番茄花园-Chapter2ManagingAcrossCultures-资料

Cross-CulturalManagementCross-CulturalManagement1Chapter2ManagingAcrossCulturesChapter2(1)_GlobalCulture…2Chapter2(2)_MulticulturalTeams…11Chapter2(3)_MotivationinaGlobalContext…36Chapter2(4)_DecisionMaking…51Chapter2(5)_Leadership…68Chapter2(6)_GlobalHRM…92Cross-CulturalManagementCross-CulturalManagement2Chapter2(1)_GlobalCultureCross-CulturalManagementCross-CulturalManagement3CULTURALMESSAGESCOMEFROMMULTIPLESOURCES–Domestic–International–Globalalthoughmostcommonchallengesareaddressedbynations,aglobalcivilsocietyisemergingCross-CulturalManagementCross-CulturalManagement4PEOPLELOOKATALTERNATIVEENTITIESFORCULTURALDIRECTION•Affiliativegroupse.g.,ethnicgroups•Nongovernmentalorganizations,e.g.,theWomen’sLeagueforPeaceandFreedom•Religiousgroups•Regionalassociations,e.g.,EconomicUnion•BusinessorganizationsCross-CulturalManagementCross-CulturalManagement5MultiplemessagesandsourcescreateCONFUSIONANDUNCERTAINTY•Leadingtonewquestionsnationalculturesarelesswellabletoanswer–but•Inaglobalsociety,wedon’thaveasenseoftheappropriaterulesbywhichallcanliveCross-CulturalManagementCross-CulturalManagement6TRANSITIONTIME?•Areweatapointwherenationalityislessimportanttoculturethaninthepast?AllofUsCross-CulturalManagementCross-CulturalManagement7WESEETHATSOMEVALUESARECOVERGING,OTHERSARENOT•ThePlanetProject•TheRoperPollofValues•TheWorldValuesSurvey•TheGLOBEProjectCross-CulturalManagementCross-CulturalManagement8GLOBERESPONSESONGENDEREGALITARIANISMSHOWSCOVERGENCEON“SHOULDBE”1234567LatinAmericaAngloNordicGermanicLatinEuropeEastEuropeConfucianSAsiaArabIndigenousAfricaAsIsShdBeCross-CulturalManagementCross-CulturalManagement9GLOBERESPONSESONHUMANEORIENTATIONALSOSHOWSCOVERGENCEON“SHOULDBE”1234567LatinAmericaAngloNordicGermanicLatinEuropeEastEuropeConfucianSAsiaArabIndigenousAfricaAsIsShdBeCross-CulturalManagementCross-CulturalManagement10QUESTIONSOFGLOBALANDLOCALCULTURES•Willglobalculturereplaceorexistwithlocalcultures?•Willglobalculturebringpositiveornegativeoutcomes?Cross-CulturalManagementCross-CulturalManagement11Chapter2(2)-MulticulturalTeamsCross-CulturalManagementCross-CulturalManagement12Twoormoreinteractingindividualswhocometogethertoachievesomeobjectives.Groupscanbeeitherformalorinformal,andfurthersubclassifiedintocommand,task,interest,orfriendshipcategories.GroupCross-CulturalManagementCross-CulturalManagement13AspecifictypeofgroupwhereanemphasisisputonsomelevelofmemberinterdependenceandonachievementofcommongoalsTeam•Allteamsaregroups•Somegroupsarejustpeopleassembledtogether•Teamshavetaskinterdependencewhereassomegroupsdonot(e.g.,groupofemployeesenjoyinglunchtogether)Cross-CulturalManagementCross-CulturalManagement14ReasonsforTeamPopularity•Outperformindividualsontasksrequiringmultipleskills,judgment,andexperience•Betterutilizationofemployeetalents•Moreflexibleandresponsivetochangingevents•Facilitateemployeeparticipationinoperatingdecisions•EffectiveindemocratizingtheorganizationandincreasingemployeeinvolvementandmotivationCross-CulturalManagementCross-CulturalManagement15BasicGroupConceptsAcceptableStandardsofBehaviorSharedbytheMembersofaGroupExpectedPatternsofBehaviorBasedonaGivenPositioninaSocialUnitGroupRolesGroupNormsCross-CulturalManagementCross-CulturalManagement16CohesivenessSocial-OrientedCohesiveness:ThedegreetowhichmembersofthegroupareattractedtoeachotherandmotivatedtostayinthegroupTask-OrientedCohesiveness:Thedegreetowhichgroupmembersworktogether,cooperateandcoordinatetheiractivityinordertoachievegroupgoalsCross-CulturalManagementCross-CulturalManagement17TeamEffectivenessModel•Taskcharacteristics•Teamsize•TeamcompositionTeamDesign•Achieveorganizationalgoals•Satisfymemberneeds•MaintainteamsurvivalTeamEffectiveness•Teamdevelopment•Teamnorms•Teamroles•TeamcohesivenessTeamProcessesOrganizationalandTeamEnvironment•Rewardsystems•Communicationsystems•Physicalspace•Organizationalenvironment•Organizationalstructure•OrganizationalleadershipCross-CulturalManagementCross-CulturalManagement18GroupsAcrossCulturesTwoculturaldimensionsareespeciallyrelevant:•Individualism-Collectivism•PowerDistance•AlsoUncertaintyAvoidance;e.g.,potentialforRoleConflict(esp.inmulti-functionalteams)Cross-CulturalManagementCross-CulturalManagement19TheChallengeinShapingTeamPlayersGreatestwhere...–Thenationalcultureishighlyindividualistic–IntroducedintoorganizationsthathistoricallyvalueindividualachievementLessdemanding...–Whereemployeeshavestrongcollectivistvalues,suchasJapanorMexico–InneworganizationsthatuseteamsastheirinitialformforstructuringworkCross-CulturalManagementCross-CulturalManagement20Cross-CulturalDifferencesCross–culturaldifferencesinintergroupprocesses–Collectivisticcultures•Expectlittleexpressionofconflict;favorsuppressingconflict•Prefertopersonalizeinteraction;focusonpeople,despitewhatgrouptheyrepresent•GroupmembershipisanimportantpartofidentityandinteractionCross-CulturalManagementCross-CulturalManagement21PowerDistanceandSDWTsNichollsetal.(2019)studyofSDWTinMexico:•WhyareteamsfailinginahighlycollectivistculturesuchasMexico?•