cultures and gender 2
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bosses’ and collegues’ fear and rejection of things foreign
people who are known and trusted at headquarters and sent abroad
managers brought in by multinationals from local cultures from around the world into the home country on assignments designed to help them learn about the headquarter’s organizational culture and approach to doing business
prime goal is organizational development: the act as the “glue” that hold the globally distributed firm together. To fulfill their role effectively, the company must stay in close contact with them and actively learn as much as possible from them, both while they work abroad and after they have either returned home or moved on to a new global assignment
when a person takes his or her spouse with him or her on an assignment abroad
refers to your country of citizenship
strategies returnees use to fit back into their formerly familiar home country and home organization, some become resocialized, some become alienated and others become proactive
a leaders belief that they must adapt their style to the cultures of of employees and clients
“the ability to recognize and understand your moods, emothions and drives as well as their effects on” other people
“the ability to control or redirect disruptive impulses and moods” along with “ the propensity to suspend judgement-to think before acting.”
claim that people are driven by the expectation that their acts will produce certain results
refers to a persons “capability to adapt effectively to new cultural context.” Three aspects:
Cognitive: include thinking, learning and stratergizing: explain how we learn and think
Motivational: include effectiveness, confidence, persistence, value congruence, and the level of affinity or attraction toward a new culture. Explain how strongly we hold our particular cultural values and norms toward a new culture when encountering it for the first time.
Behavioral:include a person’s range of possible actions and responses that can be used inintercultural encounters, as well as the ability to acquire new behaviors when needed
deciding when a problem is a problem. Some cultures emphasize solving problems while others accept situations as they are
depending on culture can be quick or slow, innovative or disruptive, managed from the top or involve participation from all levels within the organization, and managed by an individual or a group. If decisions are to have any value, they must be implemented
tactics designed to pressure opponents into undesirable concessions and agreements
the expatriate’s reaction to a new, unpredictable and therefore uncertain environment. Results from a breakdown in an expatirates selective perception and effective interpretation system.
Dual career couples
couples in which both partners have significant careers outside the home. Most decide for themselves the conditions under which they would be willing to accept a global assignment.
traveling extensively for your job
principled approach includes 4 steps:
Separating the ppl from the problem
Focusing on interests, not on positions
Insisting on objective criteria and never yielding to pressure
Inventing options for mutual gain
Stages of negotiating
- Planning: time, exploring options, establishing common ground, focusing on the long term, using issue vs sequence planning and setting limits
- Interpersonal relationship building: getting to know the other people and helping them to feel comfortable.
- Exchanging task-related information: the substance of a negotiations is interest: your and theirs.
- Making concessions and reading agreements
Ethical decision making
global leaders must define their own moral imperatives. Our moral vision guides our personal and organizational behavior, it frames the goals we set, the trade-offs we are willing to consider, and the decisions we make
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