1 / 24

IMB 552 GLOBAL HUMAN RESOURCES

IMB 552 GLOBAL HUMAN RESOURCES. CULTURE AND NEGOTIATION. Capital raised in London in the Eurodollar market by a Belgium-based corporation may finance the acquisition of machinery by a subsidiary located in Australia. A management team from French Renault may take over an American-built

ami
Download Presentation

IMB 552 GLOBAL HUMAN RESOURCES

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. IMB 552 GLOBAL HUMAN RESOURCES CULTURE AND NEGOTIATION

  2. Capital raised in London in the Eurodollar market by a Belgium-based corporation may finance the acquisition of machinery by a subsidiary located in Australia. A management team from French Renault may take over an American-built automotive complex in the Argentine. Clothing for dolls, sewn in Korea on Japanese-supplied sewing machines according to U.S. specifications, may be shipped to Northern Mexico for assembly with other components into dolls being manufactured by a U.S. firm for sale in New York and London during the Christmas season. A California-manufactured (plane)…is powered by British…engines, while a competing (aircraft)…flies on Canadian wing assemblies. A Frenchman is appointed president of (a) U.S. domiciled…corporation while an American establishes…a Swiss-based international mutual fund. “The complexities of business and associated cultures”

  3. CULTURE CULTURE IS THE CHARACTERISTIC WAY OF BEHAVING AND BELIEVING THAT A GROUP OF PEOPLE IN A COUNTRY OR REGION (OR FIRM) HAVE EVOLVED OVER TIME AND SHARE

  4. Cultural Sensitivity … may be defined as a state of heightened awareness for the values and frames of reference of the host culture.

  5. DIMENSIONS OF CULTURE • INDIVIDUAL • COUNTRY/HERTIAGE/REGION • COMPANY/FIRM

  6. LAYERS OF CULTURE SURFACE CULTURE HIDDEN CULTURE INVISIBLE CULTURE

  7. DEVELOPMENT OF CROSS-CULTURAL COMPETENCES RECONCILITATION RESOLVE DIFFERENCES INTEGRATION ADAPTION RESPECT APPRECIATE CULTURAL DIFFERENCES AWARENESS INCREASED AWARENESS OF ONE’S OWN CULTURAL PERSPECTIVE

  8. KEY RESEARCH ON COUNTRY DIMENSIONS • HOFSTEDE – 53 COUNTRIES,IBM,4 DIMENSIONS • FONS TOMPENAARS – 50 COUNTRIES, 4 DIMENSIONS • GLOBE (GLOBE LEADERSHIP AND ORGANIZATIONAL BEHAVIOR EFFECTIVENESS) – 9 DIMENSIONS http://www.geert-hofstede.com/

  9. Clusters (continued • Near Eastern. Greece, Iran, Turkey • Nordic. Denmark, Finland, Norway, Sweden • Independent. Brazil, Japan, India, Israel, South Korea

  10. Generalized national cultural characteristics • Time/relationship – attitudes towards time amd time sensitivity, relationships, behaviors, communication, and language • Power cluster – hierarchy, status attainment, physical space, importance of work • Social Interdependence – group independence, diversity, receptivity, change tolerance • Social Interaction – degree of formality, dress and appearance, food and eating habits, greetings, gift giving, physical touching

  11. RESEARCH ISSUES • GENERAL FRUSTRATIONS • LONGITUDINAL ISSUES • INCONSISTENCIES WITH COMPANIES • CULTURAL IDENTIFYING CHARACTERISTICS • EMPLOYEES SURVEYS • FOCUS OF RESEARCH (ETIC (CULTURE COMMON PROBLEMS VS EMIC CULTURE SPECIFIC ASPECTS)

  12. SOCIO-CULTURAL COMPONENTS • AESTHETICS • ATTITUDES AND BELIEFS • RELIGION • MATERIAL CULTURE • EDUCATION • LANGUAGE • SOCIETAL ORGANIZATION

  13. Diversity in Multicultural Teams Advantages Disadvantages Diversity causes a lack of cohesion Mistrust Lower interpersonal attractiveness Inaccurate stereotyping More within culture conversations Stress More counterproductive behavior Less disagreement on content Tension Miscommunications Slower speech; non-native speakers Less Accuracy Teams can become Less efficient, less effective, less productive • Diversity permits increased creativity • Wider range of perspectives • More and better ideas • Less groupthink • Forces enhanced concentration to understand others • Ideas • Perspectives • Meanings • Arguments • Teams can become • More effective • More productive

  14. EFFECTIVELY MANAGING TEAM DIVERSITY DIVERSITY CAN MAKE TEAMS EFFECTIVE WHEN: DIVERSITY RENDERS TEAMS INEFFECTIVE WHEN: Routine Convergence Differences ignored Members selected based on ethnicity Ethnocentrism Cultural dominance Individual goals No feedback (autonomy) • Innovative • Divergent • Differences are recognized • Members selected for task related abilities • Mutual respect • Equal power • Subordinate goal • External feedback

  15. Negotiations

  16. Negotiation The process of verbal and non-verbal exchanges between two or more parties with the goal of reaching a mutually satisfactory agreement

  17. Situational Characteristics Influencing Cross-Border Negotiations • Context of the negotiation • Physical arrangements • Time limits • Status differences

  18. Negotiation Tactics • Verbal and Nonverbal Tactics • Words communicate 7% of meaning • 38% Tone of Voice • 55% Facial Expression

  19. Verbal Tactics • Initial Offers • Chinese and Russians use extreme initial offers • Swedes request a price close to the one they expect • Americans seem more successful domestically when • they offer extremes • Active Listening • Questions • Feelings Commentary • Argument Dilution

  20. Average Number of Times Tactic was Used In Half-hour Negotiating Sessions

  21. Nonverbal Negotiating Behaviors

More Related