Managing People

Group 1:
MBA Program
Executive Class Batch 32-2019
Gadjah Mada University

Achmad Nu’man Anafis . Tuhu Saktyo Adiprabowo. Feby Fernady Masura. Paramita RP
18/436731/PEK/24255 18/436871/PEK/24395 18/436784/PEK/24308 18/436834/PEK/24358

References:
1.Kinicki, A and Fugate, M. 2013. Organizational Behavior, 5th Edition. McGraw-
Hill, Boston
2.Yukl, G. 2013. Leadership Organizations, 8th Edition. Pearson, Essex
3.Nohria, N. 2009. From Regional Star to Global Leader. Harvard Business
Review
Cross-Cultural
Leadership &
Diversity
 Why Cross-Cultural Research is
Important

 Globalization
 Need to Influence people from other cultures
 Validate leadership theories in other cultures
 Culture-dependent situational variables
 Broader range of variables and processes
 Validate taxonomies in other cultures
 Methodological challenges
 Types of Cross-Cultural Studies

 Behavior, skill and traits

 Differences in leadership patterns
 Relationships between leadership and
subordinates outcomes
 Cultural Influences on Leader
Behavior

 Cultural values and societal norms

 Cultural norms and societal laws
 Cultural conformity
 Organizational values VS cultural values
 Cultural Value Dimensions

 Power Distance
 Uncertainty avoidance
 Individualism versus collectivitism
 Gender egalitarianism
 Performance orientation
 Humane orientation
 Culture clusters
 Gender Issues in leadership
 Sex-based discrimination
 Male advantage theories
 Feminine advantage theories
 Research findings on gender differences
 Research limitations on gender differences
 Indentifying causes and reducing
discrimination
 Managing Diversity
 Fostering appreciation and tolerance
 Providing equal opportunity
Organizational Culture
 Organizational culture
◦ set of shared, taken-for-granted implicit
assumptions that a group holds and that
determines how it perceives, thinks about and
reacts to its various environments
 Layers of Organizational Culture
Observable artifacts
Artifacts are the physical manifestations of an organization.
They include factors such as dress codes, myths, rituals, and
tangible items such as awards, product displays, logos,
furnishings and decor. Observable artifacts represent the
more visible level of culture within the organization.
Espoused Values
Espoused values are the explicitly stated values and norms
that are preferred by an organization. They are generally
established by the founder of a new or small company and by
the top management team in a larger organization (Kreitner
& Kinicki, 2010, p. 66).
 4 Functions of
Organizational Culture
Types of Organizational Culture
Socialization Process and Mentoring
 Organizational Socialization
Process by which a person learns the
values, norms, and required behaviours
which permit him to participate as a
member of the organization.
Socialization
 Socialization Process
3 Phase
Socialization Model
 Example
Mas Treng recently started a new job. Everyone he
interviewed with seemed very personable and
easy-going. He was quite surprised when during
his first week on the job he witnessed a loud and
argumentative confrontation in the hallway
between two of his coworkers. People seem so
different than the way he expected them to be.
Mas Treng is in which stage of the socialization
process?
A.Change and acquisition
B.Anticipatory socialization
C.Encounter
 Socialization Tactics
Institutionalized Individualized

Collective Individual
Context
Formal Informal
Sequential Random
Content
Fixed Variable

Serial Disjunctive
Social
Investiture Divestiture
 Example
New employee must attend office orientation
program before they start to work.
This is an example of _________ socialization.
A.Collective
B.Individual
C.Formal
D.Disjunctive
 Mentoring
◦ the process of forming and maintaining
developmental relationships between a mentor and
a junior person

Embedding Organizational Culture

through Mentoring
Developmental Networks
Example

Mas Gono received a job offer straight out of college and moved to
Sepanjang, Sidoarjo a year ago. He has been introduced to
numerous people in his workplace and his community. Although it's
nice to see a familiar face, he doesn't see them too often and feels
like he doesn't know them very well. Which type of developmental
network best describes Mas Gono's situation?
A.Counseling
B.Receptive
C.Traditional
D.Opportunistic
Functions of Mentoring
 HBR Case Study:
From Regional Star to
Global Leader
 Can Jianguo Make the Transition?
Situation Key Succes
Faced by Factors:
Deronde Int’l: 1. Culture
transformatio
Market share n of
sliding  base organization
market to 2. Cross cultural
emerging leadership of
market as the Jianguo
best prospect.
-Thank You-