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The global leadership skills of behavioral complexity and stewardship
development that contribute to corporate reputation capital are key intangible
resources that leverage sustainable competitive advantage in the 21st century. Inorder to develop leaders who can effectively lead global operations, it is
important to understand what makes leaders effective across cultures.
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The definitions of an "effective leader" vary from one culture to another
Coaching prepares leaders for succession and helps them achieve morepersonal satisfaction
To develop global leaders, coaches need to have work experience in
their home country as well as out of their home country
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Leaders need not adopt a dynamic or constantly changing style. It is proposed that
leaders should create a strong organizational culture that has values and norms thatsupersede national culture values and norms in order to minimize the adverse effects
of cultural diversity.
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Building connections with people from around the world is just one dimension ofcultural diversity. You also have issues like motivating people, structuring projects, and
developing strategy. What works in one location may or may not work somewhere else.
The question is, "How can we come to understand these cultural differences?
Are we relegated to learning from our mistakes or are there generalized guidelines to
follow?
ISSUES to ADDRESS
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Uncertainty
This refers to the degree of
inequality that exists - and
is accepted - among people
with and without power
FIVE DIMENSIONSOF
CULTURE
This relates to the degree
of anxiety society members
feel when in uncertain or
unknown situations.
This refers to the strength of
the ties people have to others
within the community
This refers to how
many a society
sticks with, and
values, traditional
male and female
roles
This refers to how
much society values
long-standing as
opposed to short term
traditions and values
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1. Pay particular attention to the countries from which the people you
deal with on a day-by-day basis come.
2. Think about some interactions you've had with people in other
countries.
4. Evaluate your performance and do further research and preparation
for the next time.
3. Challenge himself to learn more about one culture in particular.
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Very rarely are leaders engaged in creating organizational culture from scratch.
Most of the time, leaders are hired to take over existing organizations and
achieve effectiveness targets
several arguments against attempts to change organizational culture include
considering it to be too elusive and hidden for leaders to identify and change
(Harris & Ogbonna, 1998). However, evidence exists that culture can be
changed.
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1. Changing behaviors of subordinates, because that's the most effective
way of changing people's beliefs (Harris & Ogbonna, 1998).
2. Justifying the new behavior to employees so that they can see its
worth, because changes in behavior alone do not guarantee commitment
and cultural change.
3. Motivating the new behaviors through cultural communication via
announcements, memos, rituals, stories.
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4. Socializing new employees and teaching them the target cultural
values
5. Removing members of the organization who misfit the target cultureif the cost of training them for it exceeds the value their skills and
experience adds to the organization
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Through socialization, the leader can transmit to
followers the organizational values, assumptionsand attitudes in an attempt to change their own in
order to maximize the fit between new employees
and the organizational culture.
However, socialization is not restricted in
application by leaders to new employees, as it is a
process that is continuous across a person's career.
In other words, then the organization faces new
demands or wishes to go in new directions,employees need to be socialized to orient
themselves and their behaviors accordingly.
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"The role of the middle manager as an agent of change is to make sense of, unite,
and transmit the organization's culture. This process is complicated because a
manager must get deep inside a new organization's culture and come to know its
needs, processes, and people in a relatively short period of time to weld them all
together into a smoothly functioning, the informal messages that leaderscommunicate to the newcomers in the organization were shown to be "the more
powerful teaching and coaching mechanism(Schein, 2004, p.258).
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Many business majors and practitioners immersed in questions of financial
forecasting, market studies, and management models have turned aside from the
question of culture and how it affects business.
But now more and more organizations are finding themselves involved in
communication across cultures, between cultures, among cultures because they are
sourcing from another country, seeking financing from another country, or have an
increasingly multicultural workforce.
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Because entrepreneurs mature within a societal context, their attitudes toward
cooperation are likely to be influenced by the underlying values of their society.
They are more likely to cooperate with others to avoid risks and reduce
responsibilities. However due to the medium masculinity, Africans sometimes are
reluctant to cooperate because their masculine culture view cooperation in general as
a sign of weakness and place a high value on independence and control.
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In order to solve conflicts, Chinese and Africans have different ways. For Chinese
where harmony and personal relationship are very important, they dont like open
conflict; 2010 International Conference of Organizational Innovation 893 therefore
they use indirect ways to work out problems. Anytime there is conflict, they use the
authority to end up with it or settle things in private. Negotiation and compromise
are determinant for them in this case.
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Africans managers like Europeans or Americans, will directly confront problems
and bring them out in the open. To resolve problems, everybody is involved in
order to bring rational arguments and ideas to suggest solutions.
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The first difference about the work-group characteristics is the concept of
brotherhood, network, family feeling which is at the heart of all Chinese
interactions
In African business style which is quasi the western business style, managers focus
on the deal, the possibilities, the risks and so on.
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Understanding other cultures is more important than ever. If we consider that
people from the same economic, political, and cultural background have
problems communicating effectively; we can appreciate the difficulties and
challenges that people from diverse cultures face when trying to communicate.
Knowing another culture is a legitimate concern of businesses. More than that,
it is essential. Those who make effort the effort to understand another culture
gain knowledge about how to behave in that culture. Otherwise, if you know
what people value and understand their attitudes, you wont unintentionally do
something that offends and diminishes your chances for business success.
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Pinaki R Pratihar
MARKETINGASIA-PACIFIC INSTITUTE OF MANAGEMENT, NEW DELHI, INDIA
PRESENTED BY