The Cultural Mindset 1st Edition - Managing People Across Cultures

Tư duy văn hóa
Quản lý con người qua các nền văn hóa
Hiện tượng các tổ chức toàn cầu nhắc nhở chúng ta rằng quản lý đa văn hóa đang phổ biến hơn bao giờ hết. Mặc dù không thể phát triển kiến ​​thức chuyên sâu về tất cả các nền văn hóa, nhưng một người có thể phát triển cách suy nghĩ trong đó họ tích hợp văn hóa vào tất cả các cân nhắc, quyết định và hành vi của mình. Cách tiếp cận như vậy có tính chất biến đổi và bao gồm việc áp dụng tư duy văn hóa, hiểu sức mạnh của văn hóa như một hệ quy chiếu và phát triển một lối suy nghĩ mới.   Cuốn sách Tư duy văn hóa dựa trên nhiều năm giảng dạy, nghiên cứu và tư vấn của Tiến sĩ Nahavandi cho nhiều doanh nghiệp về các vấn đề đa văn hóa. Được xây dựng dựa trên mô hình tư duy-biết-làm, văn bản cho phép người đọc áp dụng tư duy văn hóa sẽ định hướng hiệu quả suy nghĩ và hành vi của họ với tư cách là nhà quản lý tương lai. Thông qua các nghiên cứu trường hợp và tự đánh giá, cuốn sách cho phép sinh viên phát triển cái nhìn rộng hơn về văn hóa vượt ra ngoài các kỹ năng và năng lực học tập. Ngoài ra, bằng cách tập trung vào văn hóa nói chung, cuốn sách cho phép người đọc giải quyết cả các vấn đề văn hóa quốc gia, chẳng hạn như cách làm việc ở một quốc gia khác hoặc quản lý một nhóm đa quốc gia, và các vấn đề đa dạng, chẳng hạn như trần kính hoặc sự phân biệt đối xử ở nơi làm việc. .  Chủ đề cơ bản chính của cả hai chủ đề là văn hóa, liên quan đến quốc gia hay nhóm, tác động như thế nào đến quan điểm của chúng ta - những gì chúng ta coi trọng, cách chúng ta suy nghĩ, cách chúng ta cư xử và cách chúng ta quản lý con người một cách hiệu quả.   Mỗi chương sẽ tập trung vào cả việc học mang tính thông tin và chuyển đổi thông qua: Các trường hợp và ví dụ sẽ đặt câu hỏi về các giả định và nhấn mạnh khả năng áp dụng Tự đánh giá để làm cho các khái niệm mang tính cá nhân và phù hợp, đồng thời khuyến khích sự tự phản ánh Các ví dụ giúp học sinh hiểu các khái niệm đó Bài tập cụ thể và /hoặc những suy ngẫm để giúp học sinh áp dụng thông tin vào cuộc sống cá nhân và nghề nghiệp của mình

Preface
Acknowledgments
About the Author
Part I • Introduction
CHAPTER 1 • The Impact of Culture on Managing Organizations
First Person: Culture Clash in a Joint Venture
1. A Complex and Diverse World
1.1 Impact of Globalization on Management
Table 1.1: A Complex and Diverse World
1.2 Small World Rules in a Large World
2. Definition of Culture
2.1 Culture as a System
Table 1.2: Characteristics of Culture
2.2 Culture as Stable and Dynamic
2.3 Transmitting Culture
2.4 Culture as a Framework
2.5 Culture as Guide to Behavior
Window to the World: Doing Business in the United States
3. Components and Levels of Culture
3.1 Deep Assumptions
Table 1.3: Components of Culture
3.2 Values and Beliefs
3.3 Behaviors and Artifacts
3.4 The Cultural Iceberg
Figure 1.1: The Cultural Iceberg
3.5 Levels of Culture
Figure 1.2: Levels of Culture
3.5.1 Impact of Levels of Culture
4. Culture and Other Determinants of Behavior
4.1 Race
4.2 Personality and Ability
4.3 Culture and Ethnicity
5. Sources and Purpose of Culture
5.1 Sources of Culture: Environment and History
5.2 Purpose of Culture
5.3 Consequences of Absence of Culture
5.4 The Purpose of Culture in Organizations
6. Critical Challenges With the Concept of Culture
6.1 Essentialism and Overgeneralization
6.2 Equating Country and Culture
6.3 Reconciling the Challenges: Cultural Prototypes
7. A Cognitive Approach to Cross-Cultural Management: The Cultural Mindset
7.1 The Cognitive Approach to Cross-Cultural Management
7.2 Culture-as-Meta-Context
7.2.1 Culture-as-Meta-Context as Background
Figure 1.4: Culture-as-Meta-Context
7.2.2 Culture-as-Meta-Context as Guide
7.2.3 Omnipresent Culture-as-Meta-Context
7.3 Culture-Just-Is
7.4 The Cultural Mindset
7.4.1 CM and the Small World Paradox
First Person Revisited
Applying What You Learned: Getting Started With the Idea of Culture
Managerial Challenge: The Unresponsive Team Members
Self-Assessment 1.1: Culture, Ethnicity, Race, and Nationality
Figure 1.3: Culture and Other Determinants of Behavior
Self-Assessment 1.2: Your Values
Exercise 1.1: Map of the World
Exercise 1.2: The Washing Machine Ad
Case Study: True American Values?
