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Organizations and Management in Cross-Cultural Context


Managing learning organizations in cross-cultural contextManagement and Learning Organizations: A Developmental PerspectiveThe Importance of Cultural Context for Learning OrganizationsWhat is wrong with this award?Apparently, the sky has the limit!Cross-cultural DifferencesCross-cultural Considerations for ManagersSummaryEnd of Chapter Reflection QuestionsKey Terms and DefinitionsFurther Reading CDCases, Videos, Web Sources CasesVideosWeb sourcesReferencesWork motivation in cross-culturalcontextWhat is Employee Motivation?Maslow’s Hierarchy of NeedsIs the order and importance of needs the same across cultures?Mapping Cultural Characteristics onto Maslow’s Hierarchy of NeedsHerzberg’s Motivation-Hygiene TheoryMcClelland’s Typology of NeedsEquity TheoryReward allocation: Equity, equality, need?What is considered to be the input, outcome and referent group?How to restore equity?Expectancy TheoryDoes the performance-based incentive system motivate employees?Expectancy theory applied in ChinaGoal-setting TheoryJob Characteristics TheoryCross-cultural Considerations for ManagersSummaryEnd of Chapter Reflection QuestionsKey Terms and DefinitionsFurther Reading CDCases, Videos, Web sources CasesVideosWeb sourcesReferencesBehavioural modification and perfomance manadgmentShaping Behaviour through its Consequences The process of behavioural modificationReinforcement ContingenciesPositive ReinforcementPrinciples of positive reinforcementSchedules of positive reinforcementContinuous reinforcement schedulePartial reinforcement schedulesNegative ReinforcementPunishmentExtinction/OmissionExtinction or Punishment by Removal?‘Stop joking but not thinking!’Shaping BehaviourAction Plan to Maintain or Modify Performance BehavioursPerformance Management: Universal Trends and Cross-cultural DifferencesPerformance Management ProcessEffective Performance Management Across Cultures: Challenges and RecommendationsCross-cultural Considerations for ManagersSummaryEnd of Chapter Reflection QuestionsKey Terms and DefinitionsFurther Reading CDCases, Videos, Web sources CasesVideosWeb sourcesReferencesCommunication and connflict manadgmentThe Nature and Characteristics of Interpersonal ConflictConditions (Potentially) Leading to ConflictAmbiguous jurisdictionsConflicting interestsCommunication barriersDependence of one partyDifferentiation in organizationAssociation of the partiesNeed for consensusBehaviour regulationsUnresolved prior conflictsManagerial Actions to Minimize Effects of Conditions Potentially Leading to ConflictConflict Resolution StrategiesNegotiation planning processNegotiation strategies Distributive strategyIntegrative strategyActive Listening and Assertive Behaviour Key communication skills in conflict management Active listeningGuidelines for Active Listening‘Do’s’ of active listening‘Don’ts’ of active listeningAssertive, Non-assertive and Aggressive BehaviourNon-assertive behaviourWhich would Be your Typical Response?Managerial Actions to Foster Assertive BehaviourConflict Management in Cross-cultural ContextPreparation for Negotiation Relationship-building‘Setting the stage’ - time, location, team compositionNegotiation ProcessReaching an AgreementCross-cultural Consideration for ManagersSummaryEnd of Chapter Reflection QuestionsKey Terms and DefinitionsFurther Reading CDCases, Videos and Web-sources CasesVideosWeb sourcesReferencesLeadership . Role behaviours and cross-cultural perspectivesLeadershipApproaches to understanding leadershipLeadership Role Behaviours Decision-making roleShould Tracy be Participative or Autocratic in her Decision-making Role?Task and social rolesThe task role behavioursIdea initiatorThe social role behavioursThe self-oriented role behavioursIdentify Leadership Role BehavioursLeadership role behaviours:Charismatic roleHow do they Differ in Charismatic Leadership?Cross-cultural Approaches to LeadershipCultural Context and Decision-making Role of LeadershipCultural Context and Task and Social Role of LeadershipCultural Context and Charismatic Role of LeadershipPaternalistic (or Parentalistic) LeadershipCross-cultural Considerations for ManagersSummaryEnd of Chapter Reflection QuestionsKey Terms and DefinitionsFurther Reading CDCases, Videos, Web Sources CasesVideosWeb sourcesReferencesTeamwork. Effectiveness and cross-cultural perspectives The Nature of Groups and TeamsTeamwork effectiveness: team structure and communicationTask-relevant effort by membersTask-relevant knowledge, expertise and skills of group membersTask-appropriate performance strategiesCommunication