THE NEW GLOBAL MANAGER: LEARNING CULTURES ON THE FLY

Article by Luciara Nardon & Richard M. Steers

PowerPoint by Michael Varnell

Author Luciara Nardon

Education Bachelor’s degree in accounting from Universidade Federal do Rio

Grande do Sul, Brazil Graduate degree in accounting from Fundação Getúlio Vargas, Brazil Two master’s degrees in business from

Universidad de Ciencias Empresariales y Sociales, Argentina Peter F. Drucker Graduate School of Management, Claremont Graduate

University, U.S.A. Ph.D. in international management and strategy from the University of

Oregon, U.S.A. Currently an Assistant Professor at the Sprott School of

Business, Carleton University Research areas:

Cross-cultural management Virtual organizations Cultural approaches to technology management Socio-cognitive institutions

Author Richard M. Steers

Education: Ph.D., University of California, Irvine (Management and

Industrial Psychology), l973 M.B.A., University of Southern California (Industrial Relations),

l968 B.A., Whittier College (History), l967 University of Copenhagen, Denmark (Scandinavian Studies),

l965-l966 Currently a Professor Emeritus of Organization and

Management at Lundquist College of Business, University of Oregon, Eugene, Oregon

Research Areas Organizational behavior Work motivation theory Cross-cultural management

Working with Global Partners

Interacting in a global economy The problem is not just differences in

language, but in cultures. “the collective programming of the mind

that distinguishes one group or category of people from another” - Hofstede

Technological advancements increased the pace and complexity to new heights

Preconceived notions hinder successful relationships between cultures

Preparing for Global Assignments:

Issues: How do we succeed in a highly competitive

global economy? How can we learn new cultures and adapt?

Three key strategies Cultural Fluency Developing a Global Mindset Learning Cultures on the Fly

Cultural Fluency

Mastering the culture and language of a specific country

Most used for long-term periods of time (living abroad for a year, etc)

Is not as good if business will be done across several cultures; today’s business environment

Does require time and immersion, difficult to do in your home country.

Preparing for Global Assignments:Developing a Global Mindset

“An ability to develop and interpret criteria for personal and business performance that are independent of the assumptions of a single country, culture or context and to implement those criteria appropriately”

Allows you to interpret situations then choose the most appropriate action for each particular situation

Learn a bit about a lot of different cultures that you may come across

This is most used when you know you will be doing business with many cultures concurrently

Preparing for Global Assignments:Learning Cultures on the Fly

Other preparations may be better, but not always practical.

Principal challenges to adaptation: “Many intercultural encounters… leave little

time to learn about the other culture” May have many cultures working together and

is unclear which culture to adapt to. The increase of virtual meetings are making

inter-cultural interactions happen more quickly and may require learning on the fly.

“Learn how to learn” Create a climate and culture of learning

(Slater)

Individual Learning: Experiential Learning Theory

Developed by David Kolb Based on Dewey “Theory of experience”

(Kolb) Composed of Four stages that include

two modes of constructing knowledge Learn

Concrete experience Observation and Reflection

React Abstract Concepts and Generalizations Testing Implications of Concepts

May begin in any of the four stages.

Individual Learning: The Experiential Learning Process

Concrete Experience

Individual Learning: Experiential Learning Theory

Concrete Experience Results from actual interactions “We all share the same intensity of

experience” How did you feel

Observation and Reflection What are the facts and details What did you take away from the experience Does this shape the experience

Individual Learning: Experiential Learning Theory

Abstract Concepts and Generalizations Develop a theory explaining the experience And alternative courses of action

Testing Implications and Concepts Utilize the process to change concrete

experiences Continual process

Interdependent Learning: The Intercultural Interaction Learning Model

Developed because the other theory does not account for the social aspect of learning

“The learning process is seen as interdependent and interactive”

The best intercultural interaction results from all parties learning to work together efficiently

Four Steps: Negotiating Identity Negotiating Meaning Negotiating New Rules Negotiating New Behaviors

Interdependent Learning: The Intercultural Interaction

Learning ModelStep 1: Negotiating Identity

Self identity A cultural audit (Begley)

Individuals define themselves in relation to others

We often view others based on our own opinions and biases

Identity negotiation is critical Self-awareness Empathy

Interdependent Learning: The Intercultural Interaction Learning Model

Step 2: Negotiating Meaning Understand viewpoints Clarify and create certainty Negotiate meanings involves

Inquiry Advocacy

Focus on Information gathering; collecting information

from any and all sources Information analysis; interpret the information

in light of the context

Interdependent Learning: The Intercultural Interaction Learning Model

Step 3: Negotiating New Rules Needed to inform and guide future

interactions Should cover crucial obstacles Can combine cultures or implement new

one May intel un-intuitive methodologies (Metters)

Key skills Integration of information Transformation of information

Interdependent Learning: The Intercultural Interaction Learning Model

Step 4: Negotiating New Behaviors Implementing the negotiated rules

requires commitment and flexibility Utilize self-awareness and utilize

strengths Continue the process for new problems

encountered

Conclusion

Multicultural experiences are an increasing reality in today's business environments and managers must be able to work within many cultures to be successful.

In order to achieve this results managers: Should observe there environment Assess the context of the environment Analyze alternative actions Implement actions Review results and reapply

Refrences1. Nardon, Luciara and Steers, Richard M. “The New Global Manager: Learning

Cultures on the Fly.” Organizational Dynamics; 37.1 (2008): 47-59.2. A.Y. Kolb and D.A. Kolb, “Learning Styles and Learning Spaces: Enhancing

Experimental learning in higher education,” Academy of Management learning and Education, 2005 volume 4 issue 2 193-212

3. Slater, Stanley F. and Narver, John C. 1995 Market Orientation and The Learning Organization volume 59 issue 3 pp63-74

4. Metters, Richard 2008 A case study of national culture and off shoring Internal Journal of Operations & Production Management volume 28 issue 7-8 pp 727-747

5. Begley, Thomas, Boyd, David Why Don't They Like Us Overseas? Organizing U.S. Business Practices To Manage Culture Organizational Dynamicsvolume 32, Issue 4, November 2003, Pages 357-371

6. http://lcb.uoregon.edu/forms/profile/cv/steers%20CV.pdf7. http://www.sprott.carleton.ca/faculty_and _research/Inardon.html