...GLOBE study. The Global Leadership and Organizational Behavior Effectiveness Research Program is a network of 170 social scientists and scholars from 62 cultures throughout the world, working in a long-term effort to examine the relationships between culture, practices, and leadership. The goal of this study is to develop a theory to describe, understand, and predict the impact of cultural variables on leadership and organizational processes and the effectiveness of it all. A particular strength of the GLOBE study is the combination of qualitative and quantitative data. The book contains five sections: the introduction, literature review, research methodology, empirical findings, and the conclusion. In the introduction, GLOBE states that the cultures of the world are becoming more and more interconnected while the business world is becoming increasingly global. Thus, there is a greater need for effective international and cross-cultural communication, collaboration, and cooperation. GLOBE has developed an integrated and cross level theory of the relationship between cultural values, practices, leadership, and organizational and societal effectiveness. The literature review section provides evidence that culture influences many aspects of leadership, industry, and organization. It explains the understanding of interaction between cultural influences on organizational leadership and the impact of societal culture and industry on organizational cultures. The research methodology...
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...HR Strategy and Organizational Performance [Name of Writer] [Name of Institution] HR Strategy and Organizational Performance Introduction Human resource management is in the selection of policy and techniques related to human resource management agency. Taken together, these techniques and preferences are messages to employees, managers and interested persons abroad about the value of the agency placed on human resources. Unfortunately, international managers have had to adopt sensible policies in the field of organization for fixing the responsibility and cost control. First, employers continue to place administrative employees, Professional, scientific and technical through the civil service systems for important positions. The state of relatively high positions, security, payment and benefits that go with these positions are considered essential for productivity and long-term retention of these employees. This includes preventive education through programs for employee wellness and treatment plans by employee health. Second, employers have attempted to put caps on benefit costs and legal liability risks by increasing the use of working mechanisms secondary (such as employment contract or contingent) to pair the changing job titles. While the phenomenon of the working contingent recognized as characteristic of the modern workforce, the precise number of contingent workers are in dispute between staff and managers economists. Estimates ranging from 2 percent to 16 percent...
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...HUMAN AND CULTURAL VARIABLES IN GLOBAL ORGANIZATION. This episode is one of the many other similar ones which underscore the HR Challenges in preparing people for Cross Cultural working. Organizational culture is one of the latest concepts in the fields of management and Organizational Theory. Culture which is popularly called as "Shared values and Beliefs" fulfills important functions. 1. It conveys the sense of identity for organizational members. 2. It enhances social system ability. 3. It facilitates the generation of commitment to some thing larger than self. 4. It serves as a sense of making device that can guide and shape behavior. As business become more globalize, developing and training people across cultural boundaries is becoming increasingly important. Culture of the country is an important determinant of behavior of people, and not being sensitive to these differences can often result in misunderstanding and embarrassments and even in loss of efficiencies. For instance cultures differ widely in terms of concepts of time. Besides the obvious implications for punctuality, the difference also lies in how people from different cultures use their time. An understanding and sensitivity to such cultural differences in behavior and orientations is necessary perquisites to develop cross cultural competencies. The roots of cultural differences in the business practices lie much deeper. Business cultures in different countries are molded not just by the behavior of...
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...Triandis Preface Robert J. House PART I: Introduction Robert J. House 1. Illustrative Examples of GLOBE Findings Robert J. House Increased Globalization of Business The Increased Importance of Sensitivity to Cultural Differences Differing Views and Conceptualizations of Leadership An Illustration of Differences and Cultural Practices Differences in Leadership Practices Plan of This Book xv xxi 1 3 4 2. Overview of GLOBE Robert J. House Mansour Javidan Major Questions Concerning the Effects of Cultures on the Practice of Leadership The Need for Cross-Cultural Leadership Theory and Research The GLOBE Research Program Leader Behavior and Attributes Qualitative Research Construct Definitions of Leadership and Culture GLOBE Operational Definition of Culture The GLOBE Conceptual Model The Integrated Theory Two Fundamental Cross-Cultural Issues The GLOBE Questionnaire Scales Phase 2 Hypotheses Strengths of the GLOBE Research Design Contributions Appendix: Structural Contingency Theory 9 10 11 14 15 15 15 16 17 19 20 23 24 24 26 3. A Nontechnical Summary of GLOBE Findings Mansour Javidan Robert J. House Peter W Dorfman Societal Cultures Societal Culture and Organizational Culture Culture and Societal Effectiveness Culture and Leadership Leadership Profiles of Cultural Clusters Culture Dimensions and...