NetworksTypes of networksDegree of centralizationLeader emergence potentialMember satisfactionProblem-solving efficiencyInterpersonal Communication in TeamworkWhat is feedback?Guidelines for feedbackDescriptive feedback and focus on modifiable behaviourExpress feelings directlyDo not evaluate the personSpecific rather than general feedbackAllow freedom of choice in accepting feedbackProvide timely feedbackGroup-shared feedbackCross-cultural approaches to teamworkMulticultural teams: advantages and disadvantagesCross-cultural Considerations for Managers Effective management of multicultural teamsPay close attention to team composition and team-buildingDesign the task to foster creativity and interdependenceProvide a clear sense of purpose and directionDivision of roles and responsibilitiesWhat Purpose does Teamwork Serve?Foster effective communication and participationEffective performance managementEffective Management of Virtual TeamsSummaryEnd of Chapter Reflection QuestionsKey Terms and DefinitionsFurther Reading CDCases, Videos and Web Sources CasesVideosWeb sourcesReferencesOrganizational attitudes and work-life balanceOrganizational AttitudesJob satisfactionOrganizational commitmentOrganizational citizenship behaviourOrganizational justice perceptionInvolvement and alienationCross-cultural Perspectives to Organizational AttitudesChina’s Disengaged WorkforceJob SatisfactionOrganizational CommitmentOrganizational Citizenship BehaviourWork-Life Balance Current trends and cross-cultural perspectives‘What About Me?’Cross-cultural Considerations for ManagersSummaryEnd of Chapter Reflection QuestionsKey Terms and DefinitionsFurther ReadingCases, Videos and Web sources CasesVideosWeb sourcesReferencesOrganizational structure and organizational changeOrganizational StructureThe Authority StructureThe Task StructureThe functional basis of organizationThe product/service basis of organizationThe project basis of organizationThe customer and territorial bases of organizationCharacteristics of Organizational StructureSpecialized vs. generalTall vs. flatIndependent vs. interdependentTight vs.looseImpact of Managerial Beliefs and Assumptions on the Design of the Organizational StructureThe Traditional ModelThe Human Relations ModelThe Human Resource ModelHuman Resource Development Model and Learning OrganizationsImpact of Sociocultural Environment on Organizational StructureCulture and Organizational StructureOrganizational ChangeDivergence Thesis: ‘Change is not Necessary or Possible’Convergence Thesis: ‘Change is Necessary and Possible!’Cross-cultural Considerations for ManagersSummaryEnd of Chapter Reflection QuestionsKey Terms and DefinitionsFurther Reading CDCases, Videos and Web SourcesCasesVideosWeb sourcesReferencesHuman resource manadgement in cross-cultural contextConvergence vs. Divergence in HRM PracticesWhy Divergence?Employee SelectionPerformance AppraisalTraining and DevelopmentJob Analysis and Job DesignHuman Resource Planning and Career ManagementCompensation and BenefitsHow does Culture Influence HRM Practices?Cultural Orientations and HRM PracticesCross-cultural Considerations for ManagersExpatriate Management: How to Enhance Adjustment and PerformanceFactors associated with expatriate adjustmentCharacteristics of the expatriateNature of the assignmentOrganizational supportFamily-related factorsFactors associated with expatriate performance and job satisfactionCross-cultural Considerations for ManagersSelection of expatriatesExpatriate Training and Performance EvaluationExpatriate CompensationManagement of RepatriationSummaryKey Terms and DefinitionsEnd of Chapter Reflection QuestionsFurther ReadingCases, Videos and Web Sources CasesVideosWeb sourcesReferencesCorporate social responsibility and ethicsCorporate Social ResponsibilityArguments for and against corporate social responsibilityThe shareholder value theory or fiduciary capitalismThe stakeholder theoryEthics and Corporate Social Responsibility Theories of ethicsKantian categorical imperativeManagerial Implications Implementing CSR and creating an ethical corporate environmentProgramme selection and designVision statementCode of ethicsReporting and accountabilityRole of Leadership in the Development of a Moral EnvironmentCross-cultural Issues in Ethics and CSRNational, Organizational, Individual and Cultural Correlates of Ethical and Socially Responsible BehaviourCultural relativismCross-cultural considerations for managersSummaryKey Terms and DefinitionsEnd of Chapter Reflection QuestionsFurther Reading CDCases, Videos and Web Sources CasesVideosWeb sourcesReferences
 
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