4 nimish ccm final

8/8/2019 4 Nimish Ccm Final

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Presented by group 4


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Six Insights from the GLOBE Study

Charismatic/Value Based: captures ability ofleaders to inspire,motivate, encourage high performance outcomes from others based onfoundation of core values

Team-oriented: emphasis on effective team building andimplementation of common goalamong team members

Participative: extent to whichleaders involve others in decisions anddecision implementation

Humane-oriented: comprises supportive and considerate leadership

Autonomous: independent and individualistic leadership behaviors

Self-protective: ensures safety and security of individualand group

throug

hstatus en

hancement

and f

ace-s

aving


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Mean score from Globe Project

Charismatic (6.04)

Team-Orientated (5.74)

Particip

ative (5.72)

Humane Leadership (5.08)

Autonomous (3.82)

Self-Protective (3.08)


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The profile ofleadership for the Anglo countries emphasizes thatleaders are especially charismatic/value-based, participative, andsensitive to people

Anglo countries want leaders to be exceedingly motivating and

visionary, not autocratic, and considerate of others. Furthermore, they report that leaders should be team oriented and

autonomous.

The least important characteristic for Anglo countries is self-protective leadership. They believe it is ineffective ifleaders are statusconscious or prone to face saving.


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LeaderLeaderSubordinate InteractionsSubordinate Interactions

McGraw-Hill/Irwin 2006 The McGraw-Hill Companies, Inc. All rights reserved.Adapted from Figure 131: LeaderSubordinate Interactions

Participative Leader

Subordinate Subordinate Subordinate

Continual interaction and exchange ofinformation and influence between leader

and subordinates.


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Leadership characteristic


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In this cluster, emphasis placed on participative leadership as ameans to facilitate effective leadership.

As the countries in this clusterare relatively individualistic in

cultural orientation, and allare democracies, people place greatemphasis on their freedom and being able to have their say.

It is therefore very important foraleader to recognize this, toinclude all relevant parties in the decision making process, todelegate responsibility, and not to try to lead uncompromisingly

from the top.


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In New Zealand, for example, alow score on Family

Collectivism means that aleader using a team-orientated style

must be ta

sk

focuseda

nd ensure th

e job gets done. In a country suchas Ireland, on the otherhand, a team orientated

leadership style can be more family-orientated in that the team is

viewed as a surrogate family unit with team building and

diplomacy behaviors coming to the fore.


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The most effective leadership style in this cluster is a charismatic

value-based style, encompassing a need to be visionary and to

inspire followers.

An effective leader must also use botha team-orientated andparticipative leadership style. Sucha style focuses on the team

through collective goals and rewards while allowing the team to

set its own structure and take responsibility.


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Maslows hierarchy of needs

Lower-level needs must be satisfied before higher-level

needs become motivators

A need that is satisfied no longer motivates For Anglo culture, autonomy and self-actualization were

most important and least satisfied needs

Anglo cultures reward entrepreneurial effort and do

support achievement motivation.


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Goal-Setting Theory

In Anglo culture, Employees perform extremely well

when they are assigned specific and challenging goals that

they have had ahand in setting

Thus employee participation in setting goals is

motivational


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Negotiation styles

UK

CANADA

SOUTH AFRICA

IRELAND

US

AUSTRALIA


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Communication and Negotiation Styles

- AUSTRALIA Australians are transactionaland while it is not necessary to use an

intermediary to make business introductions, at the same time,

networking and relationship building can be an important factor to

long-term business success.

Most senior-level executives within an industry willknow one

another. Since the population of the country is relatively smalland

many people remain in the same town all theirlives, people strive to

develop harmonious working relationships as they neverknow when

th

ey will

ha

ve to work

with

tha

t personagain.

Communication with employees is typically direct, often witha bit of

humor. Avoid 'hard sell' techniques and do not misinterpret a relaxed

attitude as indicative ofalackofattention to detail.


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Communication and Negotiation Styles-

IRELAND The Irish do not like to say "no" so to avoid cross cultural

miscommunication, make sure you understand what has orhas not

been agreed.

Th

ey prefer to offer noncommittal

responses such

as "m

aybe". T

heIrish focus on short-term results and benefits when reaching decisions.

Avoid confrontational behavior orhigh-pressure tactics, which can be

counterproductive.

Never make exaggerated claims about your products or delivery

dates. The Irishare more impressed by results than promises.

The Irish prefer to do business with people they feel comfortable

with, so be prepared to engage in some casual relationship building,

suchas dinner or drinks at alocal pub.


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- UK Communication will be direct and reserved. They avoid

confrontational behavior orhigh-pressure tactics.

They avoid displays of emotion and do not argue on the

basis of feelings.

Decision-making is slow and deliberate and so patience

may be a necessary cross culturalattribute.

( It is a good idea to send aletter summarizing what wasdecided and what the next steps are. )


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- Canada Although personal relationships are not required to

conduct business, expect some small talkbefore turning

over into the business discussions. Communication is

generally direct and Canadians have no difficulty in sayingno.

As a rule, FrenchCanadians are proud of their culture and

heritage. They take special pride in theirlanguage and

speaking it well. If you do not speakFrench, it is a goodidea to learn a few key phrases, since it demonstrates an

interest in maintaining along-term relationship.


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- South Africa Women have yet to attain seniorlevel positions. If you are a woman,

you can expect to encounter some condescending behaviorand to be

tested in ways that a male colleague would not.

Do not interrupta

South

African w

hile t

hey

are spe

aking. Sout

hAfricans strive for consensus and win-win situations.

Include delivery dates in contracts as deadlines are often viewed as

fluid rather than firm commitments.

Start negotiating witha realistic figure. Decision-making may be

concentrated at the top of the company and decisions are often madeafter consultation with subordinates, so the process can be slow and

protracted. Patience may be a necessary cross culturalattribute.


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Communication and Negotiation Styles-

USA The American negotiating style tends to be a "hard sell"sometimes.

A strong pitch may sound boastful but is meant to inspire confidence andtrust. It is also consistent with the penchant forlogical reasoning, directnessand comfort with self-promotion.

American negotiators may have little familiarity with, or patience for, theformal business protocol, indirect communication style, or consensualdecision-making practices of other countries. Their focus is on the short termand the "big picture" --securing the best deal in a timely manner.

Theirapproach is informal, cordialand straightforward. The U.S. team willreveal its position and expect the other party to engage in a competitivebargaining process. Ifa deadlock is reached tenacity, creativity, and

persuasiveness will come to the fore. Despite the "hard sell" tactics, negotiating partners should not feel pressured

into making a decision. The Americans expect their counterparts across thetable to be similarly pragmatic and single-minded in trying to secure afavorable deal.


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References

http://www.kwintessential.co.uk/intercultural/management

/australia.html

Research on leadership in a cross-cultural context:Making

progress, and raising new questions - MarcusW. Dickson

The Anglo Cluster:Legacy of the British Empire - Neal

M. Ashkanasy

http://www.wor

ldbusinesscu

lture.com/Business-in-

Austria.html

http://www.kwintessential.co.uk/intercultural/management

/ireland.html


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THANKYOU !!!

4 nimish ccm final

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