Management
2: Past to Present (and Beyond)
3: Global Dimensions
Present Like a Pro (time permitting)
Updates:
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Anything exciting happen (from an
Organizational Behaviour perspective)
over the past week?
Any questions?
Group projects?
Let’s focus on our “reflection” from last
class
Development of Major
Management Theories
Development of Management Theories
Historical
The Early Years
Background classical
preclassical theorists
contributions
Scientific
management
General
administrative
theorists
The Early Years
human
resources
approach
Early advocates
Hawthorne
studies
Human relations
movement
Behavioral
science theorists
The Early Years Recent Years
quantitative
integrative
approach
approaches
Operations
research
Management
science
Process
Systems
Contingency
Historical Background
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Division of Labour
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Adam Smith (1776) “The Wealth of Nations”
Invisible hand of the
market; also showed
how division of labour
could be successfully
utilized
Industrial Revolution UK
Henry Ford - “Fordism”
Classical Contributors
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Scientific Management
Frederick W Taylor “ONE BEST WAY”
Bethlehem/Midvale Steel
Principles:
1) Develop a Science for work
2) Scientifically select, train, and develop
workers
3) Co-operate with workers to ensure all
is done this way
4) Divide work equally
A “high” priced man - Schmidt
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One Best Way
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POINT - COUNTER
POINT
Do you agree that there
is “one best way” to do
any job?
General Administrative
Theorists
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Professional Metaphor
Max Weber (1890s) - Bureaucracy;
Iron-cage of Rationality
Henri Fayol (1916) - 14 principles of Management
Mary Parket Follett (1933) - Spirit of compromise and
co-operation
Human Resources Approach
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Elton Mayo - Hawthorne Studies
Maslow – Hierarchy of needs
McGregor – Theory X and Y
Chester Barnard - “Functions of the
Executive” - authority comes from
willingness of subordinates to accept it.
Quantitative School
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Post-WW 2
Numbers Driven
Operations
management; TQM;
Cost Accounting;
Contemporary Schools
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Systems
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Contingency School
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No universal answer
Outcomes “depend” on
certain things
Cultural School
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Ecology
Organizational culture
Global Awareness
Knowledge
Management
Evidence-Based MGMT
Next Metaphor??
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Where is business heading now?
Personal Management
Moment
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Lateral Thinking …
26 = L of the A
7 = D of the W
1001 = A.N.
12 = S of the Z
Cpt. 3 Global Economy
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Inventory of clothing – where were
your clothes made?
Gildan: Gildan is a vertically-integrated marketer and
manufacturer of quality branded basic apparel.
Key Terms (Understand them)
Going Global: sourcing, export/import,
licensing/franchising, joint ventures, strategic
alliances
Global Environments: legal, political, trade
agreements, barriers, alliances
Ethical Challenges
Culture Shock
National Cultures / Values
Project Globe
Goal: Increase your Cultural
Intelligence!
Stranger in a Strange Land
•
•
•
Award winning book (1961)
The story focuses on a
human raised on Mars and
his adaptation to, and
understanding of, humans
and their culture.
While we are from the same
planet – some things
different cultures “do” will
seem very strange to you!
Making the Strange Familiar
Problem based learning
• Focus: You will be
leading a company in
another country
• Task: What skills do you
need to have to be a
successful international
leader? What dangers do
you need to watch out for
as you lead in a foreign
country?
• Come up with a “list of
learning” points you would
Session Learning Goals
1.
2.
3.
Appreciate the different
ways to understand
culture.
Understand our own
attitudes and
perspectives
Develop our Cultural
Intelligence
Stages in becoming an
International Manager
1.
2.
3.
4.
5.
Confusion: first contacts leave
you anxious, uncomfortable and
in need of advice
Small victories: interactions
bring success, confidence grows
The honeymoon: a time of
wonderment, local ways viewed
positively
Irritation and rage: negatives
overwhelm positives, you become
critical
Reality: time of rebalancing,
enjoy new culture while
accommodating less desirable
elements
Ways to look at Country
Cultures
1.
2.
3.
4.
5.
Hofstede
Trompenaars
Language Context
Time context
Space context
NOTE: it is these
similarities/differences to your
culture that you will both adore
and dislike about your
international assignments!!
Power Distance: the degree to
which a society accepts unequal
distribution of power
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High Power Distance:
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Respect for age,
status, titles
Tolerant of power by
following rules and
accept differences in
rank
China, India,
Philippines
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Low Power Distance
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Tendency towards
informality, casual
dress,
Australia, Canada, USA
Individualism /
Collectivism: the degree of
individuals being integrated into
groups
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Individualistic:
cultures have
members who are
only loosely
connected and who
are responsible for
themselves
Canada, USA, NZ
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Collectivistic:
cultures whose
members are
strongly integrated
into groups or
families
China, Mexico,
Thailand
Masculinity / Femininity:
explains in how far a society is
characterized through
Masculine:
extrovert and
competitive
behaviour
•
•
Japan, Mexico,
Canada
Femininity:
is expressed through
caring attributes and
the emphasis on
harmony
•
•
Thailand, Sweden
Uncertainty Avoidance:
tolerance towards uncertainties,
change and risk
•
High Uncertainty
Avoidance
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–
–
These cultures have a
preference for
structure, order,
planning and
predictability
Cultures with high
uncertainty avoidance
often show their
emotions more
compared to cultures
with low uncertainty
avoidance.
