MGT340 - Week 6 Notes
MGT340 - Week 6 Notes MGT 340 100
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This 6 page Class Notes was uploaded by Rose_Esqui on Sunday October 11, 2015. The Class Notes belongs to MGT 340 100 at Pace University - New York taught by Hwang in Fall 2015. Since its upload, it has received 39 views. For similar materials see International Management in Business, management at Pace University - New York.
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Date Created: 10/11/15
Chapter 6 Organizational Cultures amp Diversity 1 The Nature of Organizational Culture A Organizational Culture 1 Shared values amp beliefs enabling members to understand their roles and the norms of the organization including a Observed behavioral regularities typified by common language terminology rituals b Norms re ected by things such as the amount of work to do amp the degree of cooperation between management amp employees c Dominant values that the organization advocates amp expects participants to share i Low absenteeism high efficiency B Other values and beliefs 1 Philosophy set forth regarding how to treat employees amp customers 2 Rules dictating do s amp don ts of employee behavior pertaining to productivity intergroup cooperation amp customer relations 3 Organizational climate as re ected by the way participants interact with each other treat customers amp feel about how they are treated by senior level management H Interaction Between National amp Organizational Cultures A National cultural values of employees may significantly impact their organizational performance B Cultural values employees bring to the workplace are not easily changed by the organization HI Dimensions of Co orate Culture rang IE1 irn im ed Eur gr t iultur M i l Ae eltlee minute Tn ee neietent end gireeiee Tn MINE fer eeeureee end Tn Issue pien eeretTazu pure Lie ees dime and db eetivee l n enemier te dEtBilTiJ re ne and genieIL Get it right innwere endi prxegreree n fer it ll il l il l Jill Hereen Tn put the de mende ed the jet heftre the needs if Te nut th e needs e f 39ie iindieiidiueil heirre the neede e 39 the iindieid uel ne jean I l l tit39 39 l i f i a Flmfl l illall Tin ideslithe with and mpndrljd the Qip ti n Ed The Tn pursue the einn e and idere le ant men genie eeinnel empire ring mgenieetieanet preehiee rEnrntmuninatulun ue en Guarded TEE lii WMEITE end eneeerene e 11Lquot 6an TWP E i l Ti mender ewe L39EIWIFEI39I Hit239 Q r ll f l Hi lfj millw err Intemretinn ean enlinln e1 iinfermetlnn and nglnien Enntrgxl 39ili1gnl1t Lagen TEE i liii l iri 39p39 nun deer d iifl deriiliIE 39p ilii i lf39i s Tiii FEEElma dli39i 39lfld I ie l gf t f liili Iii l le end greeeduree at the eitu etien E nr iur t mrunntllnnnai Pragmatic Tea pm the enpertiee end e lenderrde ed the ermnleeriing Te mil the demende endl exeee39letiene ef wetemere nrgenize lien firei39L Tn dd wine we knew e rig I11 relt Te de whet negr eel Enema Adapted from e elude by the Diagnosing rgenize ienel Eu he re nr Strategic agp ieetign iDDCES aIi mug end renewed in lien Heeei clin Meneging Tuiturei l39 ereneee tteragree Fer CemnetJ39n39ee Advantage Werh rnghem England Addieen3939a eele 15 p EelE3 IV European Perceptions of the Cultural Dimensions of US Operations amp European Operations of the Same MNC International Management Page 1 letiei tiee uteme Jule F e reen Serperete Pmteeeiene iii TE ht Lease Conwentiunel Frag math I J I i i I l i i 3 331 BE 33 EliCl 35 E E3 3E IilEI ll nil239 Aet ivitee DlJlTDJLIIIE llcile F39e reen Earlenerem meeeeiennll 1 EB E11 eee leeertl Tie ht Leeera ue neemienezl Frag rnetie i l 3t 31 31239 ee 3E3 3 33 3939 El e1 4 EDUJ39DEf d plt veel ru n a etude Ie39f the Diegirieeing egenieen tienel E LJIEZLI re fer St rategit ppleeti eeeem geeLie Him rehertezcl fin Liee Hemeslim Hem5mm HillierSI f ereeeee ltrelemee fer el eetufmtitilm dvemae te W Fi Eif l ii jmd Eh ie reel ritiligmmt hgilnyla 1995 en MT 145 V European Management Characteristics liable IiiE Ewenearl manganeth Ehereeterie ee Ehereeteri eeie Wee tern Mertheen Eee ter ln Sewti eem mine ei ien limited lilingielesml Emileell kl ennetwl illitelyii Cerperete Iailizirrimereei elimiieietretiee Inztituetir iel Familial Management etztriibtimee Beheyier Experiential Freieeeieeel Develepmeetel E ewieiel Attitude Seneetien Tilt llgii iiit Inteitien Feeling Inetitutieneii medele Fenetiee Seleemenel nip Eentrel reduetiee Pereeeeeil E truetur e ll39reneeetien Iiliererelw Eyetem Metwerl Seeietel idee Eeeneimiee Free market Eirigiete Seeieli market Eevremueel Phileeeelw Pragme tiie Hetieeel Helietie i lumenietie E ulturel imagee Art Theatre reiii39teeture Mueie Eleme Eultule leegieEeeenl i eiliei li ermaniel iLetinl Seureef eleptee item Fleeelel lLeeeen end Fired Neuleeuert Euireeen Menagerieem Eyeteme MieErew H39iillj Lendenld il fEli e rind repented in Liee Fleeeleliin Managing uiturei i ereeeee Stretegfee fear Elemee tiee ie39eentege lWerIeinghem Engileesd EddieeeWeelew il ElEiEF pi MEL VI Organizational Cultures in MNCs A Shaped