CHAPTER 2 • The Cultural Mindset
First Person: The “Conquistadores” Mentality Persists
1. The Cultural Mindset: A Working Definition
1.1 What’s a Mindset?
1.2 Cultural Mindset
1.3 The Ten CM Factors
1.4 The Cognitive, Personality, and Knowledge Components
Figure 2.1: Ten Cultural Mindset Factors
Table 2.1: Factors in Cultural Mindset (CM)
2. Cognitive CM Factors
2.1 Cultural Self-Awareness
2.1.1 The “Norm” and White Privilege
2.2 “Meta-Cognition
2.3 Three Views of Culture
3. Personality CM Factors
3.1 Self-Monitoring
3.2 Fixed and Growth Mindsets
3.3 Cultural Curiosity
4. Cultural Knowledge as a CM Factor
5. CM as a Threshold and a Continuum
5.1 Characteristics of Thresholds
Table 2.2: Characteristics of Cultural Mindset (CM) as a Threshold
5.2 CM as a Continuum
Figure 2.2: The Cultural Mindset Continuum
5.3 Stages of the Development of CM
Figure 2.3: Stages of Cultural Mindset Development
6. CM and Other Approaches to Cross-Cultural Competence
6.1 How to Evaluate Approaches
Table 2.3: Criteria for Comparison of Cultural Competence Approaches/Models and Assessment Tools
6.2 Beyond the “What”: Learning “How”
Window to the World: Doing Business in Singapore
7. THINK–KNOW–DO: A Roadmap to Developing CM
7.1 Elements of the THINK–KNOW–DO Roadmap
Figure 2.4: A Roadmap to Cultural Mindset: Think–Know–Do
7.2 How Do We Get There?
7.2.1 THINK
7.2.2 KNOW
7.2.3 DO
First Person Revisited
Applying What You Learned: Recognizing and Changing a Fixed Mindset
Managerial Challenge: To Pass or Not to Pass?
Self-Assessment 2.1: The ICMI
Self-Assessment 2.2: What Is Your Cultural Background?
Exercise 2.1: Cultural Values and Beliefs
Exercise 2.2: What Is White?
Case Study: L’Oréal’s Brand of Multiculturalism
Part II • THINK—Your Cultural Perspective
Figure II.1 The Focus of Part II
CHAPTER 3 • The Role of Cognitive Processes in Cross-Cultural Management
First Person: Sit Quietly and Work on Spreadsheets
1. The Social Perception Process
1.1 Managers as Information Processors
1.2 Limited Capacity
1.3 Efficiency Over Effectiveness
1.4 Closure
Figure 3.1: Closure
Figure 3.2: Culture and Closure. (a and b) What event are they attending? (c and d) What’s for dinner?
2. Three Stages of Perception
Figure 3.3: The Social Perception Process
2.1 Attention
2.2 Organization
2.2.1 Dealing With Incongruent Information
2.3 Interpretation and Attribution
3. Heuristics and Biases
3.1 Heuristics: The Shortcuts We Use
3.2 Biases: Systematic Errors
Table 3.2: Common Biases
4. Automatic or Deliberate? System I and System II
Figure 3.4: From Automatic to Deliberate
4.1 System I and System II
Table 3.3: Key Characteristics of System I and System II
4.2 Culture as a Goal-Driven Semi-Automatic Process
4.3 When to Activate System II
Window to the World: Doing Business in Mexico
5. Understanding Your Cultural Perspective: Your Cultural Identity
5.1 Definition and Functions of Cultural Identity
5.2 Awareness of Cultural Identity
Figure 3.5: Intersecting Cultural Identities
6. Managing Our Social Perceptual Process: Avoiding Unconscious Biases
First Person Revisited
Applying What You Learned: Avoiding Perceptual Errors
Managerial Challenge: To Hire or Not to Hire?
