans - US • Norio Tokunaka - Popwear - Japan Which cultural differences played a major role in this interaction? Both individuals acted according to their cultural norms. Who should have the responsibility for changing their style to work most effectively? 4 -41
Tips for Business Traveler’s Make Packing a Reflex Action • Pack the same items in the same way for every trip Get Briefed • Research latest economic and business information on the country you’re visiting Stick to top Business Hotels • They have excellent business centers; health clubs; and prestige that has influence with locals Source: Mc. Govern, P. (2007, April) How to be a Local, Anywhere, Inc. Magazine 4 -42
Tips for Business Traveler’s Arrive Early • Take a day or two to walk around and get “in tune” with the people, pace, and culture Bear Gifts • In Asia, Latin America, and Africa present your host with a simple gift Practice Humility • Don’t boast about your company or accomplishments • Talk about your children and their’s and your participation in philanthropic activities 4 -43
Ethical Dilemma: China has an immense patient population with a variety of health problems (cancer, diabetes, infectious diseases) • 160 million Chinese people have the hepatitis virus • China has 44% of the world’s total number of cancer cases Testing new drugs is less expensive and easier to recruit patients than in the US Source: The Rush to Test Drugs in China, Bruce Einhorn, Business. Week, May 28, 2007 4 -44
Ethical Dilemma: China US 1 -day in hospital $40 -$100 $750 -$1, 000 MRI $150 -$300 $1500 -$3000 Yearly Oncologist Salary $40, 000 & up $225, 000 and up Cost of new drug development $120 million $1 billion Source: The Rush to Test Drugs in China, Bruce Einhorn, Business. Week, May 28, 2007
Ethical Dilemma: China But…. . • People recruited into drug trials aren’t always wellinformed • Ethical questions regarding stem cell injections and treatments that alter patient’s genes and trafficking human organs make China a less attractive option Source: The Rush to Test Drugs in China, Bruce Einhorn, Business. Week, May 28, 2007 4 -46
MTV International Strategy “Mix youth sensibilities with local tastes” Don’t come across as a “cultural imperialist” Buy local businesses 4 -47
MTV: World Tour Countries Subscribers 1 st Qtr 2005 in Millions MTV Asia 140. 1 MTV Europe 125. 1 MTV United States 87. 6 MTV Russia 27. 1 MTV Brazil 18. 0 MTV Latin America 13. 7 MTV Canada 0. 8 MTV Japan 5. 4 MTV Australia 1. 0 4 -48
Test Your Knowledge: Culture Quiz Which of the following is true? a. Chinese managers find U. S. workplaces comfortable and natural. b. Chinese managers find interpersonal communications to be more blunt than in China. c. Chinese CEO’s usually delegate more responsibility to their subordinates than Americans expect. d. Chinese managers are keenly aware of laws on sexual harassment and equal opportunity and are experienced at handling them. 4 -49
Test Your Knowledge: Culture Quiz India "So, does this agreement meet with your approval? " you finally ask your Indian business colleague across the table, after having spent several hours negotiating an important deal. You believe you are very close to an understanding but are disappointed that your Indian colleague begins shaking his head, indicating he does not agree with you. "What else can we do for you? " you ask, feeling let down and disappointed. "Nothing, " he replies. How could this have gone so wrong? Taken from http: //tools. monster. com/archives/culturequizzes/ 4 -50
Test Your Knowledge: Culture Quiz – India (cont. ) A. Your problem comes from spending so much time at the table with your Indian colleague. In India, business meetings should last no more than one hour per session. B. In business negotiations in India, agreements must be approved by all people affected by the agreement, which typically means many others who may not have been present at the preceding negotiations. Therefore, asking whether the agreement 'meets with your approval' at the end of the negotiations reflects your naiveté and caused your Indian colleague to lose respect for you. Taken from http: //tools. monster. com/archives/culturequizzes/ 4 -51
Test Your Knowledge: Culture Quiz – India (cont. ) C. Indian businesspeople usually never sign paper agreements at the end of a negotiation. This is typically left for the solicitor, or attorney, and occurs over a period of several months after the negotiations are over. You simply should not have asked the question. D. You have an agreement; don’t worry! Your Indian colleague was not indicating disagreement to your question. You were misreading your Indian colleague’s nonverbal behavior. When Indians wobble their heads from side to side, in what sometimes looks like the 'no' sign to westerners, they are merely indicating they are listening thoughtfully to your statement. More often than not, it means they acknowledge and agree with what you are saying Taken from http: //tools. monster. com/archives/culturequizzes/ 4 -52
Test Your Knowledge: Culture Quiz Germany You have made a trip to Frankfurt and you have been eager to see one particular client who has been difficult to meet, and you finally get an appointment for 9 a. m. the next day. However, on your way to the meeting, you hit terrible traffic, and arrive at your appointment 20 minutes late. The door is closed, and the meeting room is filled with a certain chilliness that surprises you. "After all, " you think to yourself, "what is 20 minutes when I’ve come across the ocean? I guess they are just looking for a way out of doing business with me. " The meeting never seems to get going after that. Taken from http: //tools. monster. com/archives/culturequizzes/ 4 -53
Test Your Knowledge: Culture Quiz – Germany (cont. ) A. You are correct. They do not want to meet with you and are just using your lateness as an excuse to not do business with you. B. They probably do want to meet with you but expect you to be able to stay for lunch: It is critical in Germany that all first meetings with new people include lunch. C. It is an old-fashioned custom in some traditional businesses in Germany never to schedule meetings involving possible new ventures in the morning (as the morning is the time to get things done that are already needing attention, not new business deals, which might be risky). They probably do want to meet with you but are feeling a little put out that you did not call to let them know you were running late. D. Germans organize their time carefully, so punctuality is an important character trait, and something they look for in judging 4 -54 potential business partners.
