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  Reims Management School  International Management Program Cross-Cultural Management Glenn K. Miyataki, Ph.D. November 17-21, 2008                           
 
[object Object],[object Object],Thai Value
 
[object Object],[object Object],[object Object],[object Object],Filipino Values
 
[object Object],[object Object],[object Object],Australian Values
 
[object Object],[object Object],[object Object],French Values
Hawaii ,[object Object],[object Object]
Agenda for the Course ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Grading for the Course ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Independent Paper ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Reims Management School  International Management Program “ The Global Context And Cultural Diversity”
Different Global Points of View  ,[object Object],[object Object],[object Object]
It’s Really A Global World   ,[object Object],[object Object],[object Object],[object Object],[object Object]
Intercultural Issues in Global Business   ,[object Object],[object Object],[object Object],[object Object],[object Object]
The Road Ahead…………..   Asia – will become the world’s largest market
Shift in Global Economies Big 7 Today ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Big 7 2020 ? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
John Naisbitt’s Viewpoints   ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Naisbitt, John, “Naisbitt-JAIMS Executive Roundtable Remarks,” Honolulu, Hawaii, January 19, 2005
Because of Globalization…….   ,[object Object],[object Object],[object Object],[object Object],[object Object]
Dynamic Equilibrium ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],A Complex Global Business Model
To Compete Effectively…… ,[object Object],[object Object],[object Object]
History of Management Thought   ,[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Schools of Management
Cross-Cultural Management (CCM) Definition:  CCM is an approach for analyzing, understanding, and managing the behavior of people from different cultures in the workplace.  Adler, Nancy J.  International Dimensions of Organizational Behavior, 4 th  Ed.:  Canada:  South-Western, 2002.
Building Blocks and Skills ,[object Object],[object Object],[object Object],- Active Listening - Employee Requests - Drama Triangle
Building Blocks and Skills- continued ,[object Object],[object Object],[object Object]
Cultural Diversity Exercise ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Reims Management School  International Management Program “ Cross-cultural Communications and Human Relations Training Model ”
Effective Communications Pie What is said How it is said Nonverbal Communication
Cross-cultural Communications ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Dangers of Cross-cultural Communications   ,[object Object],[object Object],[object Object],[object Object]
Non-verbal Communication ,[object Object],[object Object],[object Object],[object Object],[object Object]
Role Play Exercise ,[object Object]
Active Listening ,[object Object],[object Object],[object Object],[object Object]
Empathetic Listener ,[object Object],[object Object],[object Object],[object Object]
Handling Employee Requests REQUEST Information Social Interaction Understanding & Involvement Action RESPONSE Act, delay, deny, refer Act, delay, deny, refer Act, delay, deny, ? Act, delay, deny, refer
Carkhuff’s Human Relations Training Model   Role Stage 1 Stage 2 Stage 3 Employee Self-Discovery Self-Understand-ing Self-Action Manager Listens, observes, attends Clarifies, pinpoints, self- discloses Helps action, insures, withdraws
Drama Triangle PERSECUTOR RESCUER VICTIM
Today’s Outcomes ,[object Object],[object Object]
Reims Management School  International Management Program “ Work Behavior in Different Cultures”
160,000 restaurants 191 Michelin stars  8 three-stars 25 two-stars
Doing Global Business Needed today for doing business, cultural sensitivity and relationship skills.  ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Cultural Values Cycle Culture Behavior Attitude Values
Levels of Culture   ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Your Tree of Values  ,[object Object],[object Object],[object Object],[object Object],[object Object]
Cultural Differences ,[object Object],-  Activity:  Doing or being -  Time:  Past, present, or future  -  Space:  Public or private -  Personal relationships: Individualism or collectivism -  People’s relationship to the world -  How people see themselves
[object Object],Saying Culture Meaning Ayorama:   Inuit-Canada   Subjugation “ It can’t be helped” En Shah Allah:   Moslem-Arab   Harmony  “ If God is willing”   with nature Can Do:   American   Dominance “ I will do it”
 