Self-Assessment 3.1: Your Cultural Identity
Exercise 3.1: The Mysterious Case of the College Exam
Exercise 3.2: Heuristics at Work
Case Study: JB’s Troubles
CHAPTER 4 • Views of Culture and Acculturation
First Person: I Became Just Zeki
1. In-Groups and Out-Groups
1.1 Characteristics of In- and Out-Groups
1.1.1 In-Groups and Cultural Identity
1.1.2 Features of In- and Out-Groups
Table 4.1: In- and Out-Groups
1.2 Sources of In- and Out-Groups
1.3 Consequences and “Us-vs-Them”
Figure 4.1: Consequences of Us-vs-Them
2. Three Views of Culture
2.1 Definitions and Overlapping Views
Figure 4.2: Views of Culture
2.2 Parochialism: “My World Is the Only World”
Table 4.2: Comparison of Three Views of Culture
2.2.1 Elements of Parochialism
2.2.2 Parochialism in All Cultures
2.2.3 Consequences of Parochialism
2.3 Ethnocentrism: “My World Is the Best World”
2.3.1 Elements of Ethnocentrism
2.3.2 Consequences of Ethnocentrism
2.4 Pluralism: “My World Is One of Many”
2.4.1 Elements of Pluralism
2.4.2 Consequences of Pluralism
2.4.3 Critiques of Pluralism
3. Acculturation: Cultural Contact and Adaptation
Window to the World: Doing Business in the United Arab Emirates
3.1 Definition of Acculturation
3.2 Examples of Different Types of Acculturation
3.3 The Acculturation Process
3.3.1 Contact
3.3.2 Conflict
Figure 4.3: Steps in Acculturation
3.3.3 Resolution/Adaptation
4. Acculturation Strategies for Adaptation
Figure 4.4: Four Acculturation Strategies
4.1 Assimilation
Table 4.3: Description of Strategies for Acculturation
4.2 Integration
4.3 Separation
4.4 Deculturation
4.5 An Example of Acculturation Strategies in Practice: Hong Kong
4.6 Acculturative Stress
4.6.1 Acculturative Stress and Acculturation Strategies
Figure 4.5: Acculturation, Conflict and Stress
4.6.2 Acculturative Stress, Views of Culture and CM
Table 4.4: Factors That Impact Conflict and Acculturative Stress
5. The Cultural Adaptation of Expatriates
5.1 Success Factors
Table 4.5: Tools to Support Expats
5.1.1 Selection
5.1.2 Education and Training
5.2 Acculturation Strategies for Expats
5.2.1 Integration for Expats
5.2.2 Separation for Expats
5.2.3 Acculturation When Returning Home
6. Views of Culture, Acculturation, and the Cultural Mindset
6.1 View of Culture and the CM
6.2 Acculturation and the CM
First Person Revisited
Applying What You Learn: The Host–Guest Framework—Short-Term Cultural Interaction
Etiquette Rules for Hosts and Guests
Managerial Challenge: They Want Nothing to Do With Us…
Self-Assessment 4.1: Reviewing Your ICMI Results
Self-Assessment 4.2: Preferred Strategy for Acculturation
Exercise 4.1: Africa Won the World Cup!
Exercise 4.2: Us-vs-Them
Case Study: IKEA’s First Store in India
Part III • KNOW—Group Culture and Diversity
Figure III.1: The Focus of Part III
CHAPTER 5 • Managing Diverse Groups
First Person: Can You Please Get Me Some Cream?