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...Hospitality Industry, HTH 765 Introduction Malaysia is a developing country with variety of cultures. These cultures have a substantial influence on the people’s belief, attitude and behaviour. The world today is seeing more businesses going global to seize a wider market opportunities. Many companies from other countries have also been investing in Malaysia each day. However, the flowing entrees of these multinational companies do not diminish the Malaysians’ cultural values. Therefore, managers from the foreign or even local companies have to be able to adapt and operate effectively in different cultures. This assignment paper will discuss further about the leadership theory that has been developed by the westerns towards the people in Malaysia. The question is whether they can adopt the western leadership theory in Malaysian cultural values? Or is it possible to practise a one-size fits all theory? Background Culture is among the influences to the attitudes and behaviour of individuals. It is defined as a collective mental programming of the people in an environment. It evolves from an instinctive behaviour to learn. Patterns of this behaviour may be acquired and transmitted from one generation to another, and finally developed into a system of things and events (Hofstede, 1980). Leadership is seen as 'the ability to influence people and get them to do what the leader has envisioned' (Abdullah ,2003). An effective leadership theory which is practiced in one region...
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...members of a society, and passed on to succeeding generations. A critical skill for managing people and processes in other countries is cultural savvy that is, a working knowledge of the cultural variables affecting management decisions. Managers have often seriously underestimated the significance of cultural factors. According to numerous accounts, many blunders made in international operations can be attributed to a lack of cultural sensitivity. Examples abound. Scott Russell, senior vice president for human resources at Cendant Mobility in Danbury, Connecticut, recounts the following An American company in Japan charged its Japanese HR manager with reducing the workforce. The Japanese manager studied the issue but couldn’t find a solution within cultural Japanese parameters; so when he came back to the Americans, he reduced the workforce by resigning—which was not what they wanted.. Cultural sensitivity, or cultural empathy, is an awareness and an honest caring about another individual’s culture. Such sensitivity requires the ability to understand the perspective of those living in other (and very different) societies and the willingness to put oneself in another’s shoes. International managers can benefit greatly from understanding the nature, dimensions, and variables of a specific culture and how these affect work and organizational processes. This...
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...Int. J. of Human Resource Management 18:1 January 2007 147– 158 HRM practices in Egypt: the influence of national context? Mike Leat and Ghada El-Kot Abstract In this paper we present the findings of a study which collected data on a range of HRM practices normally used in 58 Egyptian organizations operating in Egypt. The range of practices is concerned with job descriptions, recruitment and selection, training and development, compensation, performance appraisal and employment security. We examine and discuss these practices in the Egyptian context. The dimensions of the Egyptian environment which we examine include: the socio-cultural context, Islam, the vocational education and training system and elements of the economic and legal environment. The practices and approaches being used by the sample organizations appear to be the product of both culture bound and culture free influences. The main contributions of the study are that it provides much needed information on the HRM practices and approaches being adopted by Egyptian-owned organizations in the early part of the 21st century and provides support for the influence of national context on the HRM practices pursued by indigenous organizations. Keywords Egypt; HRM practices; Islam; institutional context; culture. Introduction: HRM practices and national context Against a background of the increasing internationalization of business, globalization of markets and cross-national activity by multinational...
