Organization Development in Global Settings

1. Organization Development in Global Settings

2. The rapid development of foreign economies • The increasing worldwide availability of technical and financial resources • The emergence of a global economy Growth of OD in Global Settings

3. Context • Power Distance • Uncertainty Avoidance • Achievement Orientation • Individualism Cultural Values

4. The extent to which meaning in communication is carried in the words • Organizations in high context cultures tend to value ceremony and ritual, the structure is less formal, there are fewer written policies, and people are often late for appointments Context

5. Extent to which members of a society accept that status and power are distributed unequally in an organization • Organizations in these cultures tend to be autocratic, possess clear status differences, and have little employee participation Power Distance

6. The extent to which members of a society tolerate the unfamiliar and unpredictable • Organizations in these cultures tend to value experts, prefer clear roles, avoid conflict, and resist change Uncertainty Avoidance

7. The extent to which people in a society value assertiveness and the acquisition of material goods • Organizations in these cultures tend to associate achievement with wealth and recognition, value decisiveness, and support clear sex roles Achievement Orientation

8. The extent to which people in a society believe they should be responsible for themselves and their immediate family • Organizations in these cultures tend to encourage personal initiative, value time and autonomy, and accept competition Individualism

9. Cultural Fit with OD Practice Low High South Pacific South America Middle East India South Africa Moderate Level of Economic Development Central America Eastern Europe Asia United Kingdom Scandinavia USA Cultural and Economic Contexts of International OD Practice High

10. Offer products or services worldwide • Balance product and functional concerns with geographic issues • Coordination must address complex personnel and cross-cultural issues • Its competitive position in one national market is affected by its global integration and local responsiveness Worldwide Organizations

11. The Integrative-Responsiveness Framework High Need for Global Integration Low High Low Need for Local Responsiveness

12. Offer products/services in more than one country • Balance product and functional concerns with geographic issues of distance, time, and culture • Carry out coordinated activities across cultural boundaries using a wide variety of personnel Worldwide Strategic Orientations

13. The International • The Global Orientation • The Multinational Orientation • The Transnational Orientation Worldwide Strategic Orientations

14. Characteristics of the International Design • Sell existing products/services to nondomestic markets • Goals of increased foreign revenues • Implementing the International Orientation • OD facilitates extending the existing strategy into the new market • Cross-cultural training and strategic planning International Strategic Orientation

15. Characteristics of the Global Design • Centralized with a global product structure • Goals of efficiency through volume • Implementing the Global Orientation • OD supports career planning, role clarification, employee involvement, conflict management and senior management team building to help achieve improved operational efficiency • OD helps the organization transition to global integration from local responsiveness The Global Strategic Orientation

16. Characteristics of the Multinational Design • Operate a decentralized organization • Goals of local responsiveness through specialization • Implementing the Multinational Orientation • OD helps with intergroup relations, local management selection and team building • OD facilitates management development, reward systems, and strategic alliances The Multinational Strategic Orientation

17. Characteristics of the Transnational Design • Tailored products • Goals of learning and responsiveness through integrations • Implementing the Transnational Orientation • Extensive selection and rotation • Acquire cultural knowledge and develop intergroup relations • Build corporate vision Transnational Strategic Orientation

18. Their primary task is a commitment to serve as an agent of change in the creation of environmentally and socially sustainable world futures • They have discovered and mobilized innovative social-organizational architectures • They hold values of empowerment in the accomplishment of their global change mission • They are globally-locally linked in structure, membership, or partnership and thereby exist as entities beyond the nation-state • They are multi-organizational and often cross-sectoral Global Social Change Organizations

19. Build the local organization • Using values to create the vision • Recognizing that internal conflict is often a function of external conditions • Understanding the problems of success • Create horizontal linkages • Build a network of local organizations with similar views and objectives • Develop vertical linkages • Create channels of communication and influence upward to governmental and policy-level, decision-making processes Application Stages of Global Social Change Organizations

20. Bridging Role • Stewardship Role • Communication Skills • Negotiation Skills • Networking Skills Global Social Change OrganizationsOD Roles and Skills