1. Diversity: Complex Definitions, Challenges, and Opportunities
1.1 Definition and Dimensions of Diversity
1.1.1 Definitions of Diversity and Its Related Concepts
1.1.2 Dimensions of Diversity
Figure 5.1: Primary and Secondary Dimensions of Diversity
1.1.3 Legally Protected Classes in the United States
1.2 Why Does Diversity Matter?
1.3 Challenges and Controversy
1.3.1 Difficulty in Addressing Diversity
Table 5.1: Reasons for the Difficulty in Addressing Diversity in the Workplace
1.3.2 Controversy and Challenges
2. Research on the Impact of Diversity
2.1 Diversity in Groups
2.2 Diversity and Organizational Performance
2.3 The Bottom Line
3. The Diversity Landscape
3.1 Changes That Drive Diversity
3.1.1 Cultural and Social Changes
3.1.2 Demographic Changes
3.1.3 Migration and Immigration
Figure 5.2: US Demographic Makeup
Figure 5.3: Changes in Diversity in the United States by Age Group
Table 5.2: Some Demographic Trends
3.2 Diversity in Organizations
3.2.1 Disparities in Pay
3.2.2 Lack of Diversity in Leadership
Table 5.3: Labor Statistics by Ethnicity and Gender
4. Approaches to Diversity Around the World
Table 5.4: Diversity Legislation in the World’s Top Five Economies
4.1 Two Different Philosophical Approaches to Diversity: France and the United States
4.1.1 Liberté, Egalité, Fraternité
4.1.2 A Nation of Immigrants
4.2 Mexico: Legislating Gender Parity
4.3 Japan: Slow Entry Into Cultural Diversity
4.4 India: Social Class as a Dimension of Diversity
4.5 The European Union: Ideals of Equality and Uneven Application
5. The Social and Historical Contexts
5.1 Colonialism
5.1.1 The Lasting Impact of Colonial Views on Culture and Organizations
5.1.2 Colonialism and Diversity
5.2 Immigration and Slavery in the United States
5.2.1 Immigration to the United States
5.2.2 The Legacy of Slavery and Segregation
5.3 Continued Impact
6. Challenges: Prejudice and Discrimination
6.1 Examples of Prejudice and Discrimination
6.2 Stereotypes, Accessibility, and Primary Dimensions of Diversity
Figure 5.4: From Stereotypes to Discrimination
6.2.1 Definitions
6.2.2 Implicit Biases in Management and Organizations
6.3 Discrimination
6.3.1 Impact of Discrimination
Window to the World: Doing Business in India
7. Organizational Responses to Diversity: Reach and Limitations
7.1 Stages of D&I
Figure 5.5: Range of Responses to Diversity
7.2 Organizational Options
Figure 5.6: Framework for Organizational Programs
7.2.1 Implementing D&I Programs
7.2.2 Focused Targeting of D&I Programs
First Person Revisited
Applying What You Learn: How to Become an Ally
Managerial Challenge: Off-Color Comments
Self-Assessment 5.1: The Implicit Bias Test
Self-Assessment 5.2: The Stereotypes I Hold
Exercise 5.1: Equality and Equity
Exercise 5.2: Statements on D&I
Case Study: Personal Tragedies
CHAPTER 6 • Gender in Organizations
First Person: Invisible
1. A Brief History, Modern Definitions, and Current State
1.1 Women Leaders in History
1.2 Definitions, Binary Gender, and Intersectionality
1.2.1 Definitions
1.2.2 Binary and Non-Binary Gender
1.2.3 Intersectionality
1.3 Challenge of Essentializing and Overgeneralization
2. Women in Today’s Organizations
2.1 Women in the Workforce
Table 6.1: Women in the Workforce (Countries Included Are Those Listed in Table 1.1)
2.2 Women in Management and Leadership
2.2.1 Women in Middle Management
Table 6.2: Women in Management and Leadership Positions (2018)
2.2.2 Women in Leadership
2.3 The Glass Ceiling and Glass Cliff
2.3.1 Challenge Without Reward
2.4 The Pay Gap
2.4.1 Factors in the US Pay Gap
Table 6.3: US Pay Gap Quick Facts
2.4.2 The Global Pay Gap
2.4.3 Explaining the Pay Gap
Table 6.4: Global Pay Gap: Quick Facts
Window to the World: Gender Discrimination in Hiring in China
3. Culture and Gender
3.1 Nurture Over Nature
3.2 Gender Stereotypes
3.2.1 Typical Stereotypes
Figure 6.1: Stereotypical Gender Characteristics
3.2.2 Benevolent Sexism
3.3 Early Development of Gender Expectations
3.3.1. Consistent Stereotypes
3.3.2 Social and Cultural Nature of Stereotypes
3.4 The Consequences of Stereotypes
3.4.1 Gender as Master Status
3.4.2 Gender Stereotypes and Career Options
3.5 Gender and the Cultural Mindset
Figure 6.2: Gender and the Cultural Mindset
4. Causes of Lack of Gender Parity in Organizations: Myths and Reality
Table 6.5: Most Cited Reasons for Lack of Gender Parity in Organizations
4.1 Gender Differences in Leadership
4.1.1 Some Differences
4.1.2 Insignificant Impact
4.2 Experience and Education
4.2.1 Experience
4.2.2 Education
4.3 Work-Life Balance
4.3.1 Unequal Time
4.3.2. Consequences
Figure 6.3: The Work-Life Balance Vicious Circle Cycle
4.4 Workplace Discrimination
4.4.1 Areas of Discrimination
Figure 6.4: Areas of Gender Discrimination
4.5 Sexual Harassment
4.5.1 Incidents of Sexual Harassment
4.5.2 Impact of Sexual Harassment
5. The Double Bind: Role Incongruity and Narrow Pathways
5.1 Think Leader–Think Male
5.1.1 The Double Bind
Figure 6.5: The Gender Double Bind
5.1.2 Immediate Consequences
5.2 Role Incongruity
5.2.1 The Power Double Bind
5.3 Self-Perception and Self-Advocacy
5.4 Narrow Paths to Organizational Success
5.4.1 The Impostor Syndrome
6. Addressing Gender Disparities
Figure 6.6: Addressing Gender Disparities
6.1 Social Policies
6.1.1 Family Friendly Policies
6.2 Organizational Practices
Table 6.6: Organizational Practices to Support Gender Equality
6.2.1 Examples of Impactful Organizational Practices
6.2.2 Broad Impact Beyond Gender Parity
6.3 Personal Strategies
6.3.1 Changing Cognition
6.3.2 Changing Behavior
First Person Revisited
Applying What You Learned: Navigating the Double Bind
Managerial Challenge: Who Should Go?
