Team ldrshp sujata
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This document discusses teams and leadership. It defines a team as a group that works together to achieve shared goals. Effective team leaders organize the team, set clear goals, make decisions collectively, empower members, and promote teamwork. Team effectiveness is measured by innovation, efficiency, quality, and satisfaction. Culture is learned beliefs, values, and traditions shared by a group. Globalization has increased cultural diversity, challenging leaders to manage diverse organizations. Prejudice and ethnocentrism can hinder leadership if not addressed. The document also outlines nine cultural dimensions and six global leadership behaviors.
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Team & Organizational Culture
Team and organizational culture are shaped by shared perceptions, norms, roles, and patterns of interaction. Organizational culture provides stability and is shared among all members. Dimensions of organizational culture include individualism vs collectivism, power distance, and risk tolerance. Comparing the US and Japan, the US values individualism and risk-taking while Japan values collectivism, high power distance, and risk avoidance. Organizational culture can help or hinder teamwork and cultural change requires communication and action over the long term. Transnational teams face challenges from cultural differences that effective leadership and developing a hybrid culture can help address.
Cross cultural Dimension
This document discusses cultural dimensions and frameworks for understanding culture, including Schwartz's cultural dimensions model and the GLOBE project cultural dimensions. It then provides examples of how cultural dimensions may manifest in two Malaysian organizations, the Inland Revenue Board of Malaysia and Top Glove Corporation Berhad. Finally, it emphasizes the importance of understanding one's own cultural values and perspective.
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The perception of power is a cultural phenomenon. Different cultures accept the dynamic of power in very different ways. Some accept unequally distributed power as a natural part of the professional world, where other cultures engage and view that power is equal among contributors. This cultural concept is known as power distance. When in a “high power distance” culture, the relationship between bosses and subordinates is one of dependence. When in a “low power distance” society, the relationship between bosses and subordinates is one of interdependence. Knowledge of how you and your team perceive power and accept structure will impact the ease of communication and affect leadership style choices. Culture is a powerful dynamic that helps us understand and be more specific about relationship conflicts and triumphs.
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The document summarizes the GLOBE cultural taxonomy developed by Project GLOBE, which studied cultural differences across 61 societies. It identified 9 cultural dimensions used to describe cultural patterns: Power Distance, Uncertainty Avoidance, In-Group Collectivism, Institutional Collectivism, Gender Egalitarianism, Assertiveness, Future Orientation, Performance Orientation, and Humane Orientation. Each dimension is defined and the tendencies of high and low scoring cultures on each dimension are described.
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The perception of power is a cultural phenomenon. Different cultures accept the dynamic of power in very different ways. Some accept unequally distributed power as a natural part of the professional world, where other cultures engage and view that power is equal among contributors. This cultural concept is known as power distance. When in a “high power distance” culture, the relationship between bosses and subordinates is one of dependence. When in a “low power distance” society, the relationship between bosses and subordinates is one of interdependence. Knowledge of how you and your team perceive power and accept structure will impact the ease of communication and affect leadership style choices. Culture is a powerful dynamic that helps us understand and be more specific about relationship conflicts and triumphs.
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dependable, and
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Professor Geert Hofstede is a Dutch psychologist known for developing a model of national culture dimensions based on extensive research. His research identified six dimensions along which national cultures can be analyzed: power distance, individualism vs collectivism, masculinity vs femininity, uncertainty avoidance, pragmatic vs normative, and indulgence vs restraint. The findings of Hofstede's research are widely used in psychology and management studies to understand cultural differences between societies.
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This document summarizes Hofstede's five cultural dimensions model: power distance, individualism vs collectivism, masculinity vs femininity, uncertainty avoidance, and long-term vs short-term orientation. It provides descriptions and implications of each dimension. It also discusses criticisms of Hofstede's model and compares it to the GLOBE framework for assessing culture, which identified additional dimensions such as humane orientation and performance orientation.
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This document discusses influencing cultural changes in organizations. It defines organizational culture and describes four power models of culture: autocratic, bureaucratic, technocratic, and democratic. It then discusses Hofstede's four dimensions of culture: individualism, power distance, uncertainty avoidance, and masculinity vs femininity. Six concerns that derive cultural dimensions are also outlined: relationship with nature, orientation to the environment, time orientation, orientation to collectivity, orientation to sex differences, and orientation to power. The document concludes by discussing adopting cultural changes in a way that does not affect an organization's values and traditions.
