Mergers and acquisitions have a high rate of failure.
Areas of difference that could derail a business partnership:
- Attitudes toward people who are different
- Gender and travel overseas
- Hiring and promotion
- Communication
- Attitudes toward conflict
This ppt highlights the main differences between South Korea and the USA as captured by Geert Hofstede's framework.
ITAP helps companies strengthen their partnerships by diagnosing and bridging their differences (e.g. culture, function, language).
Cultural Adaptation Education: Beyond eye contact and the handshake… - Paulin...Ryerson Student Affairs
Cultural Adaptation Education: Beyond eye contact and the handshake...
by Paulina Nozka
Addressing the needs of Ryerson University’s culturally diverse student population, originating from 146 countries, the Career Centre has developed a workshop to increase students’ awareness of the multiple facets of Canada’s work culture. The aim of this innovative workshop, based on the research of Geert Hofstede, is to provide students with a deeper understanding of how to excel and progress in the Canadian workplace.
The Hofstede’s Cultural Dimensions Theory. The aim of the study was to determine the dimensions in which cultures vary.
Hofstede identified six categories that define culture: Power Distance Index. Collectivism vs. Individualism. Uncertainty Avoidance Index.
Cultural Adaptation Education: Beyond eye contact and the handshake… - Paulin...Ryerson Student Affairs
Cultural Adaptation Education: Beyond eye contact and the handshake...
by Paulina Nozka
Addressing the needs of Ryerson University’s culturally diverse student population, originating from 146 countries, the Career Centre has developed a workshop to increase students’ awareness of the multiple facets of Canada’s work culture. The aim of this innovative workshop, based on the research of Geert Hofstede, is to provide students with a deeper understanding of how to excel and progress in the Canadian workplace.
The Hofstede’s Cultural Dimensions Theory. The aim of the study was to determine the dimensions in which cultures vary.
Hofstede identified six categories that define culture: Power Distance Index. Collectivism vs. Individualism. Uncertainty Avoidance Index.
,geert hofstead ,dimensions of natural culture ,un certainity avoidance index ,long term and short term orientation ,indulgence vs restraint ,power distance index ,masculinity vs femininity
Building High Performance Sales Teams - University of Georgia Sales AcademyDave Brookmire
The author outlines how to create high performing sales teams and how sales leaders can coach and develop their talent. The multi-generational issues are discussed along with implications for development of talent.
Has this happened to you? You try to implement a change in your organization and it fails. And, to make matters worse, you can't figure out why. It may be that your great idea didn't mesh well with your organization’s culture or a host of other reasons. Jennifer Bonine shares a toolkit to help you determine which ideas will—and will not—work well within your organization. This toolkit includes five rules for change management, a checklist to help you analyze the type of change process needed in your organization, a set of questions you can ask to better understand your executives’ goals, techniques for overcoming resistance to change, and the formal roles necessary to enable successful change. These tools—together with an awareness of your organization’s core culture—allow you to identify the changes you can successfully implement. Cultural awareness helps you align your initiatives with the objectives of the organization, make your team successful, and demonstrate the value of the change, which is increasingly more important in these challenging economic times.
,geert hofstead ,dimensions of natural culture ,un certainity avoidance index ,long term and short term orientation ,indulgence vs restraint ,power distance index ,masculinity vs femininity
Building High Performance Sales Teams - University of Georgia Sales AcademyDave Brookmire
The author outlines how to create high performing sales teams and how sales leaders can coach and develop their talent. The multi-generational issues are discussed along with implications for development of talent.
Has this happened to you? You try to implement a change in your organization and it fails. And, to make matters worse, you can't figure out why. It may be that your great idea didn't mesh well with your organization’s culture or a host of other reasons. Jennifer Bonine shares a toolkit to help you determine which ideas will—and will not—work well within your organization. This toolkit includes five rules for change management, a checklist to help you analyze the type of change process needed in your organization, a set of questions you can ask to better understand your executives’ goals, techniques for overcoming resistance to change, and the formal roles necessary to enable successful change. These tools—together with an awareness of your organization’s core culture—allow you to identify the changes you can successfully implement. Cultural awareness helps you align your initiatives with the objectives of the organization, make your team successful, and demonstrate the value of the change, which is increasingly more important in these challenging economic times.