Self-Assessment 6.1: Impostor Phenomenon
Exercise 6.1: Gender Stereotypes at Work
Exercise 6.2: The Clance Impostor Phenomenon Test
Reflection Question 6.1: What Gender Stereotypes Do You Hold?
Reflection Question 6.2: What Does It Feel Like?
Case Study: How Do I Get Back On Track?
Part IV • KNOW—Models of National Culture
Figure IV.1: The Focus of Part IV
CHAPTER 7 • Culture as Value Orientation
First Person: Socialization First, Business Next
1. Using Frameworks to Understand Culture
1.1 A New Vocabulary Based on Frameworks and Models
1.2 Inside and Outside Views: Benefits and Disadvantages of Using Frameworks
1.2.1 Emic vs. Etic
1.2.2 Frameworks
1.3 Applying Frameworks
2. Hall’s Communication Context Framework
2.1 High-Context (HC) Cultures
Table 7.1: Characteristics of High- and Low-Context Cultures
2.2 Low-Context (LC) Cultures
2.3 The High- and Low-Context Continuum
Figure 7.1: Countries on the Context Continuum
2.4 Applying the Cultural Context framework
3. Communication Styles Across Cultures
3.1 Areas of Communication Impacted by Culture
Table 7.2: Areas of Communication Style
3.2 Directness
3.2.1 Saving Face
3.2.2 The Purpose of Saving Face
3.3 Linear vs. Circular
3.4 Abstraction, Task Orientation, and Intellectual Styles
3.5 Communication Styles in a Culturally Diverse World
3.6 HC and LC and Communication Styles
Window to the World: Doing Business in Russia
4. Kluckhohn and Strodtbeck’s Value Orientation Theory
4.1 Values and Culture
4.2 Shared Human Challenges
4.2.1 Three Assumptions
4.2.2 Six Human Challenges
Figure 7.2: Six Challenges Humans Face
4.3 Challenge 1: What Is Our Nature?
Table 7.3: Alternative Answers to Six Universal Challenges: The Value Dimensions
4.3.1 From Good to Evil
4.3.2 In- and Out-Groups
4.3.3 Consequences for Management and Organizations
4.4 Challenge 2: How Do We Relate to Time?
Table 7.4: Examples of Statement for Each Value Dimension
4.4.1 Consequences for Management and Organizations
4.5 Challenge 3: How Do We Relate to Our Natural Environment?
4.5.1 Consequences for Management and Organizations
4.6 Challenge 4: How Do We Relate to One Another?
4.6.1 Inpiduals and Groups
4.6.2 Consequences for Management and Organizations
4.7 Challenge 5: What Is Our Primary Motivation?
4.7.1 Consequences for Management and Organizations
4.8 Challenge 6: How Do We Relate to Physical Space?
4.8.1 Consequences for Management and Organizations
4.9 Profiles and Patterns Rather Than Single Values
Figure 7.3: Comparing Cultures Using the K&S Model
5. Critiques and Contributions
5.1 Critiques and Shortcomings
5.1.1 Hall’s Communication Context Framework
5.1.2 Kluckhohn and Strodtbeck’s Value Orientation
5.2 Contributions and Lasting Impact
5.2.1 Hall’s Communication Context Framework
5.2.2 Kluckhohn and Strodtbeck’s Value Orientation
5.3 Final Words
First Person Revisited
Applying What You Learned: Using Knowledge of the Communication Context
Managerial Challenge: Sorry, It’s August…
Self-Assessment 7.1: Communication Styles
Self-Assessment 7.2: Value Orientations
Exercise 7.1: Software Joint Venture Negotiation
