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IMB 552 GLOBAL HUMAN RESOURCES

IMB 552 GLOBAL HUMAN RESOURCES. CULTURE AND NEGOTIATION. Capital raised in London in the Eurodollar market by a Belgium-based corporation may finance the acquisition of machinery by a subsidiary located in Australia. A management team from French Renault may take over an American-built

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IMB 552 GLOBAL HUMAN RESOURCES

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  1. IMB 552 GLOBAL HUMAN RESOURCES CULTURE AND NEGOTIATION

  2. Capital raised in London in the Eurodollar market by a Belgium-based corporation may finance the acquisition of machinery by a subsidiary located in Australia. A management team from French Renault may take over an American-built automotive complex in the Argentine. Clothing for dolls, sewn in Korea on Japanese-supplied sewing machines according to U.S. specifications, may be shipped to Northern Mexico for assembly with other components into dolls being manufactured by a U.S. firm for sale in New York and London during the Christmas season. A California-manufactured (plane)…is powered by British…engines, while a competing (aircraft)…flies on Canadian wing assemblies. A Frenchman is appointed president of (a) U.S. domiciled…corporation while an American establishes…a Swiss-based international mutual fund. “The complexities of business and associated cultures”

  3. CULTURE CULTURE IS THE CHARACTERISTIC WAY OF BEHAVING AND BELIEVING THAT A GROUP OF PEOPLE IN A COUNTRY OR REGION (OR FIRM) HAVE EVOLVED OVER TIME AND SHARE

  4. Cultural Sensitivity … may be defined as a state of heightened awareness for the values and frames of reference of the host culture.

  5. DIMENSIONS OF CULTURE • INDIVIDUAL • COUNTRY/HERTIAGE/REGION • COMPANY/FIRM

  6. LAYERS OF CULTURE SURFACE CULTURE HIDDEN CULTURE INVISIBLE CULTURE

  7. DEVELOPMENT OF CROSS-CULTURAL COMPETENCES RECONCILITATION RESOLVE DIFFERENCES INTEGRATION ADAPTION RESPECT APPRECIATE CULTURAL DIFFERENCES AWARENESS INCREASED AWARENESS OF ONE’S OWN CULTURAL PERSPECTIVE

  8. KEY RESEARCH ON COUNTRY DIMENSIONS • HOFSTEDE – 53 COUNTRIES,IBM,4 DIMENSIONS • FONS TOMPENAARS – 50 COUNTRIES, 4 DIMENSIONS • GLOBE (GLOBE LEADERSHIP AND ORGANIZATIONAL BEHAVIOR EFFECTIVENESS) – 9 DIMENSIONS http://www.geert-hofstede.com/

  9. Clusters (continued • Near Eastern. Greece, Iran, Turkey • Nordic. Denmark, Finland, Norway, Sweden • Independent. Brazil, Japan, India, Israel, South Korea

  10. Generalized national cultural characteristics • Time/relationship – attitudes towards time amd time sensitivity, relationships, behaviors, communication, and language • Power cluster – hierarchy, status attainment, physical space, importance of work • Social Interdependence – group independence, diversity, receptivity, change tolerance • Social Interaction – degree of formality, dress and appearance, food and eating habits, greetings, gift giving, physical touching

  11. RESEARCH ISSUES • GENERAL FRUSTRATIONS • LONGITUDINAL ISSUES • INCONSISTENCIES WITH COMPANIES • CULTURAL IDENTIFYING CHARACTERISTICS • EMPLOYEES SURVEYS • FOCUS OF RESEARCH (ETIC (CULTURE COMMON PROBLEMS VS EMIC CULTURE SPECIFIC ASPECTS)

  12. SOCIO-CULTURAL COMPONENTS • AESTHETICS • ATTITUDES AND BELIEFS • RELIGION • MATERIAL CULTURE • EDUCATION • LANGUAGE • SOCIETAL ORGANIZATION

  13. AESTHETICS PERTAINS TO A CULTURE’S SENSE OF BEAUTY AND GOOD TASTE AND IS EXPRESSED IN ITS ART, DRAMA, MUSIC, FOLKLORE, AND DANCES

  14. ATTITUDES AND BELIEFS • ATTITUDES TOWARD TIME • DIRECTNESS AND DRIVE • DEADLINES • ATTITUDES TOWARDS ACHIEVEMENT • ATTITUDES TOWARDS WORK

