MHR 3200 Exam 2 Study GuideK&F Chapter 3, Noe Chapter 15: Global Organizational BehaviorSocietal Culture: shared values, norms, identities, and interpretations that result from common experiences of members of collectives that are transmitted over time- Includes customs and language- Factors influencing societal culture include: economical/technological setting, political/legal setting, ethnic background, and religion- Organizational culture leads to individual differences of personal values/ethics, attitudes, assumptions, and expectations- Outcomes at 3 levels include: individual, group, organizationalEthnocentrism: Belief that one’s native country, culture, language and behaviorare superior to that of others- Very natural, “similar to me” effect- Often due to lack of knowledge or experience- Negatively impacts individual and organizational success- Greater awareness, training, exposure helps immenselyCultural Intelligence: the ability to accurately interpret ambiguous cross-cultural situations, is an important skill in today’s diverse workplacesHofstede’s Cultural Dimensions: cultures (and people) can be characterized using five basic dimensions related to cultural beliefs- Power distance- Individualism vs. collectivism- Masculinity vs. femininity- Uncertainty avoidance- Short-term vs. Long-term orientationThe 9 GLOBE Cultural Dimensions- Power distance: extent to which power is distributed equally or not- Uncertainty avoidance: extent of comfort with uncertainty/ambiguity- Institutional collectivism: extent of reward for individual vs. group focus- In-group collectivism: extent of individual’s pride/loyalty for the larger group- Gender egalitarianism: extent of gender discrimination/role inequity- Assertiveness: extent of confrontation/attempt to control in relationships- Future orientation: extent of focus on the future vs. the present- Performance orientation: extent to which performance is rewarded- Human orientation: extent to which kindness, generosity, etc; is rewardedHigh-context cultures: rely heavily on situational cues for meaning when perceiving and communicating with others (ex: China, Japan, Korea, Mexico)Low-context cultures: written and spoken words carry the burden of shared meanings (ex: USA, Canada, Germany, France, Netherlands, Norway, Sweden)Individualistic cultures: characterized as “I” and “me” cultures, give priority to individual freedom and choiceCollectivist cultures: characterized as “we” and “us” cultures, rank shared goals higher than individual desires and goalsTime Orientation- Monochronic time: revealed in the ordered, precise, schedule-driven use of public time that typifies and even caricatures efficient Northern Europeans and North Americans- Polychronic time: seen in the multiple and cyclical activities and concurrentinvolvement with different people in Mediterranean, Latin American, and especially Arab culturesGlobal Organization: an organization that chooses to locate a facility based on the ability to effectively, efficiently, and flexibly produce a product or service, using cultural differences as an advantageMultinational Company: an organization that builds facilities in a number of different countries in an effort to minimize production and distribution costsExpatriate: refers to anyone living and/or working outside their home country; selection, preparation, and training are critical to success; Reasons why US expatriates fail:- Individual’s spouse/significant other cannot adapt to the new situation- The individual cannot adapt to the new surroundings- Family problems (children, relatives, etc.)- Emotional immaturity (inability to deal with others, etc.)- Inability to handle the new role and responsibilities- Lack of necessary technical skills/knowledge- Lack of motivation/willingness to learn new thingsRepatriation: the process of preparing expatriates to return home from a foreign assignmentGlobal Leadership Attributes- Leader attributes universally Liked: trustworthy, dynamic, motivational, decisive, intelligent, dependable, plans ahead, excellence oriented, team builder, encouraging- Leader attributes universally Disliked: uncooperative, irritable, egocentric, ruthless, dictatorial, loner/self-centered- Like/Dislike Contingent on Country Culture: subdued, intragroup conflict avoider, cunning, sensitive, provocateur, self-effacingCulture Shock: involves anxiety and doubt caused by an overload of unfamiliar expectations and social cuesInformational Support: knowledge to assist expatriate’s functioning and problem solving in the host countryEmotional Support: helps expatriates feel better about themselves and their situation when adjustment is difficult or overwhelmingK&F Chapter 14: LeadershipLeadership: A social influence process in which the leader seeks the voluntary participation of subordinates in an effort to reach organizational goals- Focused more on the future; promotes change and adaption; skills include strategic thinking, conceptual thinking, innovation/creativity, inspiring; “decides where the tracks should be placed”- Management focuses more on the current; promotes stability and efficiency;skills include planning, organizing, analytical thinking, communicating/informing; “keeps the trains running on time”Leader Trait: Physical or personality characteristic that can be used to differentiateleaders from followersImplicit Leadership Theory: Based on the idea that people have beliefs about how leaders should behave and what they should do for their followersLeadership Prototype: Mental representation of the traits and behaviors that people believe are possessed by leadersThe Ohio State Studies- Consideration: Involves leader behavior associated with creating mutual respect or trust and focuses on a concern for group members’ needs and desires- Initiating Structure: Leader behavior that organizes and defines what groupmembers should be doing to maximize outputSituational Theories: Propose that the effectiveness of a particular style of leader behavior depends on the situationContingency Factors: Situational variables that cause one style of leadership to be more effective than anotherTransactional vs. Transformational Leaders- Transactional Leadership: Focuses on clarifying employees’ role and task requirements and providing followers with positive and negative rewards contingent on performance- Transformational Leaders: Engender trust, seek to develop leadership in other,
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