MANAGEMENT
GLOBAL EDITION | FOURTEENTH EDITION
Stephen P. Robbins & Mary Coulter | Pearson
Chapters 4, 12, 14, 15, 16 & 17
+ pages 129-134
, Chapter 3 Global Management
Pages 129-134
Managers need to know about a country’s economic system
1. Currency exchange rates – can afect decisions and level of profts
2. Inflation rates – inflation is increasing prices for products and servicesi vary widely
3. Diverse tax policies – diferent tax laws per country
The cultural environment
- Cultural diferences : languages | meaning | communication preferences | norms
- Organizations & countries: have diferent cultures
- National culuuel = values & attudes shared by individuals from a specifc country (traditionss
greater efect on employees than their organization’s culture
Geert Hofstede: countries vary on fve dimensions of national culture
1. individualistic (own familys vs. collectivistic (groups
2. high power distance (wide diferences in powers vs. low power distance (more equalitys
3. high uncertainty avoidance (high level of anxietys vs. low uncertainty avoidance (riskss
4. achievement (money is competition prevails vs. nurturing (relationships prevails
5. long term orientation (look to futures vs. short term orientation (traditioni pasts
Global Lladleship and Oeganizational Blhavioe Eflctivlnlss sGLOBEB = ongoing research program
studies cross-cultural leadership behaviors – extends Hofstede’s worki but defned 9 dimensions
1. Power distance – acceptance of unequally power in institutions & organizations
2. Uncertainty avoidance – society’s reliance on social norms and procedures
3. Assertiveness (achievement-nurturings – society encourages to be tough/aassertive/acompetitive
4. Humane orientation (nurturing dimensions – society encourages to be fair/agenerous/akind/acaring
5. Future orientation (long/ashort-terms – society encourages to plan/ainvest in future/adelay gratifcation
6. Institutional collectivism (individualism collectivisms – encouraged to be integrated into groups
7. Gender diferentiation – society maximizes gender role diferences measured by woman’s status
8. In-group collectivism – pride in membership in small groups like family/afriends/aorganization
9. Performance orientation – society encourages + rewards group member for improvement/aexcellence
- Globe study confrms Hofstede’s dimensions and extends his research
- Though always personal variables factor can still difer within a culture
- Two challenges within today’s global environment
1s Challenge of openness
threat of terrorism | economic interdependence |cultural diferences
2s Challenge of managing a global workforce
Conflict due diferent work methods/apay levels/alanguage barriers
Cultural diferences in work-family relationships
- Managers need culuueal inullliglncl: cultural awareness and sensitivity skills
Knowledge of culture | mindfulness: see signals/areactions | behavioral skills
- Managers need a global mind-slu: intellectual (knowledgesi psychological (opennesss & social capital
, Chapter 4 Valuing a diverse workforce
Find a great sponsor/amentor - Be a protégé (= to protecti learners
- How to have an active & efective sponsor-protégé relationship:
1. Do great work – demonstrate that you can & will deliver great performance
2. Be trustworthyi loyal & dependent – the relationship should be benefcial
3. Be selective – choose the right sponsorsi target diferent leaders
4. Nurture the relationship – have meetings & do you work
4.1 Diversity
- Diversity is one of the most populari controversial & least understood topic
- Woekfoecl divlesiuy = ways in which people are diferent & similar to each other in an organization
- Suefacl-llvll divlesiuy = diferences we can see: age/arace/agender/aethnicity/aetc.
can lead to stereotyping & the wrong assumptions
- Dllp-llvll divlesiuy = diferences in behavior: values/apersonality/awork preferences/amood/aattude
- Benefts of a diverse workforce (3 categoriess:
1s People management
attracting & retaining talented workforce
unique perspectives to discussionsi more creative ideas & solutions
2s Organizational performance
costs saving: less lawsuitsi reduces employee turnover & less absenteeism
improved flexibility & team engagement
3s Strategic
increased understanding of marketplace; anticipate & respond to customer needs
variety of viewsi approaches & opportunities
- From an ethical perspectivei efectively managing workforce diversity is the right thing to do
4.2 The changing workplace
- Many individuals do not accept others who are diferent – feel comfortable with similar people
- Natural student grouping is defned more by deep-level characteristics
- Faultline = subgroup that develops naturally within a team
Team leader should promote communication between subgroups within a group
- Population of the U.S. (United Statess will increase because of immigrants & new descendants
Also changes in components (more Asianss & age (rising average ages
Changing population impacts U.S. workplaces – businesses need to adjust
- Worldwide population about to increase with one-third by 2050
- Age: increasing life spansi cause a higher proportion of older people – large retirement
On the other handi countries with a very low median age – youthful workforcei need education
- Gender & sexual orientaton: diferent proportions of males & females
Legalizing equal rights for the LGBTQ community in some countries – still important issue
- Migraton & movement: migration can change policies on immigration – hiring from other countries
Migration also efects ethnic composition of local population – important for global businesses
4.3 Types of workplace diversity
- Age: let old and young employees work togetheri physical tasks can be redesigned
Change in government policies & legal and regulatory challenges: adjusting retirement
Managers need to overcome misperceptions: lots of negative stereotypes & age discrimination
Organizations need to plan for the future: baby boomers & little (technicals education