Collectivistic cultures
Collectivistic cultures emphasize the needs and goals of the group as a whole over the needs and wishes of each individual.
In this cultures under mentioned play a central role in each person's identity.
relationships with other members of the group and
the interconnectedness between people
Cultures in Asia, Central America, South America and Africa tend to be more collectivistic.
A few common traits of collectivistic cultures include:
Social rules focus on
promoting selflessness and
putting the community needs ahead of individual needs
Working as a group and supporting others is essential
People are encouraged to do what's best for society
Families and communities have a central role
In collectivistic cultures, people are considered "good" if they are
generous,
helpful,
dependable, and
attentive to the needs of others.
Dimensionalizing cultures the hofstede model in context
This document summarizes Geert Hofstede's model of cultural dimensions and how it was developed based on prior conceptual work. It discusses how earlier researchers proposed dimensions to classify cultures but had weaknesses in clearly defining levels of analysis. Hofstede's model improved on this by focusing only on national cultures and empirically identifying dimensions. It describes some of the dimensions proposed by earlier researchers that influenced Hofstede, such as individualism-collectivism and power distance. Hofstede's study validated three dimensions identified in an earlier review as being consistently identified in studies of national character: relation to authority, conception of self, and ways of dealing with primary dilemmas.
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Culture refers to the shared values, beliefs, attitudes, norms, and ways of life of a society or group. It includes everything people have learned and share, such as traditions, religion, values, customs, language, and gender roles. Organizational culture regulates behavior both implicitly and explicitly to direct people's actions. Hofstede's GLOBE project identified several cultural dimensions that vary across societies, such as power distance, uncertainty avoidance, individualism/collectivism, and long-term orientation. Edgar Schein's model of culture includes observable artifacts, espoused values, and basic underlying assumptions. Strong organizational cultures with shared central values tend to outperform those with weak or misaligned cultures.
BA 500 Week eight chapter 16 ppt
This document summarizes key aspects of culture and leadership from Chapter 16 of Northouse's Leadership textbook. It defines culture and discusses dimensions of culture, including individualism vs collectivism and Hofstede's cultural dimensions. It also outlines the GLOBE study of leadership behaviors across cultures and identifies universally desirable and undesirable leadership attributes. The document provides an overview of cultural clusters and how leadership styles may vary across clusters.
Post-Merger Cultural Integration
Cultural integration issues were the second most important contributing factor to deal failure according to the document. The document also states that cultural integration is indirectly linked to other causes of deal failure such as delayed integration. Additionally, statistics show that up to one third of mergers fail within 5 years, and as many as 80% never live up to their full expectations. While successful cultural integration is critical for deal success, many companies do not have a specific approach for assessing and integrating culture during an acquisition. Reasons for unsuccessful cultural integration include a lack of leadership support, cultural risks not being identified, and a lack of competencies and skills.
Spring 2015 Student Teaching Informationa
This document summarizes Chapter 13 of Northouse's 4th edition on culture and leadership. It discusses how globalization has increased the need to understand cultural differences and develop cross-cultural leadership competencies. Research identified nine cultural dimensions from the GLOBE study and clustered cultures into 10 regional groups with distinct characteristics. The GLOBE project also identified universally desirable and undesirable leadership attributes and how leadership styles vary across cultural clusters.
Organizational culture.
Organizational culture refers to a system of shared values, beliefs, and assumptions that governs how employees behave within an organization. Elements of organizational culture include the degree of innovation, attention to detail, outcome orientation, and aggressiveness displayed. There are dominant and sub cultures within organizations and cultures can be strong or weak. Strong cultures create more behavioral consistency while weak cultures are more amenable to change. Organizational culture is formed through rituals, symbols, stories, and language that employees use to learn and reinforce the culture.
Organizational culture.pptx
Organizational culture is defined as the shared beliefs, assumptions, values, and norms that shape how an organization functions. A strong organizational culture provides members with a sense of identity, stability, and guides appropriate behaviors. Culture is created by founders and leaders, and transmitted to new members through socialization processes like training and stories. While culture provides benefits, it can also hinder change and diversity if not managed properly.
