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Seminar paper from the year 2020 in the subject Leadership and Human Resource Management - Miscellaneous, grade: 1,3, Aachen University of Applied Sciences, language: English, abstract: This paper uses the theoretical foundations of Hofstede's Cultural Dimensions and Meyer's Cultures Map to develop feedback guidelines for a Dutch manager in Japan and a French manager in the USA. For this purpose, the countries concerned are first classified and compared using Meyer's and Hofstede's cultural classification methods. Based on the theoretical foundation, feedback guidelines are developed for the respective managers. With regard to the Dutch manager in Japan, it is particularly evident that he should be careful to use a language that is not too direct and that he needs to adapt to the Japanese high-context culture in both speech and behavior. The French manager in the USA is advised mainly to use diplomacy and understand flatter hierarchies and greater willingness to take risks. In a further step, the developed guidelines are compared with feedback rules of the Dutch company Philips and the French company WEKA. In both theory and practice, great importance is attached to an efficient discussion structure. At Philips, importance is also attached to a conversation at eye level and the employee's point of view, which corresponds with the theoretical findings. In the French example, less emphasis is placed on preparation, which is surprising in terms of the theoretical classification of France. Instead, a calm and "non-violent" communication is called for, which to a certain extent is also addressed in the theoretically based guideline. The results of the term paper provide assistance for managers in Japan and the USA. However, it must be remembered that cultures are a very complex construct and that, due to the scope of this term paper, it was not possible to include all components. Managers are advised to deal intensively with the host country's culture in order to ensur
An international business expert helps you understand and navigate cultural differences in this insightful and practical guide, perfect for both your work and personal life. Americans precede anything negative with three nice comments; French, Dutch, Israelis, and Germans get straight to the point; Latin Americans and Asians are steeped in hierarchy; Scandinavians think the best boss is just one of the crowd. It's no surprise that when they try and talk to each other, chaos breaks out. In The Culture Map, INSEAD professor Erin Meyer is your guide through this subtle, sometimes treacherous terrain in which people from starkly different backgrounds are expected to work harmoniously together. She provides a field-tested model for decoding how cultural differences impact international business, and combines a smart analytical framework with practical, actionable advice.
This book retains the accessibility of the previous editions while incorporating the latest research findings, and updated organizational applications of the principles of I-O psychology. The scientist-practitioner model continues to be used as the philosophical cornerstone of the textbook. The writing continues to be topical, readable, and interesting. Furthermore, the text includes additional consideration of technological change and the concomitant change in the reality of work, as well as keeps and reinforces the systems approach whenever possible, stressing the interplay among different I-O psychology variables and constructs.
Black & white print. Principles of Management is designed to meet the scope and sequence requirements of the introductory course on management. This is a traditional approach to management using the leading, planning, organizing, and controlling approach. Management is a broad business discipline, and the Principles of Management course covers many management areas such as human resource management and strategic management, as well as behavioral areas such as motivation. No one individual can be an expert in all areas of management, so an additional benefit of this text is that specialists in a variety of areas have authored individual chapters.
Conquer the most essential adaptation to the knowledge economy The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth offers practical guidance for teams and organizations who are serious about success in the modern economy. With so much riding on innovation, creativity, and spark, it is essential to attract and retain quality talent—but what good does this talent do if no one is able to speak their mind? The traditional culture of "fitting in" and "going along" spells doom in the knowledge economy. Success requires a continuous influx of new ideas, new challenges, and critical thought, and the interpersonal climate must not suppress, silence, ridicule or intimidate. Not every idea is good, and yes there are stupid questions, and yes dissent can slow things down, but talking through these things is an essential part of the creative process. People must be allowed to voice half-finished thoughts, ask questions from left field, and brainstorm out loud; it creates a culture in which a minor flub or momentary lapse is no big deal, and where actual mistakes are owned and corrected, and where the next left-field idea could be the next big thing. This book explores this culture of psychological safety, and provides a blueprint for bringing it to life. The road is sometimes bumpy, but succinct and informative scenario-based explanations provide a clear path forward to constant learning and healthy innovation. Explore the link between psychological safety and high performance Create a culture where it’s “safe” to express ideas, ask questions, and admit mistakes Nurture the level of engagement and candor required in today’s knowledge economy Follow a step-by-step framework for establishing psychological safety in your team or organization Shed the "yes-men" approach and step into real performance. Fertilize creativity, clarify goals, achieve accountability, redefine leadership, and much more. The Fearless Organization helps you bring about this most critical transformation.
It is now widely recognized that countries around the world are becoming increasingly interconnected, and that both public and private organizations are of necessity becoming increasingly global. As political, legal, and economic barriers recede in this environment, cultural barriers emerge as a principal challenge to organizational survival and success. It is not yet clear whether these global realities will cause cultures to converge, harmonize, and seek common ground or to retrench, resist, and accentuate their differences. In either case, it is of paramount importance for both managers and organizational scholars to understand the cultural crosscurrents underlying these changes. With contributions from an international team of scholars, this book reviews, analyzes, and integrates available theory and research to give the best information possible concerning the role of culture and cultural differences in organizational dynamics.
Individualism and collectivism has become one of the major issues in comparisons between societies in cross-cultural psychology. Scholars seek to explain why some societies focus on the collective nature of social obligation while traditional Western psychology focuses on the primacy of the individual. In this volume, contributors address the individualism//collectivism issue from a variety of perspectives, examining its theoretical underpinnings and current trends, the latest research on this topic, and the social and practice implications of our understanding of this dimension of human activity. A Foreword by Geert Hofstede, who conducted the original research on this topic, provides a context for the other contributions.
Exploring key issues in communication and their impacts on organizational outcomes and management theory, this book considers the important changes in technology and globalization in the context of communications.
Virtual Teams That Work offers a much-needed, comprehensive guidebook for business leaders and managers who want to create the organizational conditions that will help virtual teams thrive. Each chapter in this important book focuses on best practices and includes case studies and illustrative examples from a wide variety of companies, including British Petroleum, Lucent Technologies, Ramtech, SoftCo, and Whirlpool Corporation. These real-life examples demonstrate how the principles identified in the book play out within virtual teams. Virtual Teams That Work shows how organizations can put in place the structure to help team members who speak different languages and have different cultural values develop effective ways of communicating when there is little opportunity for the members to meet face-to-face. The authors also reveal how organizations can implement performance management and reward systems that will motivate team members to cooperate across multiple boundaries. And they offer the information to determine which technologies best fit a variety of virtual-team tasks and the level of information technology support needed.