Japan, France
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Low Uncertainty
Avoidance
–
–
These cultures display
openness to change
and innovation
USA, Sweden
Long-term / short-term orientation
The degree that a culture focuses on long
term or short term time horizons or goals
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Long-term
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Focus on values of
persistence thrift,
patience and
willingness to work for
long-term success
China, India, Japan
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Short-term
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Impatient, desire for
quick gratification
USA, Canada,
Netherlands
Examples of ways of
comparisons
Managerial Application
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You are a consultant helping a firm try to negotiate
a partnership with a foreign company – drawing
from these 2 cultural perspectives – what would
you do to help the firm on how to negotiate to
ensure success if the two sides were:
Canada and China
India and Australia
Saudi Arabia and France
South Africa and Pakistan
Trompenaars’s Framework
1.
2.
3.
4.
5.
Universalism vs Particularism
–
rules or relationships most important
–
the individual or the group most
important
Individualism vs Collectivism
Neutral vs Emotional
–
the range of feelings expressed
–
the range of personal interaction
(work and outside)
Specific vs Diffuse
Achievement vs Prescriptive
–
6.
7.
how status is accorded (merit or
class)
Time
–
Sequential or synchronic
–
Control of the environment versus
working in harmony with nature
Environment
Context: how cultures use
language
•
High Context:
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–
–
These cultures rely on
nonverbal and situational
cues as well as on
spoken or written words
in communication
Often, after relationships
are established and a
context for
communication is exists
is it possible to make
business deals
Thailand, Malaysia
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Low Context:
–
–
–
These cultures
emphasize
communication via
spoken or written words
For example, these
cultures say or write
what they mean, and we
mean what we say
USA, Canada, Germany
How Cultures use Time
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Monochronic
Polychronic
People from these
cultures tend to try
and accomplish many
different things at
once
Example: A Canadian visitor (monochronic culture) to
an Egyptian client (polychronic culture) might be
frustrated by continued interruptions as the client
greets and deals with people flowing in and out of his
office.
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People in these types
of cultures tend to
do one thing at a
time
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How Cultures use Space
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This is a silent part
of culture
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Personal space –
how close to each
other to people talk,
stand?
What is valued?
How are public
spaces organized?
Where you stand …
Determines your view
Cultural Intelligence
CQ – your ability to work
across cultures
1.
Drive – interest in
adapting to cross
cultural issues
2.
Knowledge – understand
cultural similarities and
differences
3.
Strategy – draw from
their awareness to think
and plan
4.
Action – adapt own
behaviour to other
cultures
Drive
Answer each question using the scale and then total your score ________
1: Strongly agree, 2: Agree, 3: Neutral, 4: Disagree, 5: Strongly disagree
Knowledge
Answer each question using the scale and then total your score ________
1: Strongly agree, 2: Agree, 3: Neutral, 4: Disagree, 5: Strongly disagree
Strategy
Answer each question using the scale and then total your score ________
1: Strongly agree, 2: Agree, 3: Neutral, 4: Disagree, 5: Strongly disagree
Action
Answer each question using the scale and then total your score ________
1: Strongly agree, 2: Agree, 3: Neutral, 4: Disagree, 5: Strongly disagree
Cultural Intelligence
CQ – your ability to work
across cultures
1.
Drive – interest in
adapting to cross
cultural issues
2.
Knowledge – understand
cultural similarities and
differences
3.
Strategy – draw from
their awareness to think
and plan
4.
Action – adapt own
behaviour to other
cultures
•
•
HOW did you do?
Who are you now.
McCain Foods Case
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Overcome the Challenges?
Canadian managers / Chinese business
colleagues?
Clients – own brand name?
Next Day
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Cpt. 8: Organization Structures and
Design;
First client visit; Contract Hand-in
Key to Presenting - Like a PRO
Purpose is to persuade
Perceptions more powerful than facts
People are inundated with data
People forget fast
Effective presentations are balanced
“AMMA (I am) a Good Presenter
Satisfy these:
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Attention-getting
How can I get the audience attention?
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How can I make the message more meaningful?
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Memorable
How can I make the message more memorable?
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Meaningful
Activating
What will move them to act on what I present?
Preparation
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Know your audience approach from their
perspective
Stages
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Objective
Key points (with support ing
info) 3 or less
Preview and Summary
Opener
Closer “to do”
Preparing... Continued
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Sequence
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Easy to follow (chronological,
topical, labels)
Connected
Support points
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examples, images, emotions,
feelings, comparisons,
quotations, findings, AV
material
Optimal Effectiveness
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Visual = 55%
Vocal = 38%
Verbal = 7%
Non-verbal Communication
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Head movement
Facial expressions
Eye contact
Hand movements
Voice
Other ...
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Anxiety
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Questions
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Prepared
Affirm
Practice
Relaxation
Listen
Determine
Affirm
Respond
“Feel, Felt, Found”