Leading Change—Even If You’re Not in ChargeTechWell
Has this happened to you? You try to implement a change in your organization and it doesn’t get the support that you thought it would. And, to make matters worse, you can't figure out why. Or, you have a great idea but can’t get the resources required for successful implementation. Jennifer Bonine shares a toolkit of techniques to help you determine which ideas will—and will not—work within your organization. This toolkit includes five rules for change management, a checklist to help you determine the type of change process needed in your organization, techniques for communicating your ideas to your target audience, a set of questions you can ask to better understand your executives’ goals, and methods for overcoming resistance to change from teams you don’t lead. These tools—together with an awareness of your organization’s core culture—will help you identify which changes you can successfully implement and which you should leave until another day.
Diversity, Equity and Inclusion IIUnconscious Bias and GenDustiBuckner14
Diversity, Equity and Inclusion II
Unconscious Bias and
Gender/Age/Ethnic Stereotypes
1
2
Overview
3
What is unconscious bias?
How to manage the ageing workforce and age diversity in the workplace?
How can we practise inclusive leadership?
Unconscious Bias in Singapore
https://www.youtube.com/watch?v=Zpz5iVhoI7Y
Unconscious Bias
Unconscious biases are:
attitudes beyond our regular perceptions of ourselves and others
reinforced by our environment and experiences
the basis for a great deal of our patterns of behaviour about diversity.
Research is proving that we are biased towards the world around us and use stereotypes all the time. Our brains are wired towards patterns and similarity, while difference is harder to accommodate.
Adapted from Queensland Government
Impacts of Unconscious Bias
Where there is bias (conscious or unconscious) in the workplace, we continue to recruit, promote, allocate work, and manage performance with filters on our thinking. We cannot change what we do not see or acknowledge, but we can change conscious attitudes and beliefs.
Unconscious bias in the workplace can mean:
talented people are left out of your workforce or not allowed equal opportunity for development and career progression
diverse voices aren’t heard in meetings and decisions can be impaired
your culture is not genuinely demonstrating inclusive workplace principles
employees are not able to fully contribute to your organisation
creativity and productivity of your team or organisation may be compromised.
Adapted from Queensland Government
How to Overcome Unconscious Bias
Recruitment and hiring: Increase local outreach (women, minorities, veterans). Ensure a mix of interviewers and have a diverse slate of candidates. Look for bias in job descriptions. Hire talent, not just experience.
Performance reviews: It’s important to consider different cultural styles and match diverse high potentials with an executive sponsor. Ensure performance is measurable where possible.
Retention: Make sure people get credit for their ideas and be careful not to ignore, dismiss, interrupt or talk over other. Build relationships with employees you don’t know much about.
Understand your role as a leader: Make it safe to take risks and empower team members to make decisions. Take advice and implement feedback—listen, talk, discuss and give actionable feedback. Share that credit.
Adapted from http://www.valvemagazine.com/web-only/categories/business-management/9627-managing-unconscious-bias.html?fbclid=IwAR3DiY5jdwfrN8jhfVxx6yKsUnUCoH6pTeSeZpQBIOYGQROkTeQt7K_dRJo
Class Activity One
Read the article “How These 4 Tech Companies Are Tackling Unconscious Bias”: https://www.forbes.com/sites/laurencebradford/2018/09/19/how-these-4-tech-companies-are-tackling-unconscious-bias/
Identify the policies the tech companies are implementing to reduce unconscious bias.
Have you encountered unconscious bias before?
What can individuals do to ...
What causes employee engagement? How is the engagement in your country? Gallup shares all. See their presentation at the Human Capital Club in Feb 2015. For more information on the next Human Capital Club, email cynthiawihardja@actioncoach.com
Anna Taylor (Speaker) West Coast DEI Lead, VMLY&R
Demographic transference within organizations is shifting and there will continue to be an upsurge of more diverse and inclusive organizations as they outperform homogeneous organizations. But this is a slow progression, where can we start making organizational transformation now? We can start from the bottom; employees have more power than they may realize, to affect change. And although this may seem like a daunting call-to-action, employees have the power irrespective of budget or team size, to make an indelible impact on organizational change. Like many effectual grassroots movements, employees have the ability to create a new model that renders the existing model obsolete and lead the evolution of organizational transformation.
