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    The global leadership skills of behavioral complexity and stewardship

    development that contribute to corporate reputation capital are key intangible

    resources that leverage sustainable competitive advantage in the 21st century. Inorder to develop leaders who can effectively lead global operations, it is

    important to understand what makes leaders effective across cultures.

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    The definitions of an "effective leader" vary from one culture to another

    Coaching prepares leaders for succession and helps them achieve morepersonal satisfaction

    To develop global leaders, coaches need to have work experience in

    their home country as well as out of their home country

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    Leaders need not adopt a dynamic or constantly changing style. It is proposed that

    leaders should create a strong organizational culture that has values and norms thatsupersede national culture values and norms in order to minimize the adverse effects

    of cultural diversity.

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    Building connections with people from around the world is just one dimension ofcultural diversity. You also have issues like motivating people, structuring projects, and

    developing strategy. What works in one location may or may not work somewhere else.

    The question is, "How can we come to understand these cultural differences?

    Are we relegated to learning from our mistakes or are there generalized guidelines to

    follow?

    ISSUES to ADDRESS

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    Uncertainty

    This refers to the degree of

    inequality that exists - and

    is accepted - among people

    with and without power

    FIVE DIMENSIONSOF

    CULTURE

    This relates to the degree

    of anxiety society members

    feel when in uncertain or

    unknown situations.

    This refers to the strength of

    the ties people have to others

    within the community

    This refers to how

    many a society

    sticks with, and

    values, traditional

    male and female

    roles

    This refers to how

    much society values

    long-standing as

    opposed to short term

    traditions and values

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    1. Pay particular attention to the countries from which the people you

    deal with on a day-by-day basis come.

    2. Think about some interactions you've had with people in other

    countries.

    4. Evaluate your performance and do further research and preparation

    for the next time.

    3. Challenge himself to learn more about one culture in particular.

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    Very rarely are leaders engaged in creating organizational culture from scratch.

    Most of the time, leaders are hired to take over existing organizations and

    achieve effectiveness targets

    several arguments against attempts to change organizational culture include

    considering it to be too elusive and hidden for leaders to identify and change

    (Harris & Ogbonna, 1998). However, evidence exists that culture can be

    changed.

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    1. Changing behaviors of subordinates, because that's the most effective

    way of changing people's beliefs (Harris & Ogbonna, 1998).

    2. Justifying the new behavior to employees so that they can see its

    worth, because changes in behavior alone do not guarantee commitment

    and cultural change.

    3. Motivating the new behaviors through cultural communication via

    announcements, memos, rituals, stories.

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    4. Socializing new employees and teaching them the target cultural

    values

    5. Removing members of the organization who misfit the target cultureif the cost of training them for it exceeds the value their skills and

    experience adds to the organization

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    Through socialization, the leader can transmit to

    followers the organizational values, assumptionsand attitudes in an attempt to change their own in

    order to maximize the fit between new employees

    and the organizational culture.

    However, socialization is not restricted in

    application by leaders to new employees, as it is a

    process that is continuous across a person's career.

    In other words, then the organization faces new

    demands or wishes to go in new directions,employees need to be socialized to orient

    themselves and their behaviors accordingly.

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    "The role of the middle manager as an agent of change is to make sense of, unite,

    and transmit the organization's culture. This process is complicated because a

    manager must get deep inside a new organization's culture and come to know its

    needs, processes, and people in a relatively short period of time to weld them all

    together into a smoothly functioning, the informal messages that leaderscommunicate to the newcomers in the organization were shown to be "the more

    powerful teaching and coaching mechanism(Schein, 2004, p.258).

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    Many business majors and practitioners immersed in questions of financial

    forecasting, market studies, and management models have turned aside from the

    question of culture and how it affects business.

    But now more and more organizations are finding themselves involved in

    communication across cultures, between cultures, among cultures because they are

    sourcing from another country, seeking financing from another country, or have an

    increasingly multicultural workforce.

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    Because entrepreneurs mature within a societal context, their attitudes toward

    cooperation are likely to be influenced by the underlying values of their society.

    They are more likely to cooperate with others to avoid risks and reduce

    responsibilities. However due to the medium masculinity, Africans sometimes are

    reluctant to cooperate because their masculine culture view cooperation in general as

    a sign of weakness and place a high value on independence and control.

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    In order to solve conflicts, Chinese and Africans have different ways. For Chinese

    where harmony and personal relationship are very important, they dont like open

    conflict; 2010 International Conference of Organizational Innovation 893 therefore

    they use indirect ways to work out problems. Anytime there is conflict, they use the

    authority to end up with it or settle things in private. Negotiation and compromise

    are determinant for them in this case.

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    Africans managers like Europeans or Americans, will directly confront problems

    and bring them out in the open. To resolve problems, everybody is involved in

    order to bring rational arguments and ideas to suggest solutions.

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    The first difference about the work-group characteristics is the concept of

    brotherhood, network, family feeling which is at the heart of all Chinese

    interactions

    In African business style which is quasi the western business style, managers focus

    on the deal, the possibilities, the risks and so on.

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    Understanding other cultures is more important than ever. If we consider that

    people from the same economic, political, and cultural background have

    problems communicating effectively; we can appreciate the difficulties and

    challenges that people from diverse cultures face when trying to communicate.

    Knowing another culture is a legitimate concern of businesses. More than that,

    it is essential. Those who make effort the effort to understand another culture

    gain knowledge about how to behave in that culture. Otherwise, if you know

    what people value and understand their attitudes, you wont unintentionally do

    something that offends and diminishes your chances for business success.

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    Pinaki R Pratihar

    MARKETINGASIA-PACIFIC INSTITUTE OF MANAGEMENT, NEW DELHI, INDIA

    PRESENTED BY