Chap004 (1)
This chapter discusses culture and its dimensions relevant to international management. It defines culture as acquired knowledge used to generate social behavior, including values, attitudes, and influences on behavior. It describes several models of cultural dimensions, including Hofstede's model of power distance, uncertainty avoidance, individualism/collectivism, masculinity/femininity, and long- vs short-term orientation. Trompenaar's model includes dimensions like universalism vs particularism and individualism vs communitarianism. Country comparisons on these dimensions can help understand cultural differences in managerial approaches between high-context and low-context societies.
Chap004
This chapter discusses culture and its dimensions relevant to international management. It defines culture as acquired knowledge used to generate social behavior, including values, attitudes, and influences on behavior. It describes several models that identify major cultural dimensions, such as individualism/collectivism and power distance. Managers must understand how cultural dimensions can affect approaches to areas like decision making, risk tolerance, and rewards. Country cluster analysis and relational orientations can help develop effective international management practices despite cultural differences.
CH 6 ORGANIZATIONAL CULTURES AND DIVERSITY
This chapter discusses organizational culture and diversity. It defines organizational culture as shared values and beliefs that help members understand their roles. There are four main categories of organizational culture: family, Eiffel tower, guided missile, and incubator. The chapter also discusses managing diversity and multiculturalism, including potential problems like biases but also advantages like enhanced creativity. It provides guidelines for effective multicultural teams such as selecting members based on abilities, defining clear goals, and giving positive feedback.
diversity culture inclusion slides from 2022.pptx
Diversity, Culture and Inclusion are critical elements for successful organizations and for building workplace culture that matters
diversity-building aninclusve culture for Maher
The document discusses building an inclusive culture through diversity and managing diversity effectively. It defines diversity and lists different diversity factors like gender, age, ethnicity, etc. It discusses the benefits of a diverse workforce, challenges of managing diversity, and strategies for overcoming biases and resolving conflicts. It emphasizes the importance of inclusion and distinguishing performance issues from diversity issues. It provides steps to implement effective diversity training programs, which include starting with a vision statement, conducting a cultural audit, and designing training content and methods.
We Are The Worl: A Journey Beyond Diversity to Cultural Competence (WOC 2014)
We Are The Worl: A Journey Beyond Diversity to Cultural Competence (WOC 2014)Career Communications Group
We Are the World: A Journey Beyond Diversity to Cultural Competence
Learning objective: Increase cultural competence and strategies in the workplace
Seasoned and emerging leaders alike will be held accountable for negotiating and collaborating in an ever-evolving world of differences. Professional cultural competence expands the definition of diversity by encompassing other factors such as lifestyle, sexual orientation, learning styles, industry, positional power, etc. No matter where you are in your career, this course will challenge you to examine “what you know”, “what you don’t know”, and “what you need to do” to move toward greater cultural competence.
At the end of this seminar, participants will be able to:
a. Define cultural competence and diversity
b. List and assess cultural challenges that take place in your organization
c. Apply culturally sensitive collaboration and negotiation techniques
d. Identify specific personal and organizational strategies to improve cross cultural exchangesDiversity and multiculturalism
The document discusses managing diversity and multiculturalism in the workplace. It provides 10 tips for managing a multicultural team effectively: 1) Select a culturally competent leader, 2) carefully select diverse team members, 3) start with personal kick-off events, 4) take time to build relationships and trust, 5) learn about cultural differences, 6) clarify expectations, 7) communicate clearly, 8) respect deadlines, 9) be alert to signs of trouble, and 10) provide feedback sensitively based on cultural backgrounds. The overall message is that managing a multicultural team requires cultural awareness, relationship-building, clear expectations, and sensitive communication.
Diversity and multiculturalism
The document discusses managing diversity and multiculturalism in the workplace. It provides 10 tips for managing a multicultural team effectively: 1) Select a culturally competent leader, 2) carefully select diverse team members, 3) start with personal kick-off events, 4) take time to build relationships and trust, 5) learn about cultural differences, 6) clarify expectations, 7) communicate clearly, 8) respect deadlines, 9) be alert to signs of trouble, and 10) provide feedback sensitively based on cultural backgrounds. The overall message is that managing a multicultural team requires cultural awareness, relationship-building, clear expectations, and sensitive communication.
