Meeting 5 team a

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Meeting 5 team a

  1. 1. Chapter 6: Organizational Cultures and Diversity<br />Daniel, Kristen, Joseph, Kevin<br />
  2. 2. Goals and Objectives<br />In which of the four types of organizational cultures – family, Eiffel Tower, guided missile, incubator – would most people in the U.S. feel comfortable?<br />Most MNCs need not enter foreign markets to face challenges of dealing with multiculturalism. Do you agree or disagree?<br />What are some problems to be overcome when using multiculturally diverse teams?<br />What are some basic guidelines for helping make diverse teams more effective?<br />
  3. 3. Organizational Culture<br />The shared values and beliefs that enable members to understand their roles and the norms of the organization<br />Important Characteristics<br />Behavioral regularities<br />Norms (amount of work)<br />Philosophy (treatment of customers)<br />Do’s and don’ts (employee behavior)<br />Organizational climate (atmosphere at work)<br />http://www.youtube.com/watch?v=zpjolQ3ta7Y<br />
  4. 4. Organizational Cultures in MNCs<br />Shaped by numerous factors including cultural preferences of leaders and employees<br />Some MNCs have subsidiaries that (aside from logo and reporting procedures) wouldn’t be easily recognizable as belonging to same MNC<br />
  5. 5. Organizational Cultures in MNCs<br />Four steps in integration of organizational cultures resulting from international expansion via mergers/acquisitions:<br />1. Two groups establish purpose, goals, and focus of merger<br />2. Develop mechanisms to identify most important structures and manager roles<br />3. Determine who has authority over resources<br />4. Identify expectations of all involved participates and facilitate communication between departments and individuals<br />
  6. 6. Four Cultural Types<br />
  7. 7. Four Cultural Types – Family Culture<br />Strong emphasis on hierarchy and orientation to others<br />Management takes care of employees, ensures they’re treated well, and have continued employment<br />Catalyze and multiply energies of personnel or end up supporting leader who is ineffective and drains energy and loyalties<br />
  8. 8. Four Cultural Types – Eiffel Tower<br />Strong emphasis on hierarchy and orientation to task<br />Jobs well defined; coordination from top<br />Culture narrow at top; broad at base<br />Relationships specific and status remains with job<br />Few off-the-job relationships between manager and employee<br />Formal hierarchy is impersonal and efficient<br />
  9. 9. Four Cultural Types – Guided Missile<br />Strong emphasis on equality in workplace and in task<br />Culture oriented to work<br />Work undertaken by teams or project groups<br />All team members equal<br />Treat each other with respect<br />Egalitarian and task-driven organizational culture<br />
  10. 10. Four Cultural Types – Incubator Culture<br />Strong emphasis on equality and personal orientation<br />Organization as incubator for self-expression and self-fulfillment<br />Little formal structure<br />Participants confirm, criticize, develop, find resources for, or help complete development of innovative product or service<br />
  11. 11. European Management Characteristics<br />
  12. 12. Goals and Objectives<br />In which of the four types of organizational cultures – family, Eiffel Tower, guided missile, incubator – would most people in the U.S. feel comfortable?<br />Most MNCs need not enter foreign markets to face challenges of dealing with multiculturalism. Do you agree or disagree?<br />What are some problems to be overcome when using multiculturally diverse teams?<br />What are some basic guidelines for helping make diverse teams more effective?<br />
  13. 13. Goals and Objectives<br />In which of the four types of organizational cultures – family, Eiffel Tower, guided missile, incubator – would most people in the U.S. feel comfortable?<br />Most MNCs need not enter foreign markets to face challenges of dealing with multiculturalism. Do you agree or disagree?<br />What are some problems to be overcome when using multiculturally diverse teams?<br />What are some basic guidelines for helping make diverse teams more effective?<br />
  14. 14. What are some problems to be overcome when using multiculturally diverse teams?<br />Perceptual problems – stereotypes are often associated with certain groups of people<br />For example, engineers from economically advanced countries are often perceived as more knowledgeable than those from less advanced countries.<br />Inaccurate biases<br />For example, Japanese companies depend on groups to make decisions, therefore entrepreneurial behavior, individualism, and originality are downplayed.<br />Inaccurate communication – language barriers, nonverbal cues, slang words<br />