Etiquette and Protocol ,[object Object],[object Object],[object Object]
Japan Seating Order - dinner Door Host Hostess 1 2 3 4 5 6
Japanese Gift-giving ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Deep-seated Japanese Values ,[object Object],> Jishin >   Oyaji   ,[object Object],[object Object],> Kaji > Kaminari
China Motivators  ,[object Object],[object Object],[object Object]
China Motivators-continued  ,[object Object],[object Object],[object Object]
Japan in the China Market ,[object Object],[object Object],[object Object],[object Object],[object Object]
The Organizational Iceberg
A Framework for Analyzing  And Understanding Work Behavior ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Hofstede’s Work Behavior Factors ,[object Object],- Individualism and Collectivism - Power Distance - Career Success and Quality of Life - Uncertainty Avoidance ,[object Object]
[object Object],[object Object],Individualism vs. Collectivism
[object Object],[object Object],Power Distance (Relationship between Boss and Employee)
[object Object],[object Object],Uncertainty Avoidance (Need for Structure and Security)
[object Object],[object Object],Differences in Career Life Goal
Hofstede’s Work Behavior Factors Country Ind./Coll Power Distance Uncertain. Avoidance Career S/ Qual. Life  China C large strong CS France I large strong QL Poland C large strong CS India C large weak CS Germany I  small strong CS Hungary C large strong CS Taiwan C large strong QL Thailand C large strong QL
Post-Merger Integration ,[object Object],[object Object],[object Object],[object Object],[object Object],Reasons for Mergers & Alliances Failures
Post-Merger Integration Process ,[object Object],[object Object],[object Object],[object Object],[object Object]
Case example of Japanese company in the Philippines
Case Study of Integrating Cultures ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
What Filipino Employees Would Like to See ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
What Japanese Employees Would Like to See ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
The Solution   ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Happy result:  Morale improved, productivity increased,  and company has won several awards for their  achievements the past five years.
[object Object],[object Object],Work Behavior Issues
Reims Management School  International Management Program “ Multicultural Teams ”
Desert Survival Exercise ,[object Object],[object Object]
Multicultural Teams (  Actual Productivity = (  ) Potential Productivity - (  ) Losses due to Faulty Process or  )
Advantages and Disadvantages of Diversity Advantages Disadvantages    Increased Creativity    Increased Understanding of Others    Better decisions    More effective teams    Lack of Cohesion    Inability for Consensus    Less Efficient    Less Effective    Less Productive
Stages of Team Development Forming   Storming  Norming  Performing  Adjourning   Stages Mature Immature Failure Failure Failure Reference:  Hellriegel & Slocum, Organizational Behavior, 10 th  edition, 2004, Thomson Learning.
Reims Management School  International Management Program “ 21 st  Century Leadership Model”
Philosophy about Leadership   Theory X Leader Theory Y Leader ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Bases of Power ,[object Object],[object Object],[object Object],[object Object],[object Object]
Traditional Leadership Models ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Traditional Models-continued ,[object Object],[object Object],[object Object],[object Object]
Micro-managing  Aligning with broad vision and goal-setting  and strategy  Being a manager   Being a leader Being a boss  Being a coach and facilitator  Controlling people  Empowering people  A New Model for 21st Century Leadership Directing with rules  Guiding with corporate culture and regulations  and shared values  Centralizing authority  Distributing leadership
Establishing “position  Building “relationship power” power” and hierarchy  and network of teams  Demanding compliance  Gaining commitment Focusing on numbers  Focusing on quality service and tasks  and the customer Stressing independence  Fostering interdependence  A New Model - continued Encouraging “old boy”  Respecting, honoring, and networks  encouraging cultural diversity  Confronting and  Collaborating and unifying combative
Changing by necessity  Changing through continuous and crisis  learning and innovating Being internally  Being globally competitive competitive Having a narrow focus;  Having a broader focus; “ Me and my organi-  “My community, my society, zation”  my world”  A New Model - continued
One Task:  Strategy and Posturing ,[object Object],[object Object],[object Object],[object Object],[object Object],Strategy Pioneering a Business Expanding a Business, i.e. M&A Segmenting a Market Revolutionizing a Business
Three Fundamental Strategic Questions Who are we? Who do we want to be? How do we get there? Overall strategy, goals, business plans,  operational plans, and budget resources Reaffirmed or revised vision, mission, core values Current vision, mission, core values
Leader’s Strategic Focus   Environmental  Threats &  Opportunities KEY ISSUES Present Who are we? Desired Who do we want to be? Strategic  Focus Client Needs & Preferences Competitive Advantages Mission, Values, Goals Internal Strengths &  Weaknesses Leadership Priorities VISION Operational Plans Strategic Plan ,[object Object],[object Object],[object Object]
Be the market leader in solar energy industry by designing and producing excellent products and services. Goal A: Leader in Health Care Energy Become a recognized global company by placing on the Fortune Global 500 ranking. Goal B: Leader in Water Resources Goal C: Leader in Energy for Recreation  Goal D: Leader in Energy for Education Organizational Culture and Core Values Example of Company’s Strategic Focus   2007  2012 and beyond Strategic Goals Mission Vision
Concluding Remarks ,[object Object],[object Object],[object Object],[object Object]
Reims Management School  International Management Program “ Ethical Decision Making”
Situations Involving Ethical Decision Making ,[object Object],[object Object],[object Object]
Philosophies for  Ethical Decision Making ,[object Object],- Focus on consequences - Greatest good for greatest number - Focus on individual rights ,[object Object],- Free consent, privacy, free speech,  freedom of conscience, due process
Philosophies for Ethical Decision Making- continued ,[object Object],- Focus on fairness, equity, impartiality - Distributive justice - Compensation justice -  Procedural justice
In Closing…. ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Colby Chandler, retired Chairman and CEO of Eastman Kodak, gave an answer to leadership…..……….

