developing global managers
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Developing Global Managers. Chapter Three. After reading the material in this chapter, you should be able to:. LO3.1 Describe a global mind-set, and explain how to build its three-component forms of capital. - PowerPoint PPT PresentationTRANSCRIPT
© 2012 The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin Copyright © 2012 by The McGraw-Hill Companies, Inc. All rights reserved.
Developing Global
Managers
Chapter Three
3-2
After reading the material in this chapter, you should be able to:
LO3.1 Describe a global mind-set, and
explain how to build its three-component
forms of capital.
LO3.2 Identify and describe the nine cultural dimensions from the GLOBE project.
LO3.3 Describe the differences between
individualistic cultures and collectivist cultures.
3-3
After reading the material in this chapter, you should be able to:
LO3.4 Demonstrate your knowledge of the
distinctions between high-context versus
low-context cultures and monochronic
versus polychronic cultures.
LO3.5 Explain what the GLOBE project has
taught us about leadership.
LO3.6 Identify an OB trouble spot for each
stage of the foreign assignment cycle.
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Cultural Influences on Organizational Behavior
3-5
Ethnocentrism
Ethnocentrism belief that one’s native country, culture,
language, and behavior are superior to all others.
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Becoming Cross-Culturally Competent
Cultural intelligence ability to interpret ambiguous cross-cultural
situations correctly
3-7
Project GLOBE
GLOBE (Global Leadership and Organizational Behavior Effectiveness) attempt to develop an empirically based theory
to describe, understand, and predict the impact of specific cultural variables on leadership and organizational processes and the effectiveness of these processes
3-8
Countries Ranking Highest and Loweston the GLOBE Cultural Dimensions
3-9
Individualism versus Collectivism
Individualistic culture - characterized as “I” and “me” cultures, give priority to individual freedom and choice
Collectivist culture – oppositely called “we” and “us” cultures, rank shared goals higher than individual desires and goals
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High-context cultures and Low-context cultures
High-context cultures – rely heavily on situational cues for meaning when perceiving and communicating with others
Low-context cultures – written and spoken words carry the burden of shared meanings
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Cultural Perceptions of Time
Monochronic time revealed in the ordered, precise, schedule-driven
use of public time that typifies and even caricatures efficient Northern Europeans and North Americans
Polychronic time seen in the multiple and cyclical activities and
concurrent involvement with different people in Mediterranean, Latin American, and especially Arab cultures.
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Leadership Attributes Universally Liked and Disliked
Table 3-2
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Preparing for a Foreign Assignment
Expatriate refers to anyone
living and/or working outside their home country
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The Foreign Assignment Cycle
Figure 3-2
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Key Cross-Cultural Competencies