Fundamentals of organizational behavior 2e by dubrin ch15

DuBrin, Fundamentals of Organizational Behavior, Second Edition.. DuBrin, Fundamentals of Organizational Behavior, Second Edition.. DuBrin, Fundamentals of Organizational Behavior, Secon

Trang 1

Cultural Diversity and International Organizational Behavior

Trang 2

A J DuBrin, Fundamentals of Organizational

3 Describe what is required for managers and

organizations to become multicultural.

4 Be more aware of barriers to good cross-cultural

relations.

5 Explain how motivation, ethics, conflict resolution,

and skills needed for negotiation can vary across

cultures.

6 Appreciate the nature of diversity training and cultural training.

Trang 3

Cultural Diversity: Scope

The Scope of Cultural Diversity

of cultural and individual differences.

diversity may not be visible or manifest itself readily.

cultural backgrounds to achieve their full potential.

Trang 4

The Diversity Umbrella (condensed)

Race

Sex or gender

Religion

middle-aged, and old)

Functional background Technology interest Weight status Hair status Style of clothing and appearance Tobacco status

EXHIBIT

Trang 5

The Competitive Advantage of

Diversity

1 Managing diversity well offers a marketing advantage, including increased sales and profits

2 Effective management of diversity reduces costs of

absenteeism and turnover through increased job

satisfaction and helps avoid age, race, and

discrimination lawsuits

3 Companies with a favorable diversity reputation will

attract more diversity applicants

4 Workforce diversity can provide a company with useful ideas for favorable publicity and advertising

5 Workforce heterogeneity may also offer a company a creativity advantage

Trang 6

Factors Associated with Diversity

Success

Success

Trang 7

The Diversity Index at Allstate

EXHIBIT

15-2

1 To what extent does our company deliver quality services to customers?

2 To what extent are you treated with respect and dignity at work?

3 To what extent does your immediate manager/team leader seek out and utilize diverse backgrounds and perspectives?

4 How often do you observe insensitive behaviors at work, for example: inappropriate comments or jokes?

5 To what extent do you work in an environment of trust?

Source: Courtesy of Allstate Insurance Co.

Trang 8

Cross-Cultural Values

Key Dimensions of Differences in Cultural Values:

casual time orientation

context cultures

Trang 9

Culturally Based Differences in

Management Style

Culture provides values that guide

acceptable managerial behavior

and leadership styles.

Transplanted managers

may need to adopt some

of the characteristics of the

national stereotype of an

effective leader in the local

culture.

Trang 10

Culturally Based Differences in Management Style: Stereotypes

Germany

Technically expert, authoritarians

France

Elitist, authoritarians

United States

Emotional, egalitarians

Trang 11

Multicultural Managers and

Organizations

The Multicultural Manager

motivate people across race, gender, age, social attitudes, and lifestyles Respects and values the cultural differences.

diverse, international environment.

why people of other culture act as they do.

culture over that of another culture.

Trang 12

Protocol Do’s and Don’t’s in Several

Countries

Great Britain

DO say please and thank you often

DO arrive promptly

DON’T ask personal questions because the Briti sh protect their privacy

DON’T gossip about British royalty

France

DO shake hands when greeting Only close friends give light, brushing kisses on cheeks

DO dress more formally than in the United States Elegant dress is highly valued

DON’T expect to complete any work during the French two-hour lunch

DON’T chew gum in a work setting

Italy

DO write business correspondence in Italian for priority attention

DON’T eat too much pasta, as it is not the main course

DON’T hand out business cards too freely Italians use them infrequently

Trang 13

Protocol Do’s and Don’t’s in Several

Countries

EXHIBIT

15-3b

Greece

DO distribute business cards freely so people will know how to spell your name

DO be prompt even if your hosts are not

DON’T expect to meet deadlines A project takes as long as the Greeks think is

DO present gifts, American-made and wrapped

DON’T knock competitors

DON’T present the same gift to everyone, unless all members are the same organizational rank

Trang 14

Multicultural Managers and

Organizations The Multicultural Organization

encourage and even capitalize on

such diversity.

Benefits of a Multicultural

Organization

for diversity:

Trang 15

Developmental Stages for the Multicultural Organization

Multicultural

Shares power and influence with all; major culture change

EXHIBIT

15-4

Trang 16

Barriers to Good Cross-Cultural

Relations

Perceptual expectations

physical characteristics of individuals.

Ethnocentrism

cultures by how closely they resemble one’s own culture.Intergroup rather than interpersonal relations

Stereotypes in intergroup relations

their group membership.

Trang 17

Cross-Cultural Processes: Motivation

In order to use motivational concepts across

cultures, managers must know two key factors:

Research findings:

has a good cultural fit with

a culture can be

successfully applied

to that culture.

Trang 18

Cross-Cultural Processes: Ethics

Global business practices and behaviors create ethical and legal dilemmas for managers:

responsibilities for ethical behavior.

doing so may create a human

health or environmental safety

hazard in another culture.

Trang 19

Cross-Cultural Processes:

Negotiations

Suggestions for negotiating abroad:

Use a team approach.

Do not push for informality.

Trang 20

Cross-Cultural Processes: Conflict

Resolution

National cultures influence which method of

conflict resolution a manager will choose.

Tinsley’s models of conflict resolution:

Trang 21

Diversity Training and Cultural

Training

Diversity Training

people how to get along better with diverse coworkers.

differences.

and attitudes about people who are different.

in the workplace.

different from each other.

Trang 22

Diversity Training and Cultural

Training

Training in Cross-Cultural Relations

language) designed to help employees understand the customs, traditions, and beliefs of another culture.

when a person is abruptly placed in another culture.

culture shock, which is a major contributor to the high failure rate of overseas assignments.

Định dạng
Số trang	22
Dung lượng	351,5 KB