E MER GING

ASPECT S OF
ORGANIZATIONA
L BEHAVIOR
O R GA N IZ ATI O NA L B EH AV IO R AC R OSS CU LT UR ES

M I RA N DA , APR IL LE DA NE
OBJ ECTIV ES
To develop an understanding of:
• Conditions affecting multinational operations
• Managing International Workforce
• Productivity and cultural contingencies
• Cross cultural communication
CONDITIONS AFFE C T ING
MULTINATIONAL
OPERATIONS
Today many organizations do business in more than one
country. These multinational organizations add
new dimensions to organizational behaviour as
communication lines are lengthened and control often
becomes difficult.
Managers are taking a risky step into
different environments, such as:
- social
- legal
- political
- economic
 SOC I AL
C ONDI T I ON
 THE OVERRIDING SOCIAL
CONDITIONS
AFFECTING MULTINATIONAL
OPERATIONS ARE:
A. B. C.
Poorly developed human Local culture not being Differences in work
resources which limit the familiar with advanced ethic of employees
ability to employ local labour technology or complex across cultures.
productively. organization
L E GAL AND
E T HI C AL
C ONDI T I ON S
 A.
Difference across countries in their legal
systems and specially in their relevant
employment
laws and business practices.
THE OVERRIDING LEGAL AND ETHICAL CONDITIONS AFFECTING
MULTINATIONAL OPERATIONS ARE:
C.
Differences across countries in
local mores, customs and ethical
behaviours.
B.
Difference across countries in the judicial
system regarding time for disposition of
cases and
penalties for seemingly minor offences.
D.
The treatment of women and other
minorities to prohibit workplace
discrimination.
 P OL I T I C AL
C ONDI T I ON S
 TH E OV ERR ID ING P OLI TIC AL
CO NDI TIO NS A FF EC TING
M ULTI NATI ONAL O PE RATI ONS
A RE:
A. B.
C.
Instability of the government of the Strong nationalistic drive may
host country spills over onto impel locals to desire to run their Organized labour in many
organizations that wish to country and their nations is not an
establish or expand operations in organizations by themselves, independent force but is
host country, making them cautious without interference by foreign mostly an arm of the
of further investments. nationals - a foreign manager authoritarian state.
simply may
not be welcome.
 E C ON OMI C
C ONDI T I ON S
 THE OVERRIDING ECONOMIC
CONDITIONS AFFECTING
MULTINATIONAL OPERATIONS
ARE:
A. B.
Low per capita income Rapid inflation making the
economic life of workers insecure.
 MANAGING AN
INTE RNAT IONAL
W ORKFORC E
Whenever the geographical boundaries of an
organization spans over two or more countries, it
will then face the challenge of blending various
cultures.
IN D I V ID U A L
DI FFER E N C ES
Five major dimensions that result in sharpest
differences among employees include:
I ND IV ID UA LI S M/C OL L E CT IV IS M
power dist ance
uncertai nty avoi dance
mAS CU LI NI TY /F E MIN IN IT Y; A ND
T IM E OR IE N TAT I ON .
 POWER MASCULINITY/FEMININITY
DISTANCE

INDIVIDUALISM UNCERTAINTY TIME

/ AVOIDANCE ORIENTATION
Factors that can also have an impact on
cultural adaptation:
PAR OC H IAL IS M
E T HN OC E NT R IS M
CU LT U r al di sta nce; and
C ULT UR AL
S H OC K
 PA ROCHIAL ISM E T H N O CE NTRISM
the predisposition of expatriate managers to see or self reference is the predisposition of the
situations around them from expatriate managers to believe that
their own perspective their homeland conditions are the best.

CULTURAL DISTANCE C U LT U R A L SH O C K
the amount of difference between any two social is the feeling of confusion, insecurity and anxiety
systems and range from caused by a strange new
minimal to substantial. environment.
 In the first phase they are often
excited and stimulated by the
challenge of the new job, home
and culture. Each day is filled with
new discoveries.
The positive attitude is soon followed
by a second phase of disillusionment
as they discover various problems
they had not anticipated before.
 In the third and most critical
phase they tend to suffer culture
shock, which is insecurity and
disorientation caused by
encountering all parts of a
different culture.
The fourth phase is that of
adaptation where the employees
accept new culture, regain a sense
of self esteem and respond
constructively to their new
surroundings at work and at home.
 OVERCOMING BARRIERS
TO CULTURAL
ADAPTATION
• Careful selection of
2. Compatible
employees who are low 3. Pre -departure
assignments of
in ethnocentrism, have a
employees within training in the
desire to experience another
similar sociocultural local language
culture and stay in another culture.
clusters at the initial
stages
4. Orientation and support in
the new country to get settled
there and include assistance 5. Preparation for
with housing, transportation, re-entry
shopping etc.
PRODUC TIVITY
AND CULTURAL
C ONTINGENCIES
Productivity is achieving quantity and quality of results while
controlling inputs.
Cultural contingencies are illustrated by Theory Z proposed by
William Ouchi. Theory Z provides examples in which
behavioural prescriptions for management must be adapted to
fit the organization’s cultural environment.
PR O DU C T IV IT Y
Productivity is achieving quantity and quality of results
while controlling inputs. The productive practices for a
particular nation depends heavily on its culture-this is
called cultural contingency.
CU LT U R A L C O N T IN G E N C I E S
Presentations are communication tools that can be used as demonstrations, lectures,
speeches, reports, and more.

The idea of cultural contingency suggests that expatriate managers must

learn to operate effectively in a new environment.

The job of international managers is to try to retain in their management practices the
essential elements of both familiar and new cultures so that their employees may work
with the security of some familiar practices but also with greater productivity than the old
culture normally has accomplished.
CROSS CULTURAL
COMMUNICATION
Expatriates also need to understand
the differences in nonverbal
communication across cultures.
 Areas in which orientations to cross cultural
communication may differ include contrasts in the
relative value placed on time efficiency, thought
patterns, values placed
on seeing the future, the need for personal space,eye
contact, physical appearance, posture,gesture,
meaning of silence and legitimacy of touch.
When considerable attention is given to cultural
preparation of expatriate employees, they
develop into
transcultural employees who operate effectively
in several cultures as they are low in
ethnocentrism,
can communicate in more than one language
and adapt readily to different cultures without
major
culture shock leading to effective functioning of
multinational firms.
THANK YOU
 Activity:

https://www.bookwidgets.com/play/Q4XHQP?teacher_id=54306675244

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Email: 2016t0920@pwu.edu.ph