Chapter Three : Developing Global Managers
15. 신명석(Stance)
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Introduction
Developing a Global Mind-Set
Today's managers, whether they work at home for a foreign-owned company or actually work in a foreign country, need to develop a global mind-set(involving open-mindedness, adaptability, and a strong desire to learn)
1 . A Model of societal and Organizational Cultures
a. Societal culture : socially derived, taken-for-granted assumptions about how to think and act. Elements of culutre therefore may be prescriptive(what people should do) and descriptive(what they actually do)
b. Peeling the Cultural Onion : Culture is difficult to grasp because it is multilayered.
c. Merging Societal and Organizational Cultures : Culture influences organizational behavior in two ways. Employees bring their sociteal culture to work with them in the form of customs and language. Organizational culture, a by-product of seocietal culture, in turn affects the individual's values, ethics, attitudes, assumptions, and expectations.
2 . Ethnocentrism : Removing a Cultural Roadblock in the Global Economy
Ethnocentrism : teh belief that one's native country, culture, language, and modes of behavior are superior to all others, has its roots in the dawn of civilization.
a. Research Insight : Ethnocentrism is staffing and human resource policies to be associated with increased personnel problems.
b. Dealing with Ethnocentrism in Ourselves and Others : Current and future managers can effectively deal with ethnocentrism through education, greater cross-cultural awareness, international experience, and a conscious effort to value cultural diversity.
3. Becoming Cross-Culturally Competent
Many dimensions have been suggested over the years to help contrast and compare the world's rich variety of cultures. Five cultural perspectives, especially relevant to present and aspiring global mangers, discussed in this section are basic cultural dimensions, individualism verus collectivsm, high-context and low-context cultures, monochronic and polychronic time orientation, and cross-cultural leadership.
a. cultural paradoxes : there are always exceptions to the rule : individuals who do not fit the expected cultural pattern. cf) Cultural intelligence, the ability to accurately interpret ambiguous cross-cultural situations, is an important skill in today's diverse workplaces.
b. Nine Basic Cultural Dimensions from the GLOBE project. Project GLOBE(Global Leadership and Organizational Behavior Effectiveness) is the brainchild of university of Pennsylvania professor Robert J house. The nine cultural dimensions from the GLOBE project are Power distance, Uncertainty avoidance, Institutional collectivism, Gender egalitarianism , Assertiveness, Future orientation, Performance orientation, Humane orientation
c. Individualism versus Collectivism : A Closer Look.
1) individualistic culture : Primary emphasis on personal freedom and choice <-> collectivist culture : personal goals less important than community goals and interests.
d. High-Context and Low-context Cultures
1) high-context cultures : Primary meaning derived from nonverbal situational cues.
2) low-context cultures : Primary meaning derived from written and spoken words.
Finding the right person for a foreign position is a complex, time-consuming, and costly process. The four stages of the foreign assignment cycle(and OB trouble spots) are (a) selection and training(unrealistic expectations), (b) arrival and adjustment (culture shock), (c) seetiling in and acculturating (lack of support), and (d) returning home and adjusting(reentry shock).