  15. RELIGION • PROTESTANT ETHIC • CONFUCIAN WORK ETHIC • ASIAN RELIGIONS • HINDUISIM • BUDDHISIM • JANISM • SIKHISM

  16. RELIGION (CONT’D) • ISLAM • ANIMISM

  17. Asian Religions • Buddhism • Hinduism • Jainism • Sikhism • Confucianism • Taoism • Shintoism

  18. Asian Religions • The world is an illusion because nothing is permanent • Time is cyclical for all living things • Humans are in a constant process of birth, death, and reincarnation • Goal nirvana – state of eternal bliss • Karma – impetus to reach a higher spiritual status in next life

  19. Hinduism – Caste system • Brahmins or priests • Warriors (politicians and landowners • Merchants • Peasants • Untouchables 80% of Indian population

  20. Islamic Faith – 5 Tenets • Accepting the confession of faith (there is no God but God and Muhammad is the Messenger of God) • Pray five times daily facing Mecca • Give to charity • Fast during daylight hours of Ramadan • Make a pilgrimage to Mecca • 6th – jihad translated as ‘holy war’

  21. Animism • Growing in a number of African and Latin countries • Combination of Catholicism with mysticism, taboos, and fatalism • Belief – dead relatives are ever present and are pleased if the living act is the same as their ancestors

  22. TECHNOLOGY MATERIAL CULTURE REFERS TO ALL MAN-MADE OBJECTS AND IS CONCERNED WITH HOW PEOPLE MAKE THINGS (TECHNOLOGY) AND WHO MAKES WHAT AND WHY (ECONOMICS) APPROPRIATE TECHNOLOGY THE TECHNOLOGY (ADVANCED, INTERMEDIATE, OR PRIMITIVE) THAT MOST CLOSELY FITS THE SOCIETY USING IT TECHNOLOGY DUALISM THE SIDE BY SIDE PRESENCE OF TECHNOLOGICALLY ADVANCED AND TECHNOLOGICALLY PRIMITIVE PRODUCTION SYSTEMS

  23. EDUCATION • BRAIN DRAIN/REVERSE BRAIN DRAIN • SHIFTING EMPHASIS ON BUSINESS EDUCATION • CONCEPT OF LIFELONG LEARNING • LANGUAGE EDUCATION • WORK PRACTICES

  24. LANGUAGE • SPOKEN • ORAL • WRITTEN (EMAIL) • UNSPOKEN • NONVERBAL

  25. SOCIETAL ORGANIZATION THE PATTERENED ARRANGEMENT OF RELATIONSHIPS DEFINING AND REGULATING THE MANNER BY WHICH ITS MEMBERS INTERFACE WITH ONE ANOTHER • 1. KINSHIP: THE FAMILY IS THE BASIC UNIT OF INSTITUTIONS • EXTENDED FAMILIES: INCLUDES RELATIVES BEYOND THE PARENTS • AND CHILDREN • 2. ASSOCIATIONS: SOCIAL UNITS BASED ON COMMON INTEREST • NOT ON KINSHIP • AGE • GENDER • COMMON INTEREST • CLASS MOBILITY

  26. Diversity in Multicultural Teams Advantages Disadvantages Diversity causes a lack of cohesion Mistrust Lower interpersonal attractiveness Inaccurate stereotyping More within culture conversations Stress More counterproductive behavior Less disagreement on content Tension Miscommunications Slower speech; non-native speakers Less Accuracy Teams can become Less efficient, less effective, less productive • Diversity permits increased creativity • Wider range of perspectives • More and better ideas • Less groupthink • Forces enhanced concentration to understand others • Ideas • Perspectives • Meanings • Arguments • Teams can become • More effective • More productive

  27. EFFECTIVELY MANAGING TEAM DIVERSITY DIVERSITY CAN MAKE TEAMS EFFECTIVE WHEN: DIVERSITY RENDERS TEAMS INEFFECTIVE WHEN: Routine Convergence Differences ignored Members selected based on ethnicity Ethnocentrism Cultural dominance Individual goals No feedback (autonomy) • Innovative • Divergent • Differences are recognized • Members selected for task related abilities • Mutual respect • Equal power • Subordinate goal • External feedback

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