Ellwood Atfield: Key Success Factors for Advocates and Advocacy Teams - Genev...NataliaKurop
Author Mark Dober, Managing Director of Ellwood Atfield's Brussel's, office shares his latest research entitled: ‘Key Success Factors for Advocacy and Advocacy Teams’
Leading Change―Even If You’re Not in ChargeTechWell
Has this happened to you? You try to implement a change in your organization and it doesn’t get the support that you thought it would. And, to make matters worse, you can't figure out why. Or, you have a great idea but can’t get the resources required for successful implementation. Jennifer Bonine shares a toolkit of techniques to help you determine which ideas will—and will not—work within your organization. This toolkit includes five rules for change management, a checklist to help you determine the type of change process needed in your organization, techniques for communicating your ideas to your target audience, a set of questions you can ask to better understand your executives’ goals, and methods for overcoming resistance to change from teams you don’t lead. These tools—together with an awareness of your organization’s core culture—will help you identify which changes you can successfully implement and which you should leave until another day.
1) Introduction · Briefly explain the economic relationship betw.docxdorishigh
1) Introduction
· Briefly explain the economic relationship between China and Singapore
2) The benefits Singapore gained from the China rapid economic growth
· Singapore’s merchandise export and import with China
· Joint government projects or Foreign direct investment between Singapore and China
· Growth of tourism industry or Growth of pirvate education industry in Singapore
· Collaboration finance market between Singapore and China
3) The challenges Singapore faces in this economic relationship
· Competition as financial hub with Shanghai and HongKong
· Competition in natural resources or in regional and global market
· Dependence of China economic growth
· Lack of Chinese government support and regulations or lack of personal experience
· Labor force problem or problem with local partners
· Lack of market information and sufficient financial assests
4) The economic strategies or policies to strengthen the relationship
· Bilateral tie in signing agreement free trade, education, foreign investment and technology
· Strengthening financial cooperation
· Government-led investment in China- Suzhou industrial park and Tianjin eco-city
· Helping local companies (SMEs) access to China market
5) Conclusion: the confidence of these two countries’ economic relationship
MG4650: Week 2 Team Enrichment
Analysis 2.1
Matrix of the Three Types of Organizational Change
1
Matrix of the Three Types of Organizational Change
Type Degree
of Pain
Felt
Primary
Motivation
Degre
e of
Threat
to
Surviv
al
Gap
Between
Environme
ntal Needs
and
Operations
Clarity of
Outcome
Impact
on
Mindset
Focus of
Change
Orientation Level of
Personal
Developm
ent
Required
How Change Occurs
Development
al Change
1 Improvemen
t
1 1 4
It is
prescribed
against a
standard
1
Little if
any
Improvement of
skills,
knowledge
practice and
performance
To do better in
a certain area:
project-
oriented
1 Through training, skill
development,
communications, process
improvement
Transitional
Change
2 Fix a
problem
2 2 4
It is
designed
against a
criteria
1
Little if
any
Redesign of
strategy,
structures,
systems,
processes,
technology or
work practices
(not culture)
Project-
oriented:
largely
focused on
structure,
technology,
and work
practices
2 Controlled process,
support structures,
timeline
MG4650: Week 2 Team Enrichment
Analysis 2.1
Matrix of the Three Types of Organizational Change
2
Source: Anderson, D., & Anderson, L. (2010). Beyond change management: How to achieve breakthrough results through conscious change leadership (2nd ed.).
Hoboken, NJ: John Wiley.
Type Degree
of Pain
Felt
Primary
Motivation
Degre
e of
Threat
to
Surviv
al
Gap
Between
Environme
ntal Needs
and
Operations
Clarity of
Outcome
Impact
on
Mindset
Focus of
Change
Orientation ...
Many companies focus heavily on research for how you build a successful, happy team. This needs to be considered very early on in the recruitment process. You might be considering all your current needs but have you thought about all possible future needs? There are many factors that contribute to a successful team, from cognitive bias and more. In this session Xeneta's Chief Product Officer, Erik Devetak will discuss how you can build trust, and achieve true atonomy.
There’s no doubt that organizations are increasingly reliant on external expertise. And that raises big questions for human resources: How clear is our strategy and philosophy of contingent staffing? How involved is HR in managing external expertise on behalf of their organizations, and how involved should it be? How well does our workforce planning incorporate external experts into a total workforce plan? How well do our systems and policies support our ability to attract the best external talent, and their productivity?
In this spotlight webinar, Norm Smallwood and Jon Younger, authors of “Agile Talent: How to Source and Manage Outside Experts” will deliver insight on how talent leaders can successfully manage, mobilize and maximize the contributions of agile talent.
