C G

ULTURE

V/S
LOBAL EA DERSHIP

The global leadership skills of behavioral complexity and stewardship development that contribute to corporate reputation capital are key intangible resources that leverage sustainable competitive advantage in the 21st century. In order to develop leaders who can effectively lead global operations, it is important to understand what makes leaders effective across cultures.

LOBAL EADE RSHIP

The definitions of an "effective leader" vary from one culture to another

Coaching prepares leaders for succession and helps them achieve more personal satisfaction

To develop global leaders, coaches need to have work experience in their home country as well as out of their home country
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Leaders need not adopt a dynamic or constantly changing style. It is proposed that leaders should create a strong organizational culture that has values and norms that supersede national culture values and norms in order to minimize the adverse effects of cultural diversity.

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SSUES to

DDRESS

Building connections with people from around the world is just one dimension of cultural diversity. You also have issues like motivating people, structuring projects, and developing strategy. What works in one location may or may not work somewhere else.

The question is, "How can we come to understand these cultural differences? Are we relegated to learning from our mistakes or are there generalized guidelines to follow?
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This refers to the degree of inequality that exists - and is accepted - among people with and without power

ce an st Di er/ w Po

In div idu ali sm

This refers to the strength of the ties people have to others within the community

erm ng T ion Lo tat Orien

This refers to how much society values long-standing as opposed to short term traditions and values

FIVE DIMENSIONS OF CULTURE

This refers to how many a society sticks with, and values, traditional male and female roles

M asc u lini ty

This relates to the degree of anxiety society members feel when in uncertain or unknown situations.

Uncertainty

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Dos for Culture Sensitive Managers

1. Pay particular attention to the countries from which the people you deal with on a day-by-day basis come. 2. Think about some interactions you've had with people in other countries. 3. Challenge himself to learn more about one culture in particular. 4. Evaluate your performance and do further research and preparation for the next time.
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Leaders Influencing Click icon to add picture

Organizational Culture

Very rarely are leaders engaged in creating organizational culture from scratch. Most of the time, leaders are hired to take over existing organizations and achieve effectiveness targets several arguments against attempts to change organizational culture include considering it to be too elusive and hidden for leaders to identify and change (Harris & Ogbonna, 1998). However, evidence exists that culture can be changed.

STEPS FOR ORGANIZATIONAL CULTURE CHANGE

1. Changing behaviors of subordinates, because that's the most effective way of changing people's beliefs (Harris & Ogbonna, 1998). 2. Justifying the new behavior to employees so that they can see its worth, because changes in behavior alone do not guarantee commitment and cultural change. 3. Motivating the new behaviors through cultural communication via announcements, memos, rituals, stories.
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4. Socializing new employees and teaching them the target cultural values 5. Removing members of the organization who misfit the target culture if the cost of training them for it exceeds the value their skills and experience adds to the organization

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Click icon to add The Role picture

of Socialization

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Through socialization, the leader can transmit to followers the organizational values, assumptions and attitudes in an attempt to change their own in order to maximize the fit between new employees and the organizational culture. icon to add Click picture However, socialization is not restricted in application by leaders to new employees, as it is a process that is continuous across a person's career. In other words, then the organization faces new demands or wishes Click icon todirections, to go in new add employees need to be socialized to orient picture themselves and their behaviors accordingly.

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Transmission and Integration of Organizational Culture

"The role of the middle manager as an agent of change is to make sense of, unite, and transmit the organization's culture. This process is complicated because a manager must get deep inside a new organization's culture and come to know its needs, processes, and people in a relatively short period of time to weld them all together into a to edit Master subtitle style informal messages that leaders Click smoothly functioning, the communicate to the newcomers in the organization were shown to be "the more powerful teaching and coaching mechanism(Schein, 2004, p.258).

Culture Differences in Business Relations

Many business majors and practitioners immersed in questions of financial forecasting, market studies, and management models have turned aside from the question of culture and how it affects business.

But now more and more organizations are finding themselves involved in communication across cultures, between cultures, among cultures because they are sourcing from another country, seeking financing from another country, or have an increasingly multicultural workforce.

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Cultural Differences in business Strategies

Because entrepreneurs mature within a societal context, their attitudes toward cooperation are likely to be influenced by the underlying values of their society. They are more likely to cooperate with others to avoid risks and reduce responsibilities. However due to the medium masculinity, Africans sometimes are reluctant to cooperate because their masculine culture view cooperation in general as a sign of weakness and place a high value on independence and control.

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Cultural Differences in Conflict Management

In order to solve conflicts, Chinese and Africans have different ways. For Chinese where harmony and personal relationship are very important, they dont like open conflict; 2010 International Conference of Organizational Innovation 893 therefore they use indirect ways to work out problems. Anytime there is conflict, they use the authority to end up with it or settle things in private. Negotiation and compromise are determinant for them in this case.

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Africans managers like Europeans or Americans, will directly confront problems and bring them out in the open. To resolve problems, everybody is involved in order to bring rational arguments and ideas to suggest solutions.

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Cultural Differences in Work-group Characteristics

The first difference about the work-group characteristics is the concept of brotherhood, network, family feeling which is at the heart of all Chinese interactions

In African business style which is quasi the western business style, managers focus on the deal, the possibilities, the risks and so on.

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CONCLUSION

Click icon other cultures is more important than ever. If we consider that Understanding to add picture
people from the same economic, political, and cultural background have problems communicating effectively; we can appreciate the difficulties and challenges that people from diverse cultures face when trying to communicate.

Knowing another culture is a legitimate concern of businesses. More than that, it is essential. Those who make effort the effort to understand another culture gain knowledge about how to behave in that culture. Otherwise, if you know what people value and understand their attitudes, you wont unintentionally do something that offends and diminishes your chances for business success.

THANK YOU

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