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1、1,Chapter 2Managing Across Cultures,Chapter 2(1) _ Global Culture2 Chapter 2(2) _ Multicultural Teams11 Chapter 2(3) _ Motivation in a Global Context36 Chapter 2(4) _ Decision Making51 Chapter 2(5) _ Leadership68 Chapter 2(6) _ Global HRM92,2,Chapter 2(1) _Global Culture,3,CULTURAL MESSAGES COME FRO
2、M MULTIPLE SOURCES,Domestic International Global although most common challenges are addressed by nations, a global civil society is emerging,4,PEOPLE LOOK AT ALTERNATIVE ENTITIES FOR CULTURAL DIRECTION,Affiliative groups e.g., ethnic groups Nongovernmental organizations, e.g., the Womens League for
3、 Peace and Freedom Religious groups Regional associations, e.g., Economic Union Business organizations,6,TRANSITION TIME?,Are we at a point where nationality is less important to culture than in the past?,All of Us,7,WE SEE THAT SOME VALUES ARE COVERGING, OTHERS ARE NOT,The Planet Project The Roper
4、Poll of Values The World Values Survey The GLOBE Project,8,GLOBE RESPONSES ON GENDER EGALITARIANISM SHOWS COVERGENCE ON “SHOULD BE”,9,GLOBE RESPONSES ON HUMANEORIENTATION ALSO SHOWS COVERGENCE ON “SHOULD BE”,10,QUESTIONS OF GLOBAL AND LOCAL CULTURES,Will global culture replace or exist with local cu
5、ltures? Will global culture bring positive or negative outcomes?,11,Chapter 2(2)- Multicultural Teams,12,Two or more interacting individuals who come together to achieve some objectives. Groups can be either formal or informal, and further subclassified into command, task, interest, or friendship ca
6、tegories.,Group,13,A specific type of group where an emphasis is put on some level of member interdependence and on achievement of common goals,Team,All teams are groups Some groups are just people assembled together Teams have task interdependence whereas some groups do not (e.g., group of employee
7、s enjoying lunch together),14,Reasons for Team Popularity,Outperform individuals on tasks requiring multiple skills, judgment, and experience Better utilization of employee talents More flexible and responsive to changing events Facilitate employee participation in operating decisions Effective in d
8、emocratizing the organization and increasing employee involvement and motivation,15,16,Cohesiveness,Social-Oriented Cohesiveness: The degree to which members of the group are attracted to each other and motivated to stay in the group Task-Oriented Cohesiveness: The degree to which group members work
9、 together, cooperate and coordinate their activity in order to achieve group goals,17,Team Effectiveness Model,18,Groups Across Cultures,Two cultural dimensions are especially relevant: Individualism-Collectivism Power Distance Also Uncertainty Avoidance; e.g., potential for Role Conflict (esp. in m
10、ulti-functional teams),19,The Challenge in Shaping Team Players,Greatest where. The national culture is highly individualistic Introduced into organizations that historically value individual achievement,Less demanding. Where employees have strong collectivist values, such as Japan or Mexico In new
11、organizations that use teams as their initial form for structuring work,20,Cross-Cultural Differences,Crosscultural differences in intergroup processes Collectivistic cultures Expect little expression of conflict; favor suppressing conflict Prefer to personalize interaction; focus on people, despite
12、 what group they represent Group membership is an important part of identity and interaction,21,Power Distance and SDWTs,Nicholls et al. (1999) study of SDWT in Mexico: Why are teams failing in a highly collectivist culture such as Mexico? Major challenges in implementing SDWTs Workers expect to exe
13、rcise little control over work and not to be involved in decision making Expect clear instructions from the top and are not highly motivated by opportunity to initiate and take larger responsibility Can SDWT work in high-PD cultures? How?,22,Interpersonal Relationships,Individualists tend to have mo
14、re friends, but with lesser intensity level; Collectivists tend to have less friends, but with higher intensity level. Individualists are less suspicious towards out-group members and easier to make initial contact; Collectivists have stronger bonds with in-group members,23,Differential Group Proces
15、ses,Conformity: who is more conforming? Formal/regulated participation vs. spontaneous Social loafing versus social striving Preferences for group vs. individual rewards Equality (you deserve what you get) vs. Equity (you get what you deserve) vs. Need based decisions (to all according to their need
16、s),24,Conformity,Crosscultural variations in tendency to accept group pressure for conformity to group norms Japanese encourage high conformity to norms of a group that has the persons primary loyalty German students (in some experimental research) showed a lower tendency to conform Moderate conformity among people in Hong Kong, Brazil, Lebanon, and the United States,25,Teams Cultural Composition,Cultural Diversity: the number of different cultures represented in the group; Cultural Norm