  15. 15. What are some problems to be overcome when using multiculturally diverse teams? (cont.)<br />Interpretation errors<br />For example, many Japanese nod their heads when others talk but this is not always done in agreement.<br />Attitudinal problems – the group’s ability, or inability, to work well together<br />Different perceptions of time<br />For example, many Latin managers refuse to be held to a strict timetable, because they do not have the same time urgency that U.S. managers do.<br />http://www.youtube.com/watch?v=pfmhBT08Nhk<br />
  16. 16. Stereotypes<br />What are some stereotypes that you are familiar with? <br />
  17. 17. Goals and Objectives<br />In which of the four types of organizational cultures – family, Eiffel Tower, guided missile, incubator – would most people in the U.S. feel comfortable?<br />Most MNCs need not enter foreign markets to face challenges of dealing with multiculturalism. Do you agree or disagree?<br />What are some problems to be overcome when using multiculturally diverse teams?<br />What are some basic guidelines for helping make diverse teams more effective?<br />
  18. 18. What are some basic guidelines for helping make diverse teams more effective?<br />If cross-cultural groups are managed properly, they can be highly effective; on the other hand, if they are not managed properly, they can be highly ineffective.<br />Most effective when they face tasks requiring innovation, far less effective when they are assigned to routine tasks<br />http://www.youtube.com/user/mcgrawhill?v=Od6-fYvG1CE<br />
  19. 19. Guidelines for Managing a Culturally Diverse Team<br />1. Team members must be selected for their task-related abilities and not solely based on ethnicity.<br />2. Team members must recognize and be prepared to deal with their differences.<br />3. Because members of diverse teams tend to have more difficulty agreeing on their purpose and tasks than members of homogeneous groups, the team leader must help the group to identify and define its overall goal.<br />4. Members must have equal power so that everyone can participate in the process; cultural dominance is always counterproductive.<br />
  20. 20. 5. It is important that all members have mutual respect for each other.<br />6. Because teams often have difficulty determining what is a good or a bad idea or decision, managers must give teams positive feedback on their process and output.<br />Guidelines for Managing a Culturally Diverse Team<br />
  21. 21. Managing a Diverse Team<br />Since we are currently in a diverse class, have you experienced any effective or ineffective techniques when working with one another?<br />
  22. 22. Quiz Question 1<br />_____ culture is characterized by a strong emphasis on the hierarchy and orientation to the person.<br />Guided missile<br />Incubator<br />Eiffel Tower<br />Family<br />
  23. 23. Quiz Question 2 <br />The family culture is foreign to most managers in:<br />Venezuela.<br />Turkey.<br />the United States.<br />China.<br />
  24. 24. Quiz Question 3<br />Change in the incubator culture is:<br />fast and spontaneous.<br />moderate and methodical.<br />almost nonexistent.<br />slow and calculated.<br />
  25. 25. Quiz Question 4<br />According to Adler, the primary orientation of a global firm is:<br />product/service.<br />strategy.<br />market.<br />price.<br />
  26. 26. Quiz Question 5<br />In the _____ stage of team development, the focus should be on building trust and developing team cohesion.<br />work<br />reflection<br />entry<br />action<br />
  27. 27. Quiz Question 6<br />Organizational culture is many things, but it cannot be characterized as a set of norms that regulate the behavior of the employees of a firm.<br />True<br />False<br />
  28. 28. Quiz Question 7<br />Incubator cultures are highly formal, cognitive, rational, and analytical.<br />True<br />False<br />
  29. 29. Quiz Question 8<br />A bicultural group is a group in which two or more members represent each of two distinct cultures.<br />True<br />False<br />
  30. 30. Quiz Question 9<br />One main benefit of diversity is the generation of more and better ideas.<br />True<br />False<br />
  31. 31. A Good-Faith Effort Is Needed<br />What do you think some of the main organizational culture differences between the two companies would be?<br />Why might the cultural diversity in the Spanish firm not be as great as that in the U.S. firm, and what potential problems could this create?<br />What would you recommend be done to effectively merge the two cultures and ensure they cooperate harmoniously? Offer some specific recommendations.<br />

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