International Issues and Culture.

2. International Issues and Culture. • Goals • Brief exposure to International Management. Understand the importance of Globalization. • More specific, the influence of culture on behavior in organizations. Domestic or international.

3. Definition • Culture—a learned set of assumptions, values, and behaviors that have been as successful. • What right and wrong in regard to behavior.

4. Culture—Its an invisible hand shaping the way we act and think. • What we do becomes real—when in reality its just appropriate in that one situation. • Story about Malaysia.

5. Compare Culture of High School against ISU.

6. As many different types of cultures as there are values • Risk taking, innovation, performance oriented, customer oriented, humor oriented, ethically oriented, detail oriented, diversity oriented – small example. • Can also have negative cultures – turnover cultures, combative cultures, blaming cultures,

7. Culture is relevant across any social unit (more than one person). • Family, organization, countries. • Examples, Think of an organization you worked for. Making a mistake was…. • Showing up late was……. • It was important to…….. • My supervisor what happy with me when I……….

8. Artifacts- physical or social representations of cultures. • Represents core values—value that is widely and deeply shared. • Core values guides behavior throughout the organization. • Since these are shared values—people act in ways the reflect those values. • Minimizes Deviance—different actions.

10. What's so great about working here? Start with our commitment to making Wells Fargo a challenging, inspiring, and diverse place to work. We know that for Wells Fargo to be successful, our team members have to be successful too!  

11. Deloitte • Culture: Surrounded by a world of flux and change, the surest way to enrich your existence is to continuously learn and grow. Our practices around the world offer the resources to help you evolve: personally, professionally and intellectually. • Inside the office, our collaborative, people-focused culture encourages mutual respect, open communications and ongoing learning. Broaden your career path and your mind through our education initiatives, performance management programs, mentoring programs and regular performance feedback. • Outside the office, you'll have time for the people you care about most. In some locations, we offer flexible work arrangements and other work/life harmony programs, as well as a variety of benefits tailored to meet your individual needs.

12. Top management shapes values through • Selection • Socialization • Performance Appraisal • Rewards • Stories and Symbols--expressions of values such as logos at Disney employees are members of the cast.

13. Top management not direct employees but provide moral guidance. Compatible with new management values. Wetherhill Associates example.

14. Advantages of strong culture (widely and deeply shared). • More delegation • more motivation • less managerial control • higher consistency in employee behavior

15. Types of culture (one system)Which would you prefer????? • Values talent and entrepreneurship. Performance over commitment to the company, large rewards and recognition for individual achievement.

16. or • Values Loyalty, working for the group, and getting on the good side of the right people.

17. or • Values (does not value job security), high performance expectations, individuals who can make a difference.

18. Or • Values long term relationships, systematic career development, opportunities for profession development, internal promotions based on gaining expertise.

19. What exists commonly • 1 (the baseball team) and 3 (the fortress) are probably most common today. • 2 (the club) is prevalent but getting less common • 4 is uncommon in the private sector

20. Video on culture at specialized. • How do they create the culture.

21. International Business • Managing relationships across cultures

22. What Right or wrong in one country is not necessarily right or wrong in a different country. • Diversity: US vs Japan or France • Should a manager emphasize teams?

23. Key differences • Power distance • Masculinity • Individualism vs collectivism • Uncertainty avoidance • Example China vs US. • Does the American system work? • If not, then how manage?

25. Think about the culture of an organization if widely shared.

26. Organizations struggling with this one • My research. German Firms and exchange.

27. Culture is a powerful management tool • Excellent firms often have strong cultures. • Shaped intentionally by management. Part of the organizing process. How do we go about meeting our objectives? • (apply to own teams).

28. Summary • Cultural overlay as a managerial control mechanism.