B across cultures
Chapters 2 & 3; Session 2
Study Questions
What is a high-performance organization? What is Human capital and how organizations
achieve competitive advantage? What are the dimensions of high involvement management? What is multiculturalism, and how can workforce diversity be managed? Why is globalization significant for organizational behavior? What is culture and how can we understand cultural differences How does cultural diversity affect people at work?
Transportation Technology
Effects of Globalization
Demographic Change
Cultural Change
Diversity
Transportation Technology
Flexibility
Communication Technology
Demographic Change
Flexibility Cultural Change Communicatio n technology Globalization Transportation technology Hyper Competition Faster pace of change Diversity
Diversity
Transportation Technology Globalization
Hyper Competition
High-performance organizations.
Value and empower people, and respect
diversity. Mobilize the talents of self-directed work teams. Use cutting-edge technologies to achieve success. Thrive on learning and enable members to grow and develop. Are achievement-, quality-, and customeroriented, as well as being sensitive to the external environment.
High-performance organizations
Stakeholders. The individuals, groups, and other organizations affected by an organizations performance. Value creation. The extent to which an organization satisfies the needs of strategic constituencies.
High-performance organizations
Total quality management (TQM). A total commitment to:
High-quality results. Continuous improvement. Customer satisfaction.
Meeting customers needs. Doing all tasks right the first time. Continuous improvement focuses on two questions:
Is it necessary?
If so, can it be done better?
High-performance organizations
Human capital. The economic value of people with job-relevant abilities, knowledge, ideas, energies, and commitments. Knowledge workers. People whose minds rather than physical capabilities create value for the organization. Intellectual capital. The performance potential of the expertise, competencies, creativity, and commitment within an organizations workforce.
High-performance organizations
Empowerment. Allows people, individually and in groups, to use their talents and knowledge to make decisions that affect their work.
Social capital. The performance potential represented in the relationships maintained among people at work.
High-performance organizations
Learning and high-performance cultures. Uncertainty highlights the importance of organizational learning. High-performance organizations are designed for organizational learning. A learning organization has a culture that values human capital and invigorates learning for performance enhancement.
Yes
Yes
No
Above Normal
Yes
Yes
Yes
Above Normal
Exhibit 1.2 Human Capital and Competitive Advantage Source: Adapted from J. Barney and P. Wright, On Becoming a Strategic Partner, Human Resource Management 37 (1999): 3146.
Extensive Training
Information Sharing Associates are given information concerning a broad variety of operational and strategic issues. Information is provided through bulletin boards, company intranets, meetings, posted performance displays, and newsletters. Incentive Compensation Associates are compensated partly on the basis of performance. Individual performance, team performance, and business performance all may be considered.
High-Involvement Managers
High-involvement managers:
Identify situations in which responsibility can be delegated Manage through encouragement and commitment rather than fear and threats Respect and value each associates skills and knowledge Empower people in ways that are consistent with their uniqueness as individuals Invest effort in building and maintaining trust
human capital.
Global context 0f OB
Most organizations must achieve high
Global context 0f OB
Forces of globalization. Rapid growth in information technology and electronic communication. Movement of valuable skills and investments. Increasing cultural diversity. Implications of immigration. Increasing job migration among nations. Impact of multicultural workforces
Global context 0f OB
Globalization is contributing to the
Global context 0f OB
Outsourcing.
Contracting out of work rather than accomplishing it
Off shoring.
Contracting out work to persons in other countries.
Job migration.
Movement of jobs from one location or country to
another
Global context 0f OB
Global managers. Know how to conduct business in multiple countries. Are culturally adaptable and often multilingual. Think with a worldview and are able to map strategy in the global context. Have a global attitude. Have a global mindset.
way again. If opportunity is lost today no problem, it may again return tomorrow. Emphasize present and often do more than one thing at a time
is almost upon us Create pressure for action and performance. People appreciate schedules and appointments, talk about saving and wasting time Long-range goals and planning is a way for managing future
Use of space. Proxemics. The study of how people use space to communicate. Reveals important cultural differences. Concept of personal space varies across cultures. Personal space can be thought of as the bubble that surround us Arabs and south Americans shorter distance North Americans greater distance Asians even further than North Americans Space is arranged differently in different cultures. In Polychronic cultures space is arranged in such a way that many activities can takes place at a time ( Italian and Spanish towns are arranged around central squares Plazas) In Monochronic cultures ( America) towns have traditional main street laid out in linear fashion
behavior.
Influences conduct of economic matters.
values and attitudes. Hofstedes five dimensions of national culture: Power distance. Uncertainty avoidance. Individualism-collectivism. Masculinity-femininity. Long-term/short-term orientation.
culture are the only ways of doing things. Ethnocentrism assuming that the ways of ones culture are the best ways of doing things.
It is parochial for a traveling American business man to insist that all his business contacts speak English It is ethnocentric for him to think that any one who dines with a spoon instead of knife and fork lacks proper table manners
Lets get down to business attitude and not deviate from regulations
Attribution
Attributed greater personal responsibility for success and group responsibility for failure
Self efficacy Individualistic subjects had enhanced self efficacy and displayed greater effort and performance when their training was directed towards personal actions and potential
Stress
Tendency toward commitment to goals that serve the best interest of the group, participative goal setting yield better results Relationship and interpersonal criteria are more salient features
Diffuse Culture: In this both the public space and private space are similar in size, individuals guard their public space carefully because entry into public space afford entry into private space ( Venezuela, China and Spain) Individuals in specific cultures are open, extroverted, there is a strong separation of work and private life. Individuals in diffuse culture often appear indirect and introverted, work and private life are often closely linked In diffuse culture, outsiders should respect a persons title, age, and background connections and should not get impatient when people are indirect or evasive In Specific culture, outsiders should try to get to the point, minimize the titles, play down achievements or skills not relevant to the situation