Test Your Knowledge: Culture Quiz Mexico You are excited to finally be in Mexico City and meeting your colleague, Carlos Cantu. You extend your hand say you are pleased to meet him. However, Cantu suddenly pulls you close to him and wraps you in a strong embrace. You are a bit shocked and withdraw. You are really put out when, after a wonderful dinner in a restaurant near the Zocalo later that evening, he takes your arm for a stroll down the street. You wonder what Cantu can be thinking. Taken from http: //tools. monster. com/archives/culturequizzes/ 4 -55
Test Your Knowledge: Culture Quiz – Mexico (cont. ) A. Calm down. Cantu simply greeted you with a classic warm Mexican greeting: The abrazo, or embrace. It signals nothing more than genuine pleasure to know you. And, as a close associate with whom he feels he has developed trust, he is comfortable expressing his friendship by strolling after dinner with you, as friends might in Mexico, arm in arm. This is a very good sign. 4 -56
Test Your Knowledge: Culture Quiz – Mexico (cont. ) B. You did absolutely nothing wrong by quickly withdrawing from what was, perhaps for you, an uncomfortable and unusual indication of an unwanted advance. C. Strolling arm in arm simply expresses his pleasure that you picked up the bill at the restaurant. In Mexico, if you did not pick up the bill, he would not have taken your arm. As for the embrace earlier in the day, think nothing of it. He was expressing happiness that you were taking him out to dinner later that night. 4 -57
What International Managers Like to Do Variable U. S. Australia Italy Leading employees 1 1 5 Controlling employees 10 9 9 Making decisions 6 6 6 Negotiating 7 7 3 Networking 2 2 1 4 -58
What International Managers Like to Do Cont. Variable Japan Israel Leading employees 1 3 Controlling employees 9 8 Making decisions 4 2 Negotiating 7 7 Networking 3 5 4 -59
What International Managers Like to Do Cont. Variable U. S. Australia Italy Innovating 3 3 4 Monitoring 4 5 2 Informing others 5 4 7 Doing desk work 9 8 9 Handling time pressures 8 10 10 4 -60
What International Managers Like to Do Cont. Variable Japan Israel Innovating 2 1 Monitoring 5 4 Informing others 6 6 Doing desk work 8 10 10 9 Handling time pressures 4 -61
The Polychronic Attitude Index Strongly Disagree Neutral Agree Strongly Agree I do not like to juggle several activities at the same time. 5 4 3 2 1 People should not try to do many things at once. 5 4 3 2 1 When I sit down at my desk, I work on one project at a time. 5 4 3 2 1 I am comfortable doing several things at the same time. 1 2 3 4 5 4 -62
The Polychronic Attitude Index 1. 0 1. 5 Monochronic 2. 0 2. 5 3. 0 3. 5 4. 0 4. 5 5. 0 Polychronic 4 -63
Guidelines for Behavior & Ethics in Foreign Cultures: Cultural Relativism “When in Rome, do as the Romans do” Guiding Principles for a Middle Ground Cultural Imperialism “The sun never set on the British Empire” Assumption: Each Respect for core human values, which determine the absolute moral threshold for all business activities Respect for local traditions The belief that context matters when deciding what is right and what is wrong Assumption: People in culture is right in its own way; there are no international or universal standards Problems: Morally inconsistent Fosters “anything is okay” attitude all cultures should follow one set of behavioral and ethical standards Problems: Morally arrogant Insensitivity to local cultural traditions and tastes 4 -64
Conclusion Questions for discussion 4 -65
Скачать презентацию Copyright 2010 by the Mc Graw-Hill Companies
69142282bd5c3a277fd597e02307ee05.ppt