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...Chapter 7 Cultural Diversity in Cross-Border Alliances Susan E . Jackson Randall S . Schuler Introduction Increasingly, firms are using cross-border alliances to strengthen and maintain their position in the market place . Although often seen as a relatively fast and efficient way to expand into new markets and incorporate new technologies, the success of cross-border alliances is by no means assured . To the contrary, such alliances often fall short of their stated goals and objectives . While some failures can be explained by financial and market factors, the failure of others can be traced to neglected human resource issues and activities associated with managing the cultural diversity present in these organizations . This chapter describes the special challenges that cultural diversity creates for effectively managing human resources within cross-border alliances . Drawing upon the extensive literature regarding the management of domestic alliances and domestic diversity, we offer suggestions for how human resource management practices might be used to improve the success of cross-border alliances . Regardless of industry, it appears that it has become all but impossible in our global environment for firms to successfully compete without growing and expanding through deals that result in cross-border alliances (CBAs) (Lucenko, 2000) . In some industries, e .g., insurance, cross-border alliances provide a means for moving into new markets . In other...
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...Organizational behavior Organizational behavior is the “study of individuals and groups within an organizational context, and the study of internal processes and practices as they influence the effectiveness of individuals, teams and organizations.” Organizational behavior aims at improving the performance of an individual in an organization through maximum functioning. Organizational behavior has a wide perspective ranging from “leadership, cultural diversity, power and influence, team interactions and organizational design.” It is through organizational behavior that one scrutinizes his own motivations and behavior and the relationship with others in the broader social and cultural society. This helps in developing competencies and the control of behaviors that are not befitting the objectives of the organization. (Hellriegel 2007). Diversity Diversity is the reflection of the changes in the equality of differences in the employees that may be related to the traditions, sex and race, and any other individual and cultural differences. This leads to the moral justice to eliminate social economical group based discriminations and disadvantages. Diversity policies should be implemented in all organizations. There are salient differences in the social, economic, legal and historical contexts of different countries which shape employment policies and the practices at both organizational and institutional levels and impact on the employment...
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...Running head: PRACTICE OF HUMAN SERVICES ACROSS DIFFERENT CULTURES AND POPULATIONS Practice of Human Services across Different Cultures and Populations Walden University Practice of Human Services across Different Cultures and Populations In today’s society, demographics and cultural factors has caused organizations to facilitate change. The changing of new organizational patterns are definitely needed due to the increase in the American cultural patterns, (Carter, 2000). “Typically organizational literature dealt with how diversity, rather than cultural patterns, may influence corporate culture. Although organization scholars have paid attention to issues concerning diversity, less attention has been paid to examining the influence of dominant American patterns upon organization,” (Carter, 2000). Upon my completion at Walden University, I hope to become a Child and Family Counselor. As human service professionals, it is important that you are competent and aware of your client’s culture. According to the Department of Health and Human Services, “Child welfare workers can improve their practice with children, youth, and families by increasing their knowledge and appreciation of different cultures,” (US Dept. of Health and Human Services, 2013). An organizations knowledge on an individual’s culture and climate can help to influence social structure. As defined, “organizational culture refers to the shared norms, beliefs, and behavioral expectations that drive behavior and...
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...Running Head: Developing cross cultural capability Developing cross cultural capability [Name of the student] [Name of the institute] Developing cross cultural capability Introduction In the field of research, the challenge of international cooperation increasingly intense led in 1993 to further reflection on the concepts of intercultural management. With the work of Hofstede (1980) and Ouchi (1981), comparative research on management has been very stimulating. Then this research have specialized on topics such as intercultural management or Eurocentric. The axis emerges clearly in the Europe of the Common Market; it is learning to cope with unique challenges issued to management. Once the recognized need, the way chosen to advance in this area, is the course of this study: we sought to describe the practices, including their advantages and disadvantages, using existing typologies willingly. In this case the eye is focused on large tourism companies, but is not always clearly stated. In these large tourism companies, one can discern various articulations of intercultural management. Schreyögg, for example, distinguishes between corporate cultures and global polycentric (1991). Polycentric, are those which, in different countries, come in different forms, thus focusing on "indigenous constructs", those that are global, over national borders, are a unique brand image with a single form articulation, thus settling on "indigenous constructs"...