During this Spotlight webinar, attendees will explore:
-The challenge of agile talent.
-What strategic agile talent management looks like.
-How leaders need to change how they think and act to make the most from this agile workforce.
-The role of HR now, and the implications of an HR strategic approach to agile talent.
WAL_RSCH8310_07_B_EN-DL.m4a
Hard Facts, Dangerous Half-Truths and Total Nonsense
- Profiting from Evidence-Based Management
By Jeffrey Pfeffer & Robert I Sutton
Harvard Business School Press, 2006
Too many business adages are built on flimsy information. When decisions are based on
dubious knowledge, the consequences can be catastrophic. This book by highly respected
scholars, Jeffrey Pfeffer and Robert Sutton explains how better evidence can be used in
business to generate superior results. Evidence based management enables business
leaders to face the hard facts and act on the best evidence.
Introduction
Business decisions are often based on hope or fear, what others seem to be doing, what
senior leaders have done and believe has worked in the past and strong ideologies. Hard
facts and strong evidence do not seem to back many decisions. It is time that companies
and leaders rooted their decisions in solid evidence to ensure optimal utilization of
resources. The authors relate poor decision practices with a number of examples. Then
they explain how evidence based management can be used profitably.
Poor Decision Practices
Poor decision making practices can be seen across organizations. Take benchmarking.
The approach to benchmarking seems to be fairly casual, with some rare exceptions.
More often than not, companies tend to copy the most obvious, visible and frequently
least important practices. The underlying culture or business philosophy of the company
against which benchmarking is being done is not given enough importance.
Companies tend to repeat what has worked for them in the past. By all means, learning
from experience and mastery through practice can be useful. But this kind of an
approach can backfire when the new situation is different from the past and the lessons
learnt in the past may have been wrong or incomplete in the first place.
Managers also tend to be unduly influenced by deeply held ideologies and beliefs.
Beliefs rooted in ideology or in cultural values are quite sticky. They resist disconfirming
evidence.
Evidence based management
Evidence based management assumes that using deeper, better logic and employing
facts rather than assumptions or guesses leads to better decisions. Such an approach
advocates going by hard facts about what works and what does not. Even when
companies have little data, there are many things, they can do to rely more on evidence
2
and logic and less on guesswork, fear, belief or hope. For example, qualitative data
collected from field trips can be used.
Implementing evidence based management requires a mindset change. Facts and
evidence are great levelers of hierarchy. Resistance to evidence based management
comes when it changes power dynamics, replacing formal authority, reputation and
intuition with data. Another problem is that delivering bad news does not win us friends.
We like to deliver good news because that is .
Similar to Increasing the Chances of Success for USA and South Korea Partnerships (20)
The Team Process Questionnaire (TPQ) measure interactions among team members.
It can be used with various types of teams:
-Action Learning Teams
-Cross-functional Teams
-Functional Teams
-Leadership Teams
-Project Teams
-Product Development Teams
-Process / System Development Teams
-Quality Assurance Teams
Global teams work virtually across boundaries such as language, culture, economic circumstances, geography, and time zones.
The Global Team Process Questionnaire (GTPQ) measures team members’ perceptions of communication, interaction with the leader, role and goal clarity, alignment with the organization, trust, etc. across differences in culture, language, time zones, etc.
Organizations invest in teams, because teams are an important source of competitive advantage.
Different types of teams require different versions of ITAP’s Team Process Questionnaire™.
Action learning teams benefit from the Action Learning Team Process Questionnaire™ (ALTQP).
Global teams benefit from the Global Team Process Questionnaire™ (GTPQ)
And domestic teams benefit from the Organizational Team Process Questionnaire™ (OTPQ).
Is there an assessment tool that can assess DIFFERENT types of teams: global virtual teams, domestic (co-located) teams, and action learning teams?
ITAP International developed an assessment system that helps a variety of teams.
The system is called the Team Process QuestionnaireTM (TPQ). It has three components:
1. Global Team Process Questionnaire (GTPQ) for global and virtual teams
2. Organizational Team Process Questionnaire (OTPQ) for domestic (co-located) teams
3. Action Learning Team Process Questionnaire (ALTPQ) for action learning teams.
This presentation defines Action Learning and describes its origins. It then highlights the continued usefulness of Action Learning to individuals, teams and organizations. The example used comes from a power company in Florida.