Exercise 7.2: Ideal Value Orientation
Case Study: Walmart in Germany
CHAPTER 8 • Cultural Dimensions in Management and Leadership
First Person: Dig Deep Into My Cultural Roots
1. Hofstede’s Dimensions
1.1 Development of the Framework
1.2. Basic Four Cultural Dimensions
Table 8.1: Hofstede’s Basic Cultural Dimensions
1.3. Inpidualism-Collectivism
1.3.1 Collectivism
Table 8.2: Sample of Countries Ranked for Inpidualism-Collectivism
1.3.2 Inpidualism
1.3.3 Managerial Implications
1.4 Power Distance
1.4.1 Comparing High and Low Power Distance
1.4.2 Managerial Implications
Table 8.3: Sample of Countries Ranked for Power Distance (PD)
1.5 Uncertainty Avoidance
1.5.1 Comparing High and Low Uncertainty Avoidance
Table 8.4: Sample of Countries Ranked for Uncertainty Avoidance
1.5.2 Managerial Implications
1.6 Masculinity-Femininity
1.6.1 Comparing Masculinity and Femininity Cultures
1.6.2 Managerial Implications
1.7 Additional Dimensions
1.7.1 Time Orientation
1.7.2 Indulgence-Restraint
2. Refining Inpidualism-Collectivism: Tight and Loose Cultures
2.1 Unexplained Differences
2.2 Defining the Tight-Loose Dimension
Figure 8.1: Countries With Tight and Loose Cultures
2.3 Factors Associated With the Tight-Loose Dimension
2.4 Tight-Loose and Regional Cultures
2.5 Managerial Implications
3. Refining Inpidualism-Collectivism: Vertical-Horizontal Cultures
3.1 Combining Vertical-Horizontal With Inpidualism-Collectivism
Figure 8.2: Vertical and Horizontal Inpidualism-Collectivism
3.2 Benefit of Implementing the Vertical-Horizontal Dimension
3.3 Managerial Implications
Window to the World: Doing Business in Australia
4. Trompenaars’s Dimensions of Culture
4.1 The Seven Dimensions
4.2 Managerial and Organizational Implications
Table 8.6: Trompenaars Seven Dimensions of Culture
5. GLOBE—Global Leadership and Organizational Behavior Effectiveness
5.1 GLOBE’s Nine Cultural Dimensions
Table 8.7: Nine GLOBE Cultural Dimensions
5.2 Country Clusters
Figure 8.3: Country Clusters Based on GLOBE
5.3 Impact of Cultural Values on Economic Development and Well-Being
6. Contributions and Critiques
6.1 Word of Caution
6.2 Hofstede’s Framework: Contributions and Shortcomings
6.3 Trompenaars: Contributions and Shortcomings
6.4 GLOBE: Contributions and Shortcomings
7. Frameworks as Tools for Cultural Knowledge
7.1 Integrating Your Knowledge
7.1.1 Comparing the Frameworks
7.1.2 Key Dimensions
Figure 8.4: Comparing Frameworks. These dimensions are not well established.
7.2 The Cultural Prototype
Figure 8.5: The Typical Inpidual
7.3 Frameworks as Tools
First Person Revisited
Applying What You Learned: Managing Across Cultures
Managerial Challenge: The Perfect Candidate
Self-Assessment 8.1: Integrating Cultural Values
Self-Assessment 8.2: Tight and Loose
Self-Assessment 8.3: Horizontal and Vertical
Exercise 8.1: Cultural Blunder
Exercise 8.2: What Would You Do?
Case Study: The Canadian in Australia
Part V • DO—Leading Multicultural Organizations
Figure V.1 The Focus of Part V
CHAPTER 9 • Leadership and Culture
First Person: He’s the Boss. Doesn’t He Know What To Do?