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2008 Rms Cross Cultural Management

  • 1. Reims Management School International Management Program Cross-Cultural Management Glenn K. Miyataki, Ph.D. November 17-21, 2008                           
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  • 14. Reims Management School International Management Program “ The Global Context And Cultural Diversity”
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  • 18. The Road Ahead………….. Asia – will become the world’s largest market
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  • 26. Cross-Cultural Management (CCM) Definition: CCM is an approach for analyzing, understanding, and managing the behavior of people from different cultures in the workplace. Adler, Nancy J. International Dimensions of Organizational Behavior, 4 th Ed.: Canada: South-Western, 2002.
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  • 30. Reims Management School International Management Program “ Cross-cultural Communications and Human Relations Training Model ”
  • 31. Effective Communications Pie What is said How it is said Nonverbal Communication
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  • 38. Handling Employee Requests REQUEST Information Social Interaction Understanding & Involvement Action RESPONSE Act, delay, deny, refer Act, delay, deny, refer Act, delay, deny, ? Act, delay, deny, refer
  • 39. Carkhuff’s Human Relations Training Model Role Stage 1 Stage 2 Stage 3 Employee Self-Discovery Self-Understand-ing Self-Action Manager Listens, observes, attends Clarifies, pinpoints, self- discloses Helps action, insures, withdraws
  • 40. Drama Triangle PERSECUTOR RESCUER VICTIM
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  • 42. Reims Management School International Management Program “ Work Behavior in Different Cultures”
  • 43. 160,000 restaurants 191 Michelin stars 8 three-stars 25 two-stars
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  • 45. Cultural Values Cycle Culture Behavior Attitude Values
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  • 52. Japan Seating Order - dinner Door Host Hostess 1 2 3 4 5 6
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  • 65. Hofstede’s Work Behavior Factors Country Ind./Coll Power Distance Uncertain. Avoidance Career S/ Qual. Life China C large strong CS France I large strong QL Poland C large strong CS India C large weak CS Germany I small strong CS Hungary C large strong CS Taiwan C large strong QL Thailand C large strong QL
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  • 68. Case example of Japanese company in the Philippines
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  • 73.
  • 74. Reims Management School International Management Program “ Multicultural Teams ”
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  • 76. Multicultural Teams (  Actual Productivity = (  ) Potential Productivity - (  ) Losses due to Faulty Process or  )
  • 77. Advantages and Disadvantages of Diversity Advantages Disadvantages  Increased Creativity  Increased Understanding of Others  Better decisions  More effective teams  Lack of Cohesion  Inability for Consensus  Less Efficient  Less Effective  Less Productive
  • 78. Stages of Team Development Forming Storming Norming Performing Adjourning Stages Mature Immature Failure Failure Failure Reference: Hellriegel & Slocum, Organizational Behavior, 10 th edition, 2004, Thomson Learning.
  • 79. Reims Management School International Management Program “ 21 st Century Leadership Model”
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  • 84. Micro-managing Aligning with broad vision and goal-setting and strategy Being a manager Being a leader Being a boss Being a coach and facilitator Controlling people Empowering people A New Model for 21st Century Leadership Directing with rules Guiding with corporate culture and regulations and shared values Centralizing authority Distributing leadership
  • 85. Establishing “position Building “relationship power” power” and hierarchy and network of teams Demanding compliance Gaining commitment Focusing on numbers Focusing on quality service and tasks and the customer Stressing independence Fostering interdependence A New Model - continued Encouraging “old boy” Respecting, honoring, and networks encouraging cultural diversity Confronting and Collaborating and unifying combative
  • 86. Changing by necessity Changing through continuous and crisis learning and innovating Being internally Being globally competitive competitive Having a narrow focus; Having a broader focus; “ Me and my organi- “My community, my society, zation” my world” A New Model - continued
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  • 88. Three Fundamental Strategic Questions Who are we? Who do we want to be? How do we get there? Overall strategy, goals, business plans, operational plans, and budget resources Reaffirmed or revised vision, mission, core values Current vision, mission, core values
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  • 90. Be the market leader in solar energy industry by designing and producing excellent products and services. Goal A: Leader in Health Care Energy Become a recognized global company by placing on the Fortune Global 500 ranking. Goal B: Leader in Water Resources Goal C: Leader in Energy for Recreation Goal D: Leader in Energy for Education Organizational Culture and Core Values Example of Company’s Strategic Focus 2007 2012 and beyond Strategic Goals Mission Vision
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  • 92. Reims Management School International Management Program “ Ethical Decision Making”
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  • 96.
  • 97. Colby Chandler, retired Chairman and CEO of Eastman Kodak, gave an answer to leadership…..……….