mgmt 510 – international management – doha 2011 class 1, november 12, portland

MGMT 510 – INTERNATIONAL MANAGEMENT – DOHA 2011

Class 1, November 12, Portland

Agenda for Today

Course Overview Objectives and Competencies Design Topics Assignments

Culture Culture and Leadership Cultural Intelligence

Qatar Cultural Heritage Leadership Opportunities and Challenges

Concluding Thoughts

Course Overview

COURSE OBJECTIVES

Globalization can provide enormous strategic opportunities for firms today. Understanding the global environment provides the knowledge of those opportunities, as well as the cultural, political, market and regulatory issues that make managing globally a complex and challenging endeavor. This course will provide an understanding of the comparative advantage of nations, the challenges and opportunities presented by sustainable development issues, and firm strategic opportunities. It will be framed from the perspective of firms in the renewable energy sector deciding where to make a significant capital investment.

Course OverviewMBA COMPETENCIES Global Awareness: Effective leaders recognize and

understand the interconnections of the global economic, political, societal and environmental systems and the impact these interconnections have on organizations’ strategies, operations and people.

Sustainability: Effective leaders recognize and understand the interconnections of the global economic, political, societal and environmental systems and the impact these interconnections have on organizations’ strategies, operations and people.

Leadership: Effective leaders think with the future in mind and act with strategic intent. They understand and embrace risk-taking, diplomacy, and conflict resolution. Ultimately, they bear accountability for expanding scope of consciousness.

Assignments and Grading

The grading for the course is allotted for the following course requirements.

(1) Pre-Departure Culture Report 15% DUE December 2 by 5:00 pm

(2) Pitch Phases 2 minute pitch 5% Monday, December 125 minute pitch 10% Tuesday, December 1310 minute pitch 25% Wednesday, December 14

(3) Professionalism 15% Week in Doha

(4) Comparative Investment Opp Report 30% DUE January 13 by 5:00 pm

Culture and Leadership

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Cultural Intelligence

The ability to adapt to new cultural settings

Capability to cooperate effectively with other people from a dissimilar cultural background and understanding

Ability to function in Culturally Diverse situations

Thomas & Inkson (2003) Early & Ang (2003) Early, Ang & Tan (2006)

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CQ finds a place alongside the different components of intelligence:

Emotional Intelligence (EQ)

Social Intelligence (SQ)

CQ picks up where EQ leaves off by taking the impact of culture on interactions into

account

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Meta-Cognition (Head)Learning StrategiesClues to shared understandings

Motivation (Heart)Overcome setbacksHigh Self-Efficacy & Confidence

Behaviour (Body)Mirror Customs & GesturesAdopt Habits & Mannerisms


Top three management challenges in 21st Century global organizations

EIU survey results Based on 555 senior executives Across 68 nations

1. Understanding customer demands across culture

2. Managing cross-border teams3. Finding cross-cultural talent


Globalization and domestic diversity make cultural intelligence an essential set of capabilities for employees in contemporary organizations.

Cultural Intelligence (CQ) is the capability to function effectively in situations characterized by cultural diversity


A key individual capability that reduces use of overly simplistic stereotypes

enhances sensitivity to cultural differences

enhances relationships and performance in multicultural situations



Multiple Intelligences More than General Mental Ability Emotional Intelligence (EQ) Cultural Intelligence (CQ)

CQ = State-Like Capability That can be enhanced by training and experience


CQ-Strategy Making sense of multi-cultural experiences

CQ-Knowledge Understanding cultural similarities and differences

CQ-Motivation Channeling attention toward other cultures

CQ-Behavior Verbal and non-verbal flexibility to fit different

cultures

CQ - Strategy

CQ-Strategy is a person’s capability to make sense of inter-cultural experiences.

acquire and understand cultural knowledge. Reflect on own thought processes and those

of others. Includes

strategizing before an inter-cultural encounter,

checking assumptions during an encounter, and

adjusting mental maps when actual experiences differ from expectations.

CQ - Knowledge

CQ-Knowledge is a person’s understanding of how cultures are similar and how cultures are different.

reflects general knowledge structures and mental maps about cultures.

Includes knowledge about economic and legal

systems, norms for social interaction, religious

beliefs, aesthetic values, language in different cultures, and cultural values.