1. Defining Leadership in a Cultural Context
1.1 Leaders and Leadership
1.2 Definition of Leadership and Effectiveness
1.3 Leadership and Cultural Dimensions
1.3.1 Cultural Values
Figure 9.1: Cultural Dimensions and Leadership
1.3.2 Who Gets to Lead
1.4 Is Leadership Universal?
1.4.1 Does Leadership Exist When There Is No Word for It?
1.4.2 Current Ideas of Leadership Are WEIRD
2. Early Approaches to Leadership: Trait, Behavior, and Contingency
2.1 The Trait Era
2.1.1 Some Leadership Traits
Table 9.1: Early Theories of Leadership
2.1.2 End of the Trait Era
2.2 The Behavior Era
2.2.1 Two Major Leadership Behaviors
2.2.2 The End of the Behavior Era
2.3 The Contingency Era
2.3.1 Major Contingency Theories
2.3.2 Continued Impact of Contingency Views of Leadership
3. Current Approaches to Leaderships: Neo-Charismatic and Value-Based Era
Table 9.2: Current Theories of Leadership
3.1 Charismatic Leadership
3.1.1 Elements of Charismatic Leadership
Figure 9.2: Elements of Charismatic Leadership
3.1.2 Charismatic Leadership and Culture
3.2 Transactional and Transformational Leadership
3.2.1 Elements of Transformational Leadership
3.2.2 Transformational Leadership and Culture
Figure 9.3: Elements of Transformational Leadership
3.3 Authentic and Positive Leaderships
3.3.1 Authentic Leadership
3.3.2 Positive Leadership
3.3.3 Cross-Cultural Applications
3.4 Servant and Spiritual Leadership
3.4.1 Cross-Cultural Applications
4. Global and Worldly Leadership
4.1 Global Leadership
4.1.1 Competencies of Global Leaders
4.1.2 Applying Global Leadership
4.2 Worldly Leadership
4.3 Evaluation
5. Impact of Culture on Leadership: Revisiting GLOBE
5.1 Leadership Attributes Across Cultures
5.1.1 Universally Positive Leadership
Window to the World: Doing Business in Brazil
Table 9.3: Cross-Cultural Attributes of Leadership
5.1.2 Culture-Contingent Leadership
5.1.3 Universally Negative Leadership
5.2 Impact of Culture: Culturally Endorsed Leadership Theories
5.2.1 Six CLTs
5.2.2 CLTs by Country Clusters
Table 9.4: Culturally Endorsed Leadership Theory (CLT) by Country Clusters
6. Leadership in Non-Western Cultures
6.1 Leadership and the Culture Paradox
6.1.1 Euro/Western-Centric Leadership Theories
6.1.2 Calls for a More Emic Approach
6.2 Community and Interdependence: Confucianism and Ubuntu
6.2.1 Confucianism
Table 9.5: Confucianism’s Five Constant Virtues
6.2.2 Ubuntu
Figure 9.4: Ubuntu Principles
6.3 Action, Integrity, and Accountability: Indo-European Leadership
Table 9.6: Indo-European Leadership (IEL) Principles
6.4 The Larger Context
First Person Revisited
Applying What You Learned: Leadership Basics
Managerial Challenge: Reluctant or Unqualified?
Self-Assessment 9.1: Characteristics of Leaders
Self-Assessment 9.2: Leadership Ideals
Exercise 9.1: Understanding Leadership Through Proverbs
Exercise 9.2: The World as a Village
Case Study: From Hero to International Fugitive: Carlos Ghosn’s Journey
CHAPTER 10 • Motivating People and Leading Multicultural Teams
First Person: Lost in Boston
1. First Things First: What Does “Work” Mean?
1.1 Definition and Meaning of Work
1.1.1 Meaning and Purpose of Work
Table 10.1: Ranking of Work Goals Across Countries
1.2 Centrality of Work
2. Motivation and Engagement: Antecedents and Consequences
2.1 Definitions
2.2 Motivation and Performance
2.3 Three Factors in Motivation
Figure 10.1: Three Factors in Motivation
2.3.1 The Person
2.3.2 The Job
2.3.3 The Organization
2.4 Work Engagement Around the World
3. Approaches to Motivation
3.1 Content Theories
3.1.1 Maslow’s Needs Hierarchy
3.1.2 Herzberg’s Two-Factor Theory
3.1.3 Content Theories, the Three Factors in Motivation
3.1.4 Culture and Content Theories
3.2 Process Theories
3.2.1 Expectancy Theory
3.2.2 Goal Setting
3.2.3 Equity Theory
Table 10.2: Balancing Out Inequity
3.2.4 The Job Design Framework
Figure 10.3: Job Design Model
Table 10.3: Matching Inpidual Needs and Jobs
3.2.5 Culture and Process Theories
3.3 An Integrative Approach to Motivation
Figure 10.4: Integrative Model of Motivation
3.4 The Integrative Approach and the Cultural Mindset
3.4.1 Considering Culture When Motivating People
4. Leading Multicultural Teams
4.1 Definitions
4.2 From Groups to Teams
Table 10.4: Stages of Group Development
4.3 Key Challenges of Groups and Teams
4.3.1 Culture in Teams
5. Degrees of Multiculturalism in Teams
5.1 Token Team
5.2 Bicultural and Multicultural Teams
5.3 Virtual Teams
5.3.1 Challenges of Virtual Teams
Table 10.5: Opportunities and Challenges of GVTs
5.3.2 Supporting Global Virtual Teams
6. Leading Multicultural Teams Effectively
Figure 10.5: Factors in the Success of Multicultural Teams
6.1 General Conditions for Success
6.2 Addressing Culture in Multicultural Teams
6.2.1 The THINK–KNOW–DO Roadmap: Self-Awareness
6.2.2 The THINK–KNOW–DO Roadmap: Cultural Knowledge
6.2.3 The THINK–KNOW–DO Roadmap: Cultural Skills
6.2.4 The Role of Team Leaders
Window to the World: Doing Business in Africa
Figure 10.6: Relative Size of the African Continent
Applying What You Learned: How to Recover From a Cultural Mistake
Cultural Managerial Challenge: Who Gets the Project?
