Chap013 Leadership Across Cultures International Management Culture , Strategy and Behavior 国际企业管理文化、战略与行为课件.ppt
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1、,Leadership Across Cultures,chapter thirteen,McGraw-Hill/Irwin,Copyright 2009 by The McGraw-Hill Companies, Inc. All Rights Reserved.,Chapter Objectives,The specific chapter objectives are: DESCRIBE the basic philosophic foundation and styles of managerial leadership EXAMINE the attitudes of Europea
2、n managers toward leadership practices COMPARE and CONTRAST leadership styles in Japan with those in the United States,Specific Chapter Objectives (continued):,REVIEW leadership approaches in China, the Middle East, and developing countries. EXAMINE recent research and findings regarding leadership
3、across cultures. DISCUSS the relationship of culture clusters and leader behavior to effective leadership practices, including increasing calls for more responsible global leadership.,Leadership Foundations,Leadership Foundations,Theories X, Y and Z (philosophical background): Theory X: A manager wh
4、o believes that people are basically lazy and that coercion and threats of punishment often are necessary to get them to work. Theory Y: A manager who believes that under the right conditions people not only will work hard but will seek increased responsibility and challenge. Theory Z: A manager who
5、 believes that workers seek opportunities to participate in management and are motivated by teamwork and responsibility sharing.,Leadership Foundations,Leadership Behaviors and Styles: Authoritarian: use of work-centered behavior designed to ensure task accomplishment. Paternalistic: use of work-cen
6、tered behavior coupled with protective employee centered concern Participative: use of both work or task centered and people centered approaches to leading subordinates.,Leadership Foundations,Leadership Foundations,Leadership in the International Context,How leaders in other countries attempt to di
7、rect or influence their subordinates. International approaches to leadership Research shows there are both similarities and differences. Most international research has focused upon Europe, East Asia, the Middle East, and developing countries such as India, Peru, Chile, and Argentina.,The Characteri
8、stics of Effective Global Leaders,McGraw-Hill,Source: Black, Morrison & Gregersen, Global Explorers: The Next Generation of Leaders, Routledge, 1998.,Demonstrating Savvy,McGraw-Hill,Global leaders demonstrate two types of savvy: Global business savvy Recognizing global market opportunities requires
9、considerable insight and sensitivity. Knowledge of topics such as international finance, marketing, and accounting Fact-based in their decision-making.,Demonstrating Savvy,McGraw-Hill,Global leaders demonstrate two types of savvy: Global organizational savvy Awareness of the product lines offered by
10、 key subsidiaries Familiarity with the cost structures and overall competitiveness of key subsidiaries Understanding how to attract resources and top management attention Insights into where managerial and employee talent are located within the global organization,Exhibiting Character,McGraw-Hill,Em
11、otional Connections-important for three main reasons: They help leaders better understand local market conditions They help leaders better understand conditions within the company, They help leaders identify and mentor future leaders within the organization.,Exhibiting Character,McGraw-Hill,Integrit
12、y failure to embrace consistent ethical standards: Jeopardizes the ability of managers to lead globally Rumors and loss of reputation may spread globally,Maintaining Perspective,Perspective has two dimensions: The ability to manage uncertainty. The ability to balance globalization and localization p
13、ressures.,Maintaining Perspective,McGrawHill,Managing Uncertainty Affected by differences in competitive norms, markets, values, and governments. Affected by quality and quantity of available competitive, economic, social, and political data, especially in emerging markets.,Maintaining Perspective (
14、cont.),McGraw-Hill,Balancing tensions between globalization and localization includes a range of issues: Whether affiliates have the right to export products and compete with other affiliates Whether companies should rely on global web-sites for product information and sales or whether affiliates sh
15、ould be give a free-hand to develop their own sites Whether the companys brands should be globally maintained or revised and maintained by local affiliates.,Inquisitiveness,McGraw-Hill,Inquisitiveness acts as a kind of “glue” that holds global leadership competencies together and keeps leaders relev
16、ant. Inquisitiveness is not a competency, but rather a state of mind.,Inquisitiveness,McGraw-Hill,Inquisitiveness is important: To develop a clear understanding of global markets or organizational resources. To learn about changing local conditions, local values, or gets close to employees and custo
17、mers. For effective and timely decision-making around which activities to globalize and which activities to localize.,The major approaches to cultivating Global leadership,To build global management team To cultivate host country staff To switch international position To make full use of internation
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