GLOBAL EDITION | FOURTEENTH EDITION
Stephen P. Robbins & Mary Coulter | Pearson
Chapters 4, 12, 14, 15, 16 & 17
+ pages 129-134
, Chapter 3 Global Management
Pages 129-134
Managers need to know about a country’s economic system
1. Currency exchange rates – can afect decisions and level of profts
2. Inflation rates – inflation is increasing prices for products and servicesi vary widely
3. Diverse tax policies – diferent tax laws per country
The cultural environment
- Cultural diferences : languages | meaning | communication preferences | norms
- Organizations & countries: have diferent cultures
- National culuuel = values & attudes shared by individuals from a specifc country (traditionss
greater efect on employees than their organization’s culture
Geert Hofstede: countries vary on fve dimensions of national culture
1. individualistic (own familys vs. collectivistic (groups
2. high power distance (wide diferences in powers vs. low power distance (more equalitys
3. high uncertainty avoidance (high level of anxietys vs. low uncertainty avoidance (riskss
4. achievement (money is competition prevails vs. nurturing (relationships prevails
5. long term orientation (look to futures vs. short term orientation (traditioni pasts
Global Lladleship and Oeganizational Blhavioe Eflctivlnlss sGLOBEB = ongoing research program
studies cross-cultural leadership behaviors – extends Hofstede’s worki but defned 9 dimensions
1. Power distance – acceptance of unequally power in institutions & organizations
2. Uncertainty avoidance – society’s reliance on social norms and procedures
3. Assertiveness (achievement-nurturings – society encourages to be tough/aassertive/acompetitive
4. Humane orientation (nurturing dimensions – society encourages to be fair/agenerous/akind/acaring
5. Future orientation (long/ashort-terms – society encourages to plan/ainvest in future/adelay gratifcation
6. Institutional collectivism (individualism collectivisms – encouraged to be integrated into groups
7. Gender diferentiation – society maximizes gender role diferences measured by woman’s status
8. In-group collectivism – pride in membership in small groups like family/afriends/aorganization
9. Performance orientation – society encourages + rewards group member for improvement/aexcellence
- Globe study confrms Hofstede’s dimensions and extends his research
- Though always personal variables factor can still difer within a culture
- Two challenges within today’s global environment
1s Challenge of openness
threat of terrorism | economic interdependence |cultural diferences
2s Challenge of managing a global workforce
Conflict due diferent work methods/apay levels/alanguage barriers
Cultural diferences in work-family relationships
- Managers need culuueal inullliglncl: cultural awareness and sensitivity skills
Knowledge of culture | mindfulness: see signals/areactions | behavioral skills
- Managers need a global mind-slu: intellectual (knowledgesi psychological (opennesss & social capital
, Chapter 4 Valuing a diverse workforce
Find a great sponsor/amentor - Be a protégé (= to protecti learners
- How to have an active & efective sponsor-protégé relationship:
1. Do great work – demonstrate that you can & will deliver great performance
2. Be trustworthyi loyal & dependent – the relationship should be benefcial
3. Be selective – choose the right sponsorsi target diferent leaders
4. Nurture the relationship – have meetings & do you work
4.1 Diversity
- Diversity is one of the most populari controversial & least understood topic
- Woekfoecl divlesiuy = ways in which people are diferent & similar to each other in an organization
- Suefacl-llvll divlesiuy = diferences we can see: age/arace/agender/aethnicity/aetc.
can lead to stereotyping & the wrong assumptions
- Dllp-llvll divlesiuy = diferences in behavior: values/apersonality/awork preferences/amood/aattude
- Benefts of a diverse workforce (3 categoriess:
1s People management
attracting & retaining talented workforce
unique perspectives to discussionsi more creative ideas & solutions
2s Organizational performance
costs saving: less lawsuitsi reduces employee turnover & less absenteeism
improved flexibility & team engagement
3s Strategic
increased understanding of marketplace; anticipate & respond to customer needs
variety of viewsi approaches & opportunities
- From an ethical perspectivei efectively managing workforce diversity is the right thing to do
4.2 The changing workplace
- Many individuals do not accept others who are diferent – feel comfortable with similar people
- Natural student grouping is defned more by deep-level characteristics
- Faultline = subgroup that develops naturally within a team
Team leader should promote communication between subgroups within a group
- Population of the U.S. (United Statess will increase because of immigrants & new descendants
Also changes in components (more Asianss & age (rising average ages
Changing population impacts U.S. workplaces – businesses need to adjust
- Worldwide population about to increase with one-third by 2050
- Age: increasing life spansi cause a higher proportion of older people – large retirement
On the other handi countries with a very low median age – youthful workforcei need education
- Gender & sexual orientaton: diferent proportions of males & females
Legalizing equal rights for the LGBTQ community in some countries – still important issue
- Migraton & movement: migration can change policies on immigration – hiring from other countries
Migration also efects ethnic composition of local population – important for global businesses
4.3 Types of workplace diversity
- Age: let old and young employees work togetheri physical tasks can be redesigned
Change in government policies & legal and regulatory challenges: adjusting retirement
Managers need to overcome misperceptions: lots of negative stereotypes & age discrimination
Organizations need to plan for the future: baby boomers & little (technicals education