The-Influence-of-Culture-on-Behavior-and-Decision-Making.pptx
This document discusses the influence of culture on organizational behavior and decision making. It introduces Hofstede's six dimensions of culture that shape how decisions are made across societies. Case studies of McDonald's and Nissan highlight how failing to account for cultural differences can negatively impact business operations. The impact of culture is seen in communication styles, teamwork approaches, leadership, and managing diversity. Overcoming cross-cultural challenges like language barriers, biases, and relationship building requires cultural awareness training and inclusive practices. Overall, leveraging cultural diversity fosters innovation, while proper understanding of cultural influences is needed for organizational success.
Chap2 culture
The document discusses various frameworks for analyzing and classifying culture, including:
1) Hofstede's dimensions of cultural values which includes individualism/collectivism, power distance, uncertainty avoidance, and masculinity/femininity.
2) Kluckhohn and Strodtbeck's framework which analyzes variations in values orientations around concepts like time, human nature, and relationships.
3) Trompenaars' seven dimensions of culture which examines universalism vs particularism, individualism vs communitarianism, and achievement vs ascription.
4) The frameworks provide tools for understanding differences in cultural values but also have limitations as cultures are complex and constantly changing.
Lecture # 06 (diversity at workplace)
The document discusses the role of diversity in human resource management. It defines diversity as differences among individuals, including qualities like gender, race, religion, and other factors. The role of diversity in HR is to create an inclusive workplace where employees are hired based on skills rather than discriminated against. An effective diversity management strategy can increase creativity, problem-solving, and flexibility in the workplace. The document provides examples of corporate policies on diversity and techniques for managing a diverse workforce.
Lecture # 06 (diversity at workplace)
The document discusses the role of diversity in human resource management. It states that diversity refers to the uniqueness of all individuals and includes everyone regardless of their qualities. The role of diversity in HR is to create an inclusive workplace where differences are respected rather than discriminated against. An effective diversity management strategy can boost creativity, problem solving, flexibility and reduce costs by hiring and promoting people based on their skills rather than attributes like gender, race or religion. The document also outlines various dimensions of diversity, principles of managing a diverse workforce, potential benefits and barriers to diversity.
Foundations of individual decision making, groups, teams
This document discusses organizational behavior topics such as groups, group dynamics, roles, norms, status, cohesiveness, diversity, decision making, teams, and values. It defines groups and their types, and covers concepts like ingroups/outgroups, social identity threat, roles, norms, status, group size effects, cohesiveness, diversity, groupthink, and decision making techniques. Team types and characteristics of effective teams are contrasted. Biases in decision making are identified and ways to reduce biases are explained. Hofstede's and GLOBE's frameworks for assessing cultural values are overviewed.
Sample Diversity and Inclusion presentation to UCSF L & D leadership team
- A diverse culture does not necessarily mean an inclusive culture, as inclusion refers to getting a diverse mix to work well together.
- Inclusion is an inside job that requires lifelong learning and curiosity to nourish inclusive cultures.
- Trust between leadership and employees is key to engagement, and is built through respect, understanding different perspectives, responding to needs, preserving relationships, and modeling integrity.
- UCSF is committed to research and implementing best practices in diversity, inclusion and engagement through initiatives like unconscious bias training, climate surveys, leadership development, and supporting employee resource groups.
Similar to Team ldrshp sujata (20)
We Are The Worl: A Journey Beyond Diversity to Cultural Competence (WOC 2014)
We Are The Worl: A Journey Beyond Diversity to Cultural Competence (WOC 2014)
The-Influence-of-Culture-on-Behavior-and-Decision-Making.pptx
The-Influence-of-Culture-on-Behavior-and-Decision-Making.pptx
Foundations of individual decision making, groups, teams
Foundations of individual decision making, groups, teams
Sample Diversity and Inclusion presentation to UCSF L & D leadership team
Sample Diversity and Inclusion presentation to UCSF L & D leadership team
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3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
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7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
Accelerating AI Integration with Collaborative Learning - Kinga Petrovai - So...
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The Rules Do Apply: Navigating HR Compliance
https://www.humanresourcestoday.com/frs/26903483/the-rules-do-apply--navigating-hr-compliance
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This is a particular pain point for small HR departments, or HR departments of 1, that lack compliance teams and in-house labor attorneys. So, what do you do?
