Global Manager

and processes to achieve organizational objectives as efficiently and effectively

as possible.

Getting things done through coordinated efforts.

Planning, organizing, leading and controlling.

they vary across different geographic regions?

If these definitions are universal,

how might their implementation vary across national and regional boundaries?

to seek set objectives enthusiastically (Robbins, 1998).

…..“is the ability to

influence, motivate and contribute towards the effectiveness of the organizations of which they are members” (House and Wright, 1997).

an empirically based theory to describe, understand, and predict the

impact of specific cultural variables on leadership and organizational processes and the effectiveness of these processes

of the Wharton School of the University of Pennsylvania. The

GLOBE Project directly involved 170 “country co-investigators” based in 62 of the world’s cultures as well as a 14-member group of coordinators and research associates. This international team collected data from 17,300 middle managers in 951 organizations.

much unequal distribution of power should there be in organizations

and society?
Uncertainty-avoidance
How much should people rely on social norms and rules to avoid uncertainty and limit unpredictability?

much should leaders encourage and reward loyalty to the social

unit, as opposed to the pursuit of individual goals?
In-group collectivism
How much pride and loyalty should individuals have for their family or organization?

much effort should be put into minimizing gender discrimination and

role inequalities?
Assertiveness
How confrontational and dominant should individuals be in social relationships?
Future orientation
How much should people delay gratification by planning and saving for the future?

much should individuals be rewarded for improvement and excellence?
Humane orientation

How much should society encourage and reward people for being kind, fair, friendly, and generous?

A quick overview shows a great deal of cultural diversity

around the world.

a questionnaire to measure culturally endorsed implicit leadership theory, as

well as interviews and focus groups designed to elicit information about the perceived attributes of ideal leaders.

each scale (i.e., the average of 61 country means), the

21 leadership scales ranked from the "most universally desirable" to "the least universally desirable" as follows:

10-

six scales, resulting in six leader styles:
charismatic
team oriented,
humane,

participative,
autonomous,
self-protective.

they have high levels of personal integrity.

Stresses high standards, decisiveness,

and innovation; seeks to inspire people around a vision; creates a passion among them to perform; and does so by firmly holding on to core values.

diplomatic.

Instills pride, loyalty, and collaboration among organizational members; and

highly values team cohesiveness and a common purpose or goals

and generosity; and it is patient, supportive, and concerned with

the well-being of others

delegate, and they behave in an egalitarian way.

Encourages input

from others in decision-making and implementation; and emphasizes delegation and equality

Style emphasizes procedural, status-conscious, and 'face-saving' behaviors; and focuses on

the safety and security of the individual and the group

an independent, individualistic, and self-centric approach to leadership

the degree to which they prefer each of the six

leader styles.

Societal clusters grouped together at the higher or lower end or in the middle differ significantly from the other groups of clusters, but not from each other.

There are no statistically significant differences for the team-oriented and autonomous styles across all clusters

skills

management style

working outside their home country

expectations and information
This is a normal reaction to a new

environment where you are no longer in control as you have been at home.
Best defense is comprehensive cross-cultural training, including intensive language study

which culture shock affects them, but almost everyone is affected

by it in one way or another. Symptoms vary, but can include:

boredom
feeling isolated or helpless
sleeping a lot or tiring easily
suffering from body pains and aches
longing to be back home
unduly criticizing local customs or ways of doing things

The Honeymoon Stage - You are very positive, curious, and anticipate

new exciting experiences. You even idealize the host culture.

what is different is actually inferior. The host culture is

confusing or the systems are frustrating. It's a small step from saying that they do things in a different way to saying that they do things in a stupid way. You may blame your frustrations on the new culture (and its shortcomings) rather than on the adaptation process.

and develop a more balanced, objective view of your experience.

4.

Mental isolation

5. Adaptation - You feel a new sense of belonging and sensitivity to the host culture.

isn't what you expected it to be.

stages:
1. Cultural ignorance exists when individuals have no knowledge of

cultural differences. Businesspeople at this stage are liabilities to their companies and may do more harm than good on overseas assignments.
2. Cultural awareness takes place when people know there are cultural differences and are looking for them. Businesspeople at this stage are less likely to commit social or cultural blunders.
3. Cultural knowledge is an extension of cultural awareness. Businesspeople at this stage know how to offer appropriate greetings (i.e., the bow of Japan) and what behaviors to expect in foreign markets. They observe, catalog, and analyze foreign behaviors and look for the reasons behind them.
4. Cultural understanding occurs when businesspeople not only know what behaviors are appropriate, but also understand why those behaviors are correct for that culture. Individuals at this stage are often fluent in the local language and are aware of the behavioral and attitudinal subtleties of a culture.

standards of one's own culture. Ethnocentric individuals judge other groups

relative to their own ethnic group or culture, especially with concern for language, behavior, customs, and religion. These ethnic distinctions and subdivisions serve to define each ethnicity's unique cultural identity. Ethnocentrism may be overt or subtle, and while it is considered a natural proclivity of human psychology, it has developed a generally negative connotation .

belief that one’s native country, culture, language, and behavior are superior to all others.

for business.
A survey of 918 companies with home offices

in the United States (272 companies), Japan (309), and Europe (337) found ethnocentric staffing and human resource policies to be associated with increased personnel problems.

Those problems included recruiting difficulties, high turnover rates, and lawsuits over personnel policies. Among the three regional samples, Japanese companies had the most ethnocentric human resource practices and the most international human resource problems.

the entire effectiveness of the assignment could be compromised by

ignoring the spouse.
—Steve Ford, Corporation Relocations, Hewlett-Packard

Research on 321 American expatriate spouses shows effective cross-cultural adjustment is more likely
When the firms seek the spouse’s opinion about the international assignment
When the spouse initiates his/her own pre-departure training

of the executive into company headquarters
Companies must prepare to minimize

the potential effects of reverse culture shock
Ineffective repatriation practices are clear – few managers will be willing to take international assignments

career path while abroad and upon repatriation
As an alternative to

the mentor program, the establishment of a special organizational unit for the purposes of career planning and continuing guidance for the expatriate
A system of supplying information and maintaining contacts with the expatriate so that he or she may continue to feel a part of the home organization.

of your international assignment plan.
A major reason for repatriate

dissatisfaction and turnover is upon their return no positions were available for them.

Their new skills and experiences were under appreciated and not utilized.

of ongoing support in your home country.
Many repatriates complain

that they became disconnected and out of the loop while away.
They felt that their opportunities were limited once they returned because nobody was looking out for them while they were away (e.g., manager, mentor, or career coach).

values international expertise.
For instance, be certain that international expertise

is considered and matters when identifying candidates for future opportunities.