MANANGING

AC RO S S
C U LT U R E S
 REMAINING COMPETITIVE:
T H R E E M A J O R C H A L L E N G E S T O M A N AG E R S

Globalizing Leading Encouraging

Globalizing the Leading a diverse Encouraging

firm’s operations workforce positive ethics,
character, and
personal integrity
 Changing Business Perspectives

From . . .
International which implies an individual’s or organization’s
nationality is held strongly in consciousness

To . . .
Globalization which implies the world is free from
national boundaries and that it is really a
borderless world
 Changing Business Perspectives
From . . .
Multinational organizations (in which the organization was
recognized as doing business in several countries)

To . . .
Transnational organizations (in which the
global viewpoint supersedes national issues)
 • Individualism – a cultural orientation in which
people belong to loose social frameworks; primary
concern for self and family
• Collectivism – a cultural orientation in which
FAC T O R S I N individuals belong to tightly knit social frameworks;
C U LT U R A L depend on large extended families or clans
DIFFERENCES • Power distance – the degree to which a culture
accepts unequal distribution of power
• Uncertainty avoidance – the degree to which a
culture tolerates ambiguity and uncertainty
 • Masculinity – the cultural orientation in
which assertiveness and materialism are
valued
• Femininity – the cultural orientation in
which relationships and concern for others
FAC T O R S I N are valued
C U LT U R A L
DIFFERENCES • Time orientation – whether a culture’s
values are oriented toward the future (long-
term orientation) or toward the past and
present (short-term orientation)
 Understanding Cultural Differences (Hofstede
MODEL)

Individualism Collectivism

High power distance Low power distance

High uncertainty avoidance Low uncertainty avoidance

Masculinity Femininity

Long-term orientation Short-term orientation

Indulgence Restraint
https://geerthofstede.com/culture-geert-hofstede-gert-jan-hofstede/6d-model-of-national-culture/
 • Use of mentor/protégé
relationships
• Cultural sensitivity training
• Cross-cultural task forces/teams
DEVELOPING • Global view of human resource
C ROS S - management
C ULTURAL • Planning
S ENS ITIVIT Y • Recruitment and selection
• Compensation
• Training and development
• Multinational legal system knowledge
• Knowledge of global economics,
culture, and customs
 Diversity – all forms of individual
differences, including
• Culture
• Gender
• Age
• Ability
DIVERS IT Y • Personality
• Religious affiliation
• Economic class
• Social status
• Sexual orientation
 • Over 60% of labor force
• Earn over 50% of all undergraduate degrees, 52%
WOMEN AT of all master’s degrees, and 32% of all doctorates
WORK: • Globally, increasing number of women are political
PROS and corporate leaders
• Increasing number of women are business
owners/entrepreneurs
 • Pay inequities
• Lower benefit levels
• Hit hardest when companies restructure
and downsize
• Glass ceiling prevents women from
WOMEN AT moving up
WORK: C ONS

Glass ceiling – an intangible barrier that keeps women and

minorities from rising above a certain organizational level.
 Differences in attitudes
and values

AGE DIVERS IT Y Carry false

IN THE impressions of each
WORKPLAC E other
Direct experience with
each other reduces
negative beliefs
 Ability Diversity in the Workplace

Person with a disability – anyone possessing a physical

or mental impairment that substantially limits one or
more major life activities

• Underutilized; high unemployment

• Act covers temporary and permanent disabilities; has increased
employment for people with disabilities
 CONCLUSION:
Diversity’s Benefits & Problems
Benefits Problems
• Attracts and retains the best • Resistance to change
human talent
• Improves marketing efforts • Lack of cohesiveness
• Promotes creativity and
innovation • Communication problems
• Results in better problem
solving • Interpersonal conflicts
• Enhances organizational
flexibility
• Slowed decision making
 G.B.O.
CLASS OF 2020