CQ - Motivation

CQ-Motivation is a person’s capability to channel attention toward experiencing other cultures and interacting with people from different cultures.

Reflects magnitude and direction of energy applied

toward learning about and functioning in cross-cultural situations.

Includes intrinsic value people place on culturally

diverse interactions and sense of confidence that they can function

effectively in settings characterized by cultural diversity.

CQ – Behavior

CQ-Behavior is a person’s capability to adapt behavior so it is appropriate for different cultures.

Reflects verbal and non-verbal flexibility.

Includes a flexible repertoire of behavioral responses

that are appropriate to a variety of situations and

capability to modify both verbal and nonverbal behavior based on those involved in a specific interaction or in a particular setting.

So, where is it exactly that we’re going together?

And I don’t mean simply in terms of geography…but let’s start there…

Who are the Qatari?

Bedouin – trace descent from nomads of Arabian Peninsula

Hadar – mostly descend from migrants from present-day Iran, Pakistan and Afghanistan

Abd – literally means “slaves”; descend from slaves from east Africa.

Source: Fighali, 2007

All Qatari citizens

Who lives in Qatar?

About 1.5 million males and about 350 thousand females

About 300,000 Qataris with the rest… 20% other Arab nations 20% Indian 13% Nepali 10% Filipino 7% Pakistani 5% Sri Lankan 5% other


20% Qatari80% Immigrant

What are “their” values?

The basic values most commonly Collectivism,

In-group, Interdependence, Shame Hospitality

Prestige, Checks-and-Balances Honor

Face-saving Influence of Bedouin values remains strong,

despite the fact that around 90% of the population in the region presently resides in villages or cities


What are some traits of communication?

Indirect high-context

Elaborate expressive

Affectiveness Emotional (rather than logical)


What influences Qatari leadership?

Islamic values Bedouin traditions Oil (and Gas) wealth Expatriates/immigrant labor force Globalization

Source: Abdalla, 2001

Qatar: Opportunities and challenges

In 2010, Qatar was the fastest growing economy in the world with a real GDP growth rate of 19.40 percent.

Since 2008, Qatar has been consistently ranked among the top three fastest growing economies in the world.

Qatar's oil and natural gas industries account for 50 percent of GDP, 85 percent of export earnings and 70 percent of the government's revenue.

Source: Business Insider


One of the lowest unemployment rates in the world, with only 0.5 percent of the labor force unemployed.

Qatar’s residents are considered to be the wealthiest in the world. Qatar’s GDP per capita (PPP) is the highest in the world at US$88,232.51. By 2015 it's expected to rise to US$116,996.84.

Source: Business Insider


Qatar - The Global Competiveness Report 2011-12 Transition from Factor-driven to Efficiency-driven economy Basic Requirements: Ranks 12th

Institutions, Infrastructure, Macroeconomic Environment, Health and Primary Education

Efficiency Enhancers: Ranks 27th

Higher ed & training, goods market efficiency, labor market efficiency, financial market development, technological readiness, market size

Innovation and Sophistication Factors: Ranks 16th

Business sophistication, innovation

Source: The Global Competiveness Report 2011-12, World Economic Forum


“Qatar is developing at an unprecedented speed. Its rapid spatial development, natural resource use and exceptionally high population growth are posing major environmental challenges. In order to ensure that future generations of Qataris can sustain the opportunities enjoyed by current generations, economic development and protection of the environment must be balanced.”

Source: Advancing Sustainable Development, Qatar National Vision 2030


1. Modernization and preservation of traditions;2. The needs of this generation and the needs of

future generations;3. Managed growth and uncontrolled expansion;4. The size and quality of the expatriate labour

force and the selected path of development; and

5. Economic growth, social development and environmental management.

Source: Advancing Sustainable Development, Qatar National Vision 2030

Concluding Thoughts

Culture Report Reasons for and approaches to “Pitch”

assignment Reasons for and approaches to

“Comparative” assignment

Concluding Thoughts

What does a ‘successful experience’ look like to you?

How will you ensure a ‘successful experience’ for yourself?

What role(s) do your peers play in helping you have a ‘successful experience’?

mgmt 510 – international management – doha 2011 class 1, november 12, portland

Documents

leadership slide

pm slide

account slide

portland slide

course overview objectives

impact of culture

dissimilar cultural

minute pitch