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...Corporate culture is largely influenced by national culture and sustained by corporate leadership So many civilisations exist today; all rich with individual cultural heritage and each, distinct with unique features, characteristics, and value systems. Therefore it holds that countries have their individual and distinct cultures which are unique and which apply to them. Consequently, these cultures get infiltrated and remodelled to form part of the culture of organizations as well as influences the decision making behaviour of the corporate leadership system or process. Geert Hofstede, considers that ‘Culture is the collective programming of the mind distinguishing the members of one group or category of people from others’. It could be seen a range of values and meanings shared among individuals and entities belonging to a group, body or category. National culture is regarded as shared meanings, [conscious or unconscious] promoted among people existing within or originating from a country or state and is therefore regarded as the basic value system measure from which organizational values and corporate culture [which is understood as the belief systems or set of values shared that governs behaviours and attitudes within a corporate organization or entity] is developed. A company's corporate leadership (which is constituted of the top executives who govern its operations and plot its strategies for the future,) therefore has the responsibility to uphold this value system...
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...United Nations Conference on Trade and Development (UNCTAD) there are about 63,000 multinational companies (MNCs) in the world and they have 700000 branches in other countries. Looking at the enormous reach of these global entities, one can only agree how critical it is to understand the cultural perspective of different societies. As a global business, it was an attempt by Coca Cola Company to embrace the diversity of multicultural world -- both in the marketplace and in the workplace. Evidently because societal culture has major influence on businesses. Global businesses have to deal with customers/clients, distributors, strategic partners, employees with different background and cultural mindsets. How organizations make decisions, implement policies, recruit workforce or even make strategic choices are affected by these cultural forces, both externally and internally, and impact the way organizations behave and deal with issues affecting society at large. My interest as a student of Gender and Cultural studies and a Human Resource Professional would be to explore the role of cultural forces that contribute towards shaping organizations culture and their identity and study the cultural differences in terms of Human Resource...
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...a r t I C Le 647 Interaction Effects of Globalization and Institutional Forces on International HRM Practice: Illuminating the ConvergenceDivergence Debate By Yongsun Paik Irene Hau-Siu Chow Charles M. Vance In the face of globalization, scholars continue to debate about whether a convergence in human resources practices will prevail, or a trend of divergence perspective will persist. Building on institution theory, this article helps to explicate this debate by examining how globalization may interact with different dimensions of local institutional forces to lead to convergence, divergence, or crossvergence Correspondence to: Yongsun Paik, PhD, Professor of International Business & Management, Department of Management, Hilton Center for Business, Loyola Marymount university, One LMu Dr., Los angeles, Ca 90045-2659, 310.338.7402 (phone), 310.338.3000 (fax), yspaik@lmu.edu. Published online in Wiley Online Library (wileyonlinelibrary.com) © 2011 Wiley Periodicals, Inc. • DOI: 10.1002/tie.20440 648 f e a t u r e a r tI C l e in international HRM practices for enhanced performance. We also present useful propositions for guiding future empirical research and theory development on the interaction between globalization and different forms of local institutional forces, which in turn influence the formation of successful international HRM practices. © 2011 Wiley Periodicals, Inc. Int r o d u c t i o n N otwithstanding the current worldwide economic...
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...Professional Diploma in Strategic Management and Leadership UNIT NO/TITLE: Unit 04 / Developing Corporate Culture ASSIGNMENT NO: Individual Report Credit Value: 05 Learning Outcomes: 1.0 Understand how the characteristics of corporate culture affect the achievement of organizational objectives 2.0 Be able to propose organizational values that will influence corporate climate 3.0 Be able to develop strategies to communicate with stakeholders of an organisation who belong to different cultural groups Issue Date: December 6th 2013 Due Date: January 5th 2014 Submission Date: Assessor’s Name: PROGRAMME: Edexcel BTEC Level 7 Professional Diploma in Strategic Management and Leadership UNIT NO/TITLE: Unit 04 / Developing Corporate Culture ASSIGNMENT NO: Individual Report Credit Value: 05 Learning Outcomes: 4.0 Understand how the characteristics of corporate culture affect the achievement of organizational objectives 5.0 Be able to propose organizational values that will influence corporate climate 6.0 Be able to develop strategies to communicate with stakeholders of an organisation who belong to different cultural groups Issue Date: December 6th 2013 Due Date: January 5th 2014 Submission Date: Assessor’s Name: Assessor Comments: Assessor: Signature: Date: ____/____/______ Assessor Comments: Assessor: Signature: Date:...
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