The New Global Manager: Learning Cultures on the Fly

1. The New Global Manager: Learning Cultures on the Fly Article by Luciara Nardon & Richard M. Steers PowerPoint by Michael Varnell

2. Author LuciaraNardon • Education • Bachelor’s degree in accounting from Universidade Federal do Rio Grande do Sul, Brazil • Graduate degree in accounting from FundaçãoGetúlio Vargas, Brazil • Two master’s degrees in business from • Universidad de CienciasEmpresariales y Sociales, Argentina • Peter F. Drucker Graduate School of Management, Claremont Graduate University, U.S.A. • Ph.D. in international management and strategy from the University of Oregon, U.S.A. • Currently an Assistant Professor at the Sprott School of Business, Carleton University • Research areas: • Cross-cultural management • Virtual organizations • Cultural approaches to technology management • Socio-cognitive institutions

3. Author Richard M. Steers • Education: • Ph.D., University of California, Irvine (Management and Industrial Psychology), l973 • M.B.A., University of Southern California (Industrial Relations), l968 • B.A., Whittier College (History), l967 • University of Copenhagen, Denmark (Scandinavian Studies), l965-l966 • Currently a Professor Emeritus of Organization and Management at Lundquist College of Business, University of Oregon, Eugene, Oregon • Research Areas • Organizational behavior • Work motivation theory • Cross-cultural management

4. Working with Global Partners • Interacting in a global economy • The problem is not just differences in language, but in cultures. • “the collective programming of the mind that distinguishes one group or category of people from another” - Hofstede • Technological advancements increased the pace and complexity to new heights • Preconceived notions hinder successful relationships between cultures

5. Preparing for Global Assignments: • Issues: • How do we succeed in a highly competitive global economy? • How can we learn new cultures and adapt? • Three key strategies • Cultural Fluency • Developing a Global Mindset • Learning Cultures on the Fly

6. Cultural Fluency • Mastering the culture and language of a specific country • Most used for long-term periods of time (living abroad for a year, etc) • Is not as good if business will be done across several cultures; today’s business environment • Does require time and immersion, difficult to do in your home country.

7. Preparing for Global Assignments:Developing a Global Mindset • “An ability to develop and interpret criteria for personal and business performance that are independent of the assumptions of a single country, culture or context and to implement those criteria appropriately” • Allows you to interpret situations then choose the most appropriate action for each particular situation • Learn a bit about a lot of different cultures that you may come across • This is most used when you know you will be doing business with many cultures concurrently

8. Preparing for Global Assignments:Learning Cultures on the Fly • Other preparations may be better, but not always practical. • Principal challenges to adaptation: • “Many intercultural encounters… leave little time to learn about the other culture” • May have many cultures working together and is unclear which culture to adapt to. • The increase of virtual meetings are making inter-cultural interactions happen more quickly and may require learning on the fly. • “Learn how to learn” • Create a climate and culture of learning (Slater)

9. Individual Learning: Experiential Learning Theory • Developed by David Kolb • Based on Dewey “Theory of experience” (Kolb) • Composed of Four stages that include two modes of constructing knowledge • Learn • Concrete experience • Observation and Reflection • React • Abstract Concepts and Generalizations • Testing Implications of Concepts • May begin in any of the four stages.

10. Individual Learning: The Experiential Learning Process Concrete Experience

11. Individual Learning: Experiential Learning Theory • Concrete Experience • Results from actual interactions • “We all share the same intensity of experience” • How did you feel • Observation and Reflection • What are the facts and details • What did you take away from the experience • Does this shape the experience

12. Individual Learning: Experiential Learning Theory • Abstract Concepts and Generalizations • Develop a theory explaining the experience • And alternative courses of action • Testing Implications and Concepts • Utilize the process to change concrete experiences • Continual process

13. Interdependent Learning: The Intercultural Interaction Learning Model • Developed because the other theory does not account for the social aspect of learning • “The learning process is seen as interdependent and interactive” • The best intercultural interaction results from all parties learning to work together efficiently • Four Steps: • Negotiating Identity • Negotiating Meaning • Negotiating New Rules • Negotiating New Behaviors

14. InterdependentLearning: The Intercultural Interaction Learning Model Step 1: Negotiating Identity • Self identity • A cultural audit (Begley) • Individuals define themselves in relation to others • We often view others based on our own opinions and biases • Identity negotiation is critical • Self-awareness • Empathy

15. Interdependent Learning: The Intercultural Interaction Learning Model Step 2: Negotiating Meaning • Understand viewpoints • Clarify and create certainty • Negotiate meanings involves • Inquiry • Advocacy • Focus on • Information gathering; collecting information from any and all sources • Information analysis; interpret the information in light of the context

16. Interdependent Learning: The Intercultural Interaction Learning Model Step 3: Negotiating New Rules • Needed to inform and guide future interactions • Should cover crucial obstacles • Can combine cultures or implement new one • May intel un-intuitive methodologies (Metters) • Key skills • Integration of information • Transformation of information

17. Interdependent Learning: The Intercultural Interaction Learning Model Step 4: Negotiating New Behaviors • Implementing the negotiated rules requires commitment and flexibility • Utilize self-awareness and utilize strengths • Continue the process for new problems encountered

18. Conclusion • Multicultural experiences are an increasing reality in today's business environments and managers must be able to work within many cultures to be successful. • In order to achieve this results managers: • Should observe there environment • Assess the context of the environment • Analyze alternative actions • Implement actions • Review results and reapply

19. Refrences • Nardon, Luciara and Steers, Richard M. “The New Global Manager: Learning Cultures on the Fly.” Organizational Dynamics; 37.1 (2008): 47-59. • A.Y. Kolb and D.A. Kolb, “Learning Styles and Learning Spaces: Enhancing Experimental learning in higher education,” Academy of Management learning and Education, 2005 volume 4 issue 2 193-212 • Slater, Stanley F. and Narver, John C. 1995 Market Orientation and The Learning Organization volume 59 issue 3 pp63-74 • Metters, Richard 2008 A case study of national culture and off shoring Internal Journal of Operations & Production Management volume 28 issue 7-8 pp 727-747 • Begley, Thomas, Boyd, David Why Don't They Like Us Overseas? Organizing U.S. Business Practices To Manage Culture Organizational Dynamicsvolume 32, Issue 4, November 2003, Pages 357-371 • http://lcb.uoregon.edu/forms/profile/cv/steers%20CV.pdf • http://www.sprott.carleton.ca/faculty_and _research/Inardon.html