番茄花园-Chapter2ManagingAcrossCultures.ppt
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1、1,Chapter 2 Managing 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 FR
2、OM 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 fo
3、r Peace and Freedom Religious groups Regional associations, e.g., Economic Union Business organizations,5,Multiple messages and sources create CONFUSION AND UNCERTAINTY,Leading to new questions national cultures are less well able to answer but In a global society, we dont have a sense of the approp
4、riate rules by which all can live,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 Poll of Values The World Values Survey The GLOBE Project,8,GLOBE RESP
5、ONSES ON GENDER EGALITARIANISM SHOWS COVERGENCE ON “SHOULD BE”,9,GLOBE RESPONSES ON HUMANE ORIENTATION ALSO SHOWS COVERGENCE ON “SHOULD BE”,10,QUESTIONS OF GLOBAL AND LOCAL CULTURES,Will global culture replace or exist with local cultures? Will global culture bring positive or negative outcomes?,11,
6、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 categories.,Group,13,A specific type of group where an emphasis is put
7、 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 employees enjoying lunch together),14,Reasons for Team Popularity,Outperform
8、 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 democratizing the organization and increasing employee involvement an
9、d 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 together, cooperate and coordinate their activity in order to achie
10、ve 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 multi-functional teams),19,The Challenge in Shaping Team Players,Grea
11、test 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 organizations that use teams as their initial form for structuring w
12、ork,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 what group they represent Group membership is an important part of
13、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 exercise little control over work and not to be involved in decision ma
14、king 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 more friends, but with lesser intensity level; Collectivists tend to h
15、ave 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 Processes,Conformity: who is more conforming? Formal/regulated participati
16、on 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 needs),24,Conformity,Crosscultural variations in tendency to accept grou
17、p 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 State
18、s,25,Teams Cultural Composition,Cultural Diversity: the number of different cultures represented in the group; Cultural Norms: the orientations of the specific cultures represented in the group toward group dynamics and processes; and Relative Cultural Distance: the extent to which group members are
19、 culturally different from each other,26,Surface and Deep Diversity,In multicultural teams, diversity can be in the form of: Surface-level (black-American; Caucasian-American; French and Vietnamese) and/or Deep-level (Irish and English; Singaporean and Chinese; N. and S. Africans),27,Dynamics of Tea
20、m Diversity,Diversity Surface Deep,Affective Reactions Cohesion Satisfaction Commitment,Team Behaviours Communication Conflict Cooperation,Long-term Conseq. Performance Promotion Turnover,Group Dynamics,Social Context,Org. Context,28,Jackson, Joshi & Erhardt (2003),Surface-level diversity has more i
21、mmediate impact and is influential in early-stage/newly formed teams while deep-level becomes more important over time and its effects last longer. Diversity, in general, and cultural/ethnic diversity in particular, have mixed effects on team processes and performance; Less effect on simpler, motor-
22、based tasks; more effect on complex, interdependent teamwork,29,Earley & Mosakowski (2000),Studied effects of heterogeneity in transnational teams using experimental and field settings Reasoned that the effects of national heterogeneity on team performance is non-linear; Found that in the early stag
23、es, homogenous teams (those with only one major national group identity) outperformed both moderately heterogeneous (groups with two different sub-group identities) and highly heterogeneous (no clear sub-group identities exist) teams.,30,Earley & Mosakowski (2000),In the longer term, high-heterogene
24、ous teams performance increased as they managed to create a hybrid-culture; Such hybrid culture was not created in moderately heterogeneous teams, whose performance was lower than both high and low heterogeneity teams. Team processes mediated the effects of heterogeneity on team performance, such th
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