by numerous factors including cultural preferences of leaders amp employees B Some MNCs have subsidiaries that aside from logo amp reporting procedures wouldn t be easily recognizable as belonging to the same MNC C There are four critical steps to successfully integrate organizational cultures after international expansion Via mergersacquisitions International Management Page 2 The two groups establish the purpose goals amp focus of their merger Then mechanisms are developed to identify most important structures amp manager roles Next the groups determine who has authority over resources Finally the expectations of all involved participants are identified communication between departments amp individuals is facilitated D Organizational Cultures 99 F Equity Ful llmentoriented culture Projectoriented culture INCUBA Task Emphasis Person Emphasis FAMILY a LTOWER Roleoriented culture Poweroriented culture Hierarchy Source Adapted from FonsTrompenaars Riding the L39Vaves of Culture Understanding Dive51w m Globe Busmess Burr Ridge IL Irwin 1994 p 164 1 Family Culture a Strong emphasis on hierarchy amp orientation to persons i Power oriented headed by leader regarded as caring parent ii Management takes care of employees ensures they re treated well amp have continued employment iii Catalyze amp multiply energies of personnel or end up supporting leader who is ineffective amp drains energy amp loyalties 2 Eiffel Tower Culture a Strong emphasis on hierarchy amp orientation to task i Jobs well de ned coordination from top ii Culture narrow at top broad at base iii Relationships are specific amp status remains with the job iv Few offthej ob relationships between manager amp employee v Formal hierarchy is impersonal amp efficient 3 Guided Missile Culture a Strong emphasis on equality in workplace amp in task i Culture oriented to work ii Work undertaken by teams or project groups iii All team members equal iv Treat each other with respect v Egalitarian amp taskdriven organizational culture 4 Incubator Culture a Strong emphasis on equality and personal orientation i Organization as incubator for selfexpression amp selffulfillment ii Little formal structure iii Participants confirm criticize develop nd resources for or to help complete the development of an innovative product or service VII National Patterns of Corporate Culture International Management Page 3 Egalitaria a i enmazrk I wriitzerllanrd Mama ailSweden 5A I l aes a IL F I i reland 39 d Persian V MEHIEET m an Task New Eealaad elgilum hall s eHum sangr i ElIIrnaeee v i anewa Israel ail mgigaha Nigeria I Eiuaair1quot r39395quotriquot e quotlada Eeuth Kansas a I Hueranshieall See a ssrasaate free Fass39 rsm peas ans E nl Charles Hlampale Tarrier ma a the Wases af Sahara Hadersiana39mg Disremit Fa Elisha Sissiesas Enid eel Haw39ferk MeGrawHill 19933 a 131 VIII Managing Multiculturalism amp Diversity A Both domestically amp internationally organizations lead workforces with a variety of cultures consisting of largely diverse populations 1 Women amp Men 2 Young amp Old 3 Black White Latin Asian Arab Indian etc 4 Many others IX The Evolution of International Corporations Phase 1 Phase E Phase Phase 21 Dames e Internatie asl Multinafianal lalaall fi was rm s rm s rms X Locations of International CrossCultural Interaction International Management Page 4 Phase TI Phase Planet 3 Phase 1 Do meslliiit Infarnatio rial Multinational Global fi rme fl rrns rms firms XI Types of Multiculturalism A Domestic Multiculturalism 1 Multicultural amp diverse workforce operating in MNC home country B Grou Multiculturalism 1 employees of the same ethnicities ages genders etc 2 minor mixture of employees With different ethnicities ages genders etc 3 e ual mixture of employees from 2 groups of ethnicity age gender etc 4 equal mixture of employees from all groups of ethnicity age gender etc XII Potential Problems Associated With Diversity A When cultural diverse groups come together they often bring preconceived erroneous stereot pes With them B the assumption that one39s own opinions beliefs preferences values amp habits are normal amp others think the exact same way C communication that results from inaccurate perceptions faulty internal lters ersonal inte retations of information and social isolation D Hmay cause lack of cohesion resulting in unit s inability to take concerted action or be productive XIII Advantages of Diversity A Enhances creativity B Leads to better decisions C Generates more effectiveproductive results D Prevents groupthink E Can facilitate highly effective teams under right conditions XIV Building Multicultural Team Effectiveness Select team members for taskrelated abilities not solely based on ethnicity Team members must recognize amp be prepared to deal With their differences The team leader must help identifydefine the overall goal Mutual respect among members is critical Managers must give team positive feedback on process amp output FLUOPUP International Management Page 5 International Management Page 6