The goal of this webinar is to make you smarter in knowing what you should be focused on and the questions you should be asking. It will also provide you with resources for making compliance more manageable.
Objectives:
• Understand the regulatory landscape, including labor laws at the local, state, and federal levels
• Best practices for developing, implementing, and maintaining effective compliance programs
• Resources and strategies for staying informed about changes to labor laws, regulations, and compliance requirements
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留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
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Team ldrshp sujata
- 2. "Coming together is a beginning. Keeping together is progress. Working together is success." Henry Ford
- 3. Team 3 A unit of two or more people who interact and coordinate their work to accomplish a shared goal or purpose
- 4. Effective Team Leaders •Organize the team •Articulate clear goals •Make decisions through collective input of members •Empower members to speak up and challenge, when appropriate •Actively promote and facilitate good teamwork •Are skillful at conflict resolution
- 6. Leading Effective Teams 6 Teameffectiveness: the extent to which a team achieves four performance outcomes: innovation/adaptation, efficiency, quality, and employee satisfaction Team cohesiveness: the extent to which members stick together and remain united in the pursuit of a common goal
- 7. Culture & Leadership Description Culture & Leadership – focuses on a collection of related ideas rather than a single unified theory Globalization – Increased after World War II Increased interdependence between nations Economic, social, technical, political Has created many challenges Need to design multinational organizations Identify and select leaders for these organizations Manage organizations with culturally diverse employees Perspective
- 8. Culture Defined Culture: learned beliefs, values, rules, norms, symbols & traditions that are common to a group of people shared qualities of a group that make them unique is the way of life, customs, & scripts of a group of people Terms related to culture – Multicultural – approach or system that takes more than one culture into account Diversity – existence of different cultures or ethnicities within a group or organization
- 9. Ethnocentrism The tendency for individuals to place their own group (ethnic, racial, or cultural) at the center of their observations of the world Perception that one’s own culture is better or more natural than other cultures Is a universal tendency and each of us is ethnocentric to some degree Ethnocentrism can be a major obstacle to effective leadership Prevents people from understanding or respecting other cultures
- 10. Prejudice a largely fixed attitude, belief, or emotion held by an individual about another individual or group based on faulty or unsubstantiated data Involves inflexible generalizations that are resistant to change or evidence Is self-oriented rather than other-oriented Leaders face the challenge of dealing with their own prejudices and those of followers Can be toward the leader or leader’s culture Can face followers who represent culturally different groups and they may have their own prejudices toward each other A skilled leader needs to find ways to negotiate with followers from various cultural backgrounds
- 11. Nine Cultural DimensionsUncertainty Avoidance extent to which a society, organization, or group relies on established social norms, rituals, and procedures to avoid uncertainty. Power Distance degree to which members of a group expect and agree that power should be shared unequally Institutional Collectivism: degree to which an organization or society encourages institutional or societal collective action. In-Group Collectivism: degree to which people express pride, loyalty, and cohesiveness in their organizations or families Gender Egalitarianism: degree to which an organization or society minimizes gender role differences and promotes gender equality
- 12. Nine Cultural Dimensions, cont. Assertiveness: degree to which people in a culture are determined, assertive, confrontational, and aggressive in their social relationships Future Orientation: extent to which people engage in future-oriented behaviors such as planning, investing in the future, and delaying gratification Performance Orientation: extent to which an organization or society encourages and rewards group members for improved performance and excellence Humane Orientation: degree to which a culture encourages and rewards people for being fair, altruistic, generous, caring, and kind to others.
- 13. Leadership Behavior & Culture Clusters GLOBE research identified six global leadership behaviors Charismatic/value-based leadership reflects the ability to inspire, to motivate, and to expect high performance from others based on strongly held core values Team-oriented leadership emphasizes team building and a common purpose among team members. Participative leadership reflects the degree to which leaders involve others in making and implementing decisions.
- 14. Leadership Behavior & Culture Clusters Six global leadership behaviors, cont. Humane-oriented leadership emphasizes being supportive, considerate, compassionate, and generous. Autonomous leadership refers to independent and individualistic leadership, which includes being autonomous and unique. Self-protective leadership reflects behaviors that ensure the safety and security of the leader and the group.