Self-Assessment 10.1: What Motivates You?
Self-Assessment 10.2: Are You a Team Leader?
Exercise 10.1: How Do You Define Work?
Exercise 10.2: Differences in Needs
Case Study: Lincoln Electric Goes Global
CHAPTER 11 • Managing Organizational Strategic Forces and Processes
First Person: How Can I Not Help My Kin?
1. The Organizational Environment and Contextual Factors
1.1 Organizations as Open Systems
1.1.1 Characteristics of Open Systems
Figure 11.1: The Open System Model
1.2 The Environment
1.2.1 The General and Business Environment
1.2.2 Environmental Uncertainty
1.3 Organizational Strategic Forces
Figure 11.2: Organizational Strategic Forces
1.3.1 Defining the Strategic Forces
1.3.2 Fit among Strategic Forces
2. Organizational Culture
2.1 Organizational Culture Basics
2.1.1 Components of Organizational Culture
2.2 Purpose and Impact of Organizational Culture
2.2.1 The Psychological Contract
2.2.2 National Differences in Expectations
2.2.3 Toxic Organizational Cultures
2.3 Organizational Culture Clashes
2.3.1 The Renault–Volvo Case
2.3.2 Tight and Loose Cultures
2.3.3 Acculturation and Merging Organizational Cultures
3. Organizational Structure
3.1 Components of Structure
Table 11.1: Components of Organizational Structure
3.1.1 Options in Structures
3.1.2 The Impact of Size
4. The Impact of National Culture on Organizational Culture and Structure
4.1 Trompenaars’s Organizational Types
Figure 11.3: Trompenaars’s Cross-Cultural Organizational Types
4.1.1 Egalitarian Organizations: Incubators and Guided Missiles
4.1.2 Hierarchical Organizations: Families and Eiffel Towers
4.2 Unique Organizational Forms: The Case of China, Japan, and Korea
4.2.1 Chinese Businesses
4.2.2 Japanese Keiretsus
4.2.3 Korean Chaebols
5. Organizational Processes
5.1 Decision-Making
5.1.1 Decisions in Unfamiliar Cultural Contexts
5.1.2 Process of Decision-Making
5.1.3 Biases in Decision-Making
Figure 11.4: Steps in Rational Decision-Making
5.1.4 Role of Culture in Decision-Making
Table 11.2: Impact of Culture in Stages of Decision-Making
5.2 Ethics of Decision-Making
5.2.1 Ethics and Culture: Relativism and Universalism
5.2.2 Applying Relativism and Universalism
5.2.3 Approaches to Ethics
Table 11.3: Country Rankings on Corruption
Table 11.4: Perspectives on Ethics
Window to the World: Doing Business in China
6. Managing Conflict
6.1 Definition and Impact of Conflict
6.1.1 Conflict and Performance
6.1.2 Conflict and Culture
Figure 11.5: Conflict and Performance
6.2 Conflict Management Styles and Strategies
6.2.1 Selecting a Style of Conflict Management
Figure 11.6: Conflict Management Styles
6.2.2 Culture and Conflict Management Styles
6.3 Managing Conflict
6.3.1 Reducing and Preventing Conflict
6.3.2 How to Increase Conflict
Table 11.5: Conflict Management Strategies
7. Negotiating Across Cultures
7.1 Reasons for Failure in Negotiations
7.1.1 Interrelated Challenges
Table 11.6: Typical Reasons for Failure of Cross-Cultural Negotiations
7.2 Approaches to Negotiation
7.2.1 Five Negotiating Strategies