Central Philippine University School of Graduate Studies Jaro, Iloilo City

EMERGING ASPECTS OF ORGANIZATIONAL BEHAVIOR Prepared By: Ardaine Ann Ramos, R.N.

Multinational Organizations - an organization that has operations in more than one nation. Factors Affecting Multinational Operations 1. Social Conditions a. Poorly developed human resources -because of shortages of managerial personnel, scientists, and technicians needed skills must be imported temporarily from other countries while vast training programs begin to prepare local workers. b. Local culture is not familiar with advanced technology or complex organizations - western nations over a period of two centuries have adapted their culture to an industrial and organizational way of life while some nations are still largely agrarian. c. Work ethics of employees - some nations believe that great number of work hours is attributed to higher work ethic. 2. Legal and Ethical Conditions Countries around the world vary substantially in their legal systems, and especially in their relevant employment laws and business practices. Penalties for seemingly minor offenses may vary dramatically from culture to culture. 3. Political Conditions a. Instability of the Government -leaves workers insecure and causes them to be passive and low in initiative. b. Nationalistic Drives - may impel locals to desire to run their country and organizations by themselves, without interference by foreign nationals. c. Subordination of Employers and Labor to an Authoritarian State - organized labor in many nations is not an independent force but mostly an arm of the authoritarian state. 4. Economic Conditions a. Low per Capita Income - rapid population increases coupled with a lack of national economic growth make it unlikely that family income will progress significantly. b. Rapid Inflation - inflation encourages the workers to spend quickly before their money loses its values, and this spending pattern add to the countrys inflationary problem. c. Unequal Distribution of Wealth - social unrest is compounded by tremendous disparity in the distribution of wealth in certain nations. Individual-Difference Factors: 1. Individualism/Collectivism

Individualism- accent individual rights and freedom. Collectivism- accents the group and values harmony among members. 2. Power Distance - Refers to the belief that strong and legitimate decision making rights separate managers and employees.

3. Uncertainty Avoidance - Employess in some culture value clarity and feel very comfortable in receiving specific directions from their supervisors. - Prefer to avoid ambiguity at work. 4. Masculinity/Femininity Masculine Societies- define gender roles in more traditional and stereotypical ways Feminine Societies- have broader viewpoints on the great variety of roles that both males and females can play in the workplace and at home. 5. Time Orientation Long-Term Orientation- accents values such as the necessity of preparing for the future, the value of thrift and savings, and the merits of persistence. Short-Term Orientation- values the past and accents the present.

Multiculturalism - Occurs when the employees in two or more cultures interact with each other on a regular basis. *Expatriates- Employees that are sent from another nation. Barriers to Cultural Adaptation 1. High-context cultures- emphasize personal relations, place high value on trust, focus on nonverbal cues, and accent to the need to attend to social needs before business matters. 2. Low-context cultures- rely on written rules and legal documents, conduct business first, and value expertise and performance. 3. Parochialism being provincial, being narrow in scope, or considering only small sections of an issue. 4. Ethnocentrism- judging another culture solely by the values and standards of one's own culture. *Cultural Empathy- awareness of differences across cultures, an understanding of the ways in which those differences can affect business relationships. 5. Cultural Distance- amount of differences between any two social systems. 6. Cultural Shock- feeling of confusion, insecurity, and anxiety caused by a strange new environment. Overcoming Barriers of Cultural Adaptation 1. Careful Selection- employees who are low in ethnocentrism and other possibly troublesome characteristics can be chosen. *Cultural Intelligence (CQ)- an individuals ability to adjust to new cultures. 2. Compatible Assignments- it is easier if employees are sent to nations that are similar to their own.

3. Predeparture Training- includes orientation to geography, customs, food, culture and political environment in which the employee will be living. 4. Orientation and Support in the New Country- may include assistance with housing, transportation and shopping. 5. Preparation for Reentry- employees typically return to their home country after working in another nation and need to be smoothly blended into the organization. *Repatriation- is the process of returning a person back to one's place of origin or
citizenship

*Reverse Cultural Shock- feeling of confusion, insecurity, and anxiety caused by returning to ones own homeland after being away for a long time.

Inhibiting Forces Individual Differences Parochialism Ethnocentrism xcvvv Cultural Distance Cultural Shock Cultural Adaptation

Supporting Forces Careful Selection Compatible Assignments Predeparture Training Orientation and Support Preparation for Reentry

Productivity and Cultural Contingencies Productivity - achieving quantity and quality of results while controlling inputs. - Central idea that the people of a country need to absorb and embrace in order to develop - the capacity to progress. Cultural Contingency - The most productive practices for a particular nation will depend heavily on its culture. Theory Z - An integrative model of organizational behaviour proposed by William Ouchi. - Selectively adapts some Japanes practices to American culture.

Typical Features of Theory Z Organizations Long-term Employment Non-specialized Careers Individual Responsibility Concern for the Total Person Less Formal Control Systems Consensus Decision Making Slower Rates of Promotion

References: Newstrom, J.W. Organizational Behavior, Human Behavior at Work 13th Edition. McGraw Hill Companies. New York 2011