Intercultural Management in Sport: Navigating Cultural Differences for Effective Leadership

1. Chapter 3 C H A P T E R 3 Intercultural Management in Sport Organizations Eric W. MacIntosh, PhD; Gonzalo A. Bravo, PhD; and Ming Li, EdD

2. Chapter Objectives • Describe the concept of intercultural management • Identify characteristics of national cultures that can affect sport organizations and management • Understand the concept of organizational culture (continued)

3. Chapter Objectives (continued) • Discuss ways in which managers can socialize employees into an intercultural organization • Identify the various ways in which a manager can promote a sense of community in a diverse workforce • Work more effectively in an intercultural environment

4. Why Intercultural Management Matters • Increased global mobility within professional and amateur sport. • Challenges because of sport labor migration (today’s sport leagues around the world are filled with coaches, players, and even team owners from various backgrounds). • Intercultural management in sport affects multiple layers of the organization.

5. Selected Coaches Working Abroad

6. Cases Illustrating the RoleThat Culture Plays • The retail strategies of franchise apparel companies like Adidas and Nike in China • The study on sport television commercials in Germany, New Zealand, and Japan

7. Intercultural Management Defined • It is concerned with the various ways in which people from diverse backgrounds can work together in an efficient and effective manner. • It is about avoiding ethnocentric thinking and behavior.

8. Tips for People Workingin an Intercultural Environment Read the sidebar “People Working Within an Intercultural Environment” on page 58 of International Sport Management.

9. Understanding of National Culture: Hofstede’s Value Dimensions Theory • Power distance • Uncertainty avoidance • Individualism–collectivism • Masculinity–femininity • Long-term vs. short-term orientation

10. Organizational Culture Defined • Comprises values, beliefs, and assumptions that help guide decision making and describe why an organization is what it is • Levels of organizational culture—Schein’s theory • Level 1: artifacts • Level 2: values and beliefs • Level 3: basic assumptions

11. Organizational Socialization • Anticipatory socialization (occurs before organizational entry) • Encounter or accommodation (as the newcomer enters the organization) • Adaptation or role management (as the newcomer adapts and settles into the job)

12. Management Culture Shock Read the case study on page 64 of International Sport Management.