番茄花园-Chapter2ManagingAcrossCultures.pptVIP

Chapter 2Managing Across Cultures Chapter 2(1) _Global Culture CULTURAL MESSAGES COME FROM MULTIPLE SOURCES Domestic International Global although most common challenges are addressed by nations, a global civil society is emerging Multiple messages and sources create CONFUSION AND UNCERTAINTY Leading to new questions national cultures are less well able to answer but In a global society, we don’t have a sense of the appropriate rules by which all can live TRANSITION TIME? Are we at a point where nationality is less important to culture than in the past? WE SEE THAT SOME VALUES ARE COVERGING, OTHERS ARE NOT The Planet Project The Roper Poll of Values The World Values Survey The GLOBE Project GLOBE RESPONSES ON GENDER EGALITARIANISM SHOWS COVERGENCE ON “SHOULD BE” GLOBE RESPONSES ON HUMANEORIENTATION ALSO SHOWS COVERGENCE ON “SHOULD BE” QUESTIONS OF GLOBAL AND LOCAL CULTURES Will global culture replace or exist with local cultures? Will global culture bring positive or negative outcomes? Chapter 2(2)- Multicultural Teams Reasons for Team Popularity Outperform individuals on tasks requiring multiple skills, judgment, and experience Better utilization of employee talents More flexible and responsive to changing events Facilitate employee participation in operating decisions Effective in democratizing the organization and increasing employee involvement and motivation Cohesiveness Social-Oriented Cohesiveness: The degree to which members of the group are attracted to each other and motivated to stay in the group Task-Oriented Cohesiveness: The degree to which group members work together, cooperate and coordinate their activity in order to achieve group goals Team Effectiveness Model Groups Across Cultures Two cultural dimensions are especially relevant: Individualism-Collectivism Power Distance Also Uncertainty Avoidance; e.g., potential for Role Conflict (esp. in multi-functional teams) The Challenge in Shaping Team Players Greatest where... The national cu