An action learning team consists of individuals from different functional areas of the organization. They come come together to try to solve a previously unsolved problem. This presentation lists the attributes of action learning teams. It also describes how organizations benefit from action learning teams. It is important assess the progress of action learning teams, and to this end, ITAP offers its clients the Action Learning Team Process Questionnaire (ALTPQ).
Winning teams require investment. One key investment is assessing the team dynamics: the human process interactions among team members. How do team members' communicate? Are the roles clear? Is there trust? Do team members agree on successes and failures? ITAP's Team Process Questionnaire (TPQ) is a team assessment tool that offers deep insight into team dynamics. It is easy to administer: it takes 20 minutes to complete. This presentation offers examples of how the TPQ benefited ITAP's clients.
This is a case study of a global team composed of Filipinos and US American based on ITAP's experience with a number of global clients. It describes a team that suffers through many communication breakdowns, high attrition and missed deadlines. Team members' perceptions of each other suggest that the team could benefit from learning about each other's cultural background. Furthermore, the team members took ITAP's Team Process Questionnaire (TPQ), uncovering some problematic patterns of interaction among team members. ITAP's intervention led to a marked improvement in the team's performance.
In the early 1980s, Hofstede's framework included only 4 cultural dimensions. It later came to include two additional dimensions: Time Orientation and Indulgence. This presentation describes how Time Orientation came to be added to the framework. Initially, Time Orientation was known as "Confucian Work Dynamism". Time Orientation emerged thanks to Prof. Geert Hofstede's collaboration with Prof. Michael Harris Bond.
This presentation features a scenario about top managers who have a cultural misunderstanding. Their misunderstanding jeopardizes a key business outcome: The integration of the global retail operations of their employer. The top managers need to develop cultural competency, including the skill of switching behavioral styles. This presentation also includes information about the contrasting problem-solving styles of Germans and US Americans.
Hofstede's framework recognizes six cultural dimensions. This presentation discusses one of the six dimensions: Achievement. The Achievement dimension partially aligns with the tension between being employee-oriented and production-oriented. These last two terms come to us from the University of Michigan studies of leadership.
An overview of ITAP services and capabilities. The examples highlight a client problem, the tool or service that ITAP offered, the solution to the client problem and the outcome.
What do ITAP's clients say? This presentation contains testimonies from clients who have worked with ITAP. The presentation concludes with an endorsement from Prof. Geert Hofstede.
If you could anticipate your colleagues' behavior, would you adjust your behavior in order to work more effectively with them? In other words, would you engage in style switching? This presentation explores the cultural values that motivate behavior in the workplace. It also includes some advice about how one might adjust one's behavior to work more effectively with people who have contrasting cultural values.
Businesses rely on experts to intervene in situations in which organisational culture intersects with problems of power and control. While anthropologists are deeply interested in the linkages between culture and power, how does their critical approach align with organisational needs?
Prof. Geert Hofstede's framework includes 6 cultural dimensions. This presentation introduces the Individualism Dimension. It includes a scenario that explores tensions between members of a logistics team that are due to cultural differences that fall under the Individualism Dimension. One team member has a Group Orientation and another team member has an Individual Orientation. The presentation also includes a 5-questions multiple-choice quiz with an answer key.
In "The Case of Comparative Quantitative Measures of Culture: The Many Dimensions of Geert Hofstede," John Bing describes insights from Geert Hofstede's quantitative research of cultural differences. It describes the six dimensions in Hofstede's framework: Individualism, Power Distance, Certainty, Achievement, Time Orientation and Indulgence. It features interesting data about the influence of age and education on national culture. It also includes a chart that maps individual results along two cultural dimensions: Individualism and Power Distance. Interestingly, results from New York City coalesce around the concept of Autonomy, or the overlap of Individual and Participative orientations. Results from Mumbai coalesce around the concept of Multi-Level Consultation, or the overlap of Group and Participative orientations.
An afternoon workshop at Twist Consulting / ITAP Germany. The second half of the afternoon was dedicated to Learn1Thing, a learning platform that was created by ODE Consulting / ITAP Singapore.
Here is advice on how to embark on a career in cross-cultural learning and organizational development from John Bing, founder of ITAP International. The presentation begins with a consideration of one's motives for seeking a career in this field. It suggests where one might look for work. It then discusses John Bing's career path starting with his service in the Peace Corps in Afghanistan. After founding ITAP, John Bing collaborated with Geert Hofstede in the creation of the Culture in the Workplace QuestionnaireTM (CWQ).