Documenti di Didattica
Documenti di Professioni
Documenti di Cultura
& Intercultural
Management
Presented By: Cherine Soliman
MBA
Teacher Assistant in Contemporary Management
Globalization
Agenda:
Definition
Globalization forces
The Impact
Why is globalization significant to organization?
Types of global organization
Global Employment
Types of Global Employees
Types of Global Assignments
Successful global employees
Causes of Expatriate assignment failure
Expatriate adjustment Stages
Expatriate compensation components
Culture
What is culture
Dimension of culture
How does globalization affect people at work
Multicultural Workplace
Why Diversity
Diversity management
Workplace diversity
Dimension of diversity
Strategic Importance
Traditional versus new paradigms
Current industry practice
Recommendation
Key focus areas – Global Firms
Intercultural competencies Training
Globalization
Globalization Definition:
Virtual
Internet
Mobile Communication
Globalization Forces
Global
GlobalPopulation
Population
Changes
Changes
Global
Global Globalization
Globalization Global
GlobalEconomic
Economic
Communications Interdependence
Communications Forces
Forces Interdependence
Regional
RegionalAlliances
Alliances
NAFTA,
NAFTA,EUEU
Why is globalization significant to
organization?
A global economy.
• Information technology and electronic
communications have:
Promoted a global economy.
Types
Global Employment
Global Employment
Host-Country Third-Country
Expatriate
National National
Global Employment: Expatriate
Expatriates.
People who live and work abroad for extended
periods of time.
Can be very costly for employers.
• Language.
• Time orientation.
• Use of space.
• Religion.
Cultural Dimension
Language.
• Perhaps the most visible aspect of culture.
• Whorfian hypothesis — considers language as a
major determinant of thinking.
• Low-context cultures — the message is
conveyed by the words used.
• High-context cultures — use words to convey
only a limited part of the message.
Cultural Dimension
Time orientation.
• Polychronic cultures.
Circular view of time.
• Monochronic cultures.
Linear view of time.
Religion.
• A major element of culture.
• Can be a very visible aspect of culture.
• Often prescribes specific behavioral practices.
• Influences codes of ethics and moral behavior.
• Influences conduct of economic matters.
Hofstede’s Culture Dimensions
Types
Power Distan
Cultural Dimension
Uncertainty avoidance.
• The cultural tendency toward discomfort with
risk and ambiguity.
• Preference for structured versus
unstructured organizational situations.
• Example of a high uncertainty avoidance
culture — France.
• Example of a low uncertainty avoidance culture
— Hong Kong.
Cultural Dimension
Power distance.
• The willingness of a culture to accept status
and power differences among members.
• Respect for hierarchy and rank in
organizations.
• Example of a high power distance culture —
Indonesia.
• Example of a low power distance culture —
Sweden.
Cultural Dimension
Individualism-collectivism.
• The cultural tendency to emphasize individual
or group interests.
• Preferences for working individually or in
groups.
• Example of an individualistic culture — United
States.
• Example of a collectivist culture — Japan.
Cultural Dimension
Masculinity-femininity.
• The tendency of a culture to value
stereotypical masculine or feminine traits.
• Emphasizes competition/assertiveness versus
interpersonal sensitivity/relationships.
• Example of a masculine culture — Japan.
• Example of a feminine culture — Thailand
Cultural Dimension
Long-term/short-term orientation
• The tendency of a culture to emphasize future-
oriented values versus present-oriented values.
• Adoption of long-term or short-term performance
horizons.
• Example of a long-term orientation culture —
South Korea.
• Example of a short-term orientation culture —
United States.
Selected Countries on Hofstede’s
Culture Dimensions
Selected Countries on Hofstede’s
Culture Dimensions
Types of Organizational Culture
1. Bureaucratic
• Formalization, rules, SOP, hierarchy
1. Clan
• Tradition, loyalty, personal commitment
1. Entrepreneurial
• Risk-taking, dynamism, creativity
1. Market
• Achievement of financial/market goals
Types of Organizational Culture
(cont.)
Bureaucratic culture
• Formalization, rules, standard operating procedures
and hierarchical coordination
• Long-term concerns are predictability, efficiency,
and stability
• Members value standardized goods and customer
service
• Behavioural norms support formality over
informality
• Rules/procedures in thick manual (‘go by the book’)
Types of Organizational Culture
(cont.)
Clan culture
• Tradition, loyalty, personal commitment, extensive
socialization, teamwork, self-management and
social influence
• Obligation beyond simple exchange of labour for
salary/wage
• Contributions exceed contractual agreements
• Loyalty exchange for security
• Achieves unity with long and thorough socialization
• Members serve as mentors/role models for newer
members
Types of Organizational Culture
(cont.)
• Shared image of organization’s style and conduct
• Strong sense of identification and recognition of
interdependence
Entrepreneurial culture
• Risk-taking, dynamism, creativity
• Commitment to experimentation and innovation
• Provides new and unique products and rapid growth
• Small to medium-sized companies still run by
founder
Types of Organizational Culture
(cont.)
Market culture
• Achievement of measurable and demanding goals
• Especially those that are financial and market-based
• Competitiveness and profit orientation
• Relationship contractual and obligations agreed in
advance
• Neither party recognizes the right of the other to
demand more than was originally specified
• Don’t promise/imply loyalty and security
• Utilitarian: Each party uses other to further its own
goals
Framework of Types of Cultures
Flexible Entrepreneurial
Clan culture
culture
Formal Control
Orientation
Bureaucratic
culture Market culture
Stable
Internal Focus of Attention External
Understanding cultural differences
Employee Recruitment
Sensitization & Selection
to Differences
Key
Focus
Areas
Orientation,
Compensation
Training &
Decisions
Development
Performance
Appraisal
Recommendation :
Key Focus Areas – Global Firms
Orientation, Sensitizing
Recruitment Performance Compensation
Training & to Cultural
& Selection Appraisal Decisions
Development Differences
Expatriates
Host country nationals
Third country nationals
Key Focus Areas – Global Firms
Orientation, Sensitizing
Recruitment Performance Compensation
Training & to Cultural
& Selection Appraisal Decisions
Development Differences
International compensation
• Goes beyond pay and benefits
Relocation assistance
• Financial or other assistance to help
expatriates move to the new work destination
Key Focus Areas – Global Firms
Orientation, Sensitizing
Recruitment Performance Compensation
Training & to Cultural
& Selection Appraisal Decisions
Development Differences
Cherine Soliman