1. Management 2: Past to Present (and Beyond) 3: Global Dimensions
Present Like a Pro (time permitting)

2. Updates:
Anything exciting happen (from an Organizational Behaviour perspective) over the past week?
Any questions?
Let’s focus on our “reflection” from last class

3. Development of Major Management Theories
Development of Management Theories
Historical
Background
preclassical
contri-
butions
The Early Years
classical
theorists
The Early Years
human
resources
approach
The Early Years
quantitative
approach
Recent Years
integrative
approaches
Scientific
management
Operations
research
Process
Fig. 2-1 Development of Major Management Theories
Management has been evolving for thousands of years.
Management is a field that has only undergone systematic investigation, acquired a common body of knowledge and become a formal discipline of study, in the past several hundred years and most particularly, in the last century.
Historical examples of contributors include Adam Smith (division of labor), the advent of the industrial revolution and the machine age, and the establishment of large business by such entrepreneurs as Carnegie and Rockefeller who helped to formalize management practices.
The classical theorists are divided into two groups:
SCIENTIFIC MANAGEMENT: Taylor and the “one best way” for a job to be done; the Gilbreths and their therbligs classification scheme; and Henry Gantt and his chart for managers used as a scheduling device for planning and controlling work.
GENERAL ADMINISTRATIVE THEORISTS: Writers who developed general theories of what managers do and what constitutes good management practice.
Henri Fayol developed 14 principles of management (p. 42) which he considered to be universal truths of management that are shared by all managers in all type of organizations and that can be taught in school.
Max Weber developed a theory of the bureaucracy, an ideal type structure (p. 43). Like scientific management, it emphasizes rationality, predictability, impersonality, technical competence, and authoritarianism. His “ideal type” can be used to describe many contemporary organizations.
Early advocates
Systems
General
administrative
theorists
Hawthorne
studies
Management
science
Contingency
Human relations
movement
Behavioral
science theorists

4. Historical Background
Division of Labour
Adam Smith (1776) - “The Wealth of Nations” Invisible hand of the market; also showed how division of labour could be successfully utilized
Industrial Revolution - UK
Henry Ford - “Fordism”

5. Classical Contributors
Scientific Management
Frederick W Taylor -
“ONE BEST WAY”
Bethlehem/Midvale Steel
Principles:
1) Develop a Science for work
2) Scientifically select, train, and develop workers
3) Co-operate with workers to ensure all is done this way
4) Divide work equally
A “high” priced man - Schmidt

6. One Best Way POINT - COUNTER POINT
Do you agree that there is “one best way” to do any job?

7. General Administrative Theorists
Professional Metaphor
Max Weber (1890s) - Bureaucracy;
Iron-cage of Rationality
Henri Fayol (1916) - 14 principles of Management
Mary Parket Follett (1933) - Spirit of compromise and co-operation

8. Human Resources Approach
Elton Mayo - Hawthorne Studies
Maslow – Hierarchy of needs
McGregor – Theory X and Y
Chester Barnard - “Functions of the Executive” - authority comes from willingness of subordinates to accept it.

9. Quantitative School Post-WW 2 Numbers Driven
Operations management; TQM; Cost Accounting;

10. Contemporary Schools Systems Contingency School Cultural School
Ecology
Contingency School
No universal answer
Outcomes “depend” on certain things
Cultural School
Organizational culture
Global Awareness
Knowledge Management
Evidence-Based MGMT

11. Next Metaphor??
Where is business heading now?

12. Personal Management Moment
Lateral Thinking …
26 = L of the A
7 = D of the W
1001 = A.N.
12 = S of the Z

13. Cpt. 3 Global Economy
Inventory of clothing – where were your clothes made?
Gildan

14. Key Terms (Understand them)
Going Global: sourcing, export/import, licensing/franchising, joint ventures, strategic alliances
Global Environments: legal, political, trade agreements, barriers, alliances
Ethical Challenges
Culture Shock
National Cultures / Values
Project Globe

15. Goal: Increase your Cultural Intelligence!

16. Stranger in a Strange Land
Award winning book (1961)
The story focuses on a human raised on Mars and his adaptation to, and understanding of, humans and their culture.
While we are from the same planet – some things different cultures “do” will seem very strange to you!

17. Making the Strange Familiar
Problem based learning
Focus: You will be leading a company in another country
Task: What skills do you need to have to be a successful international leader? What dangers do you need to watch out for as you lead in a foreign country?
Come up with a “list of learning” points you would like to acquire.

18. Session Learning Goals
Appreciate the different ways to understand culture.
Understand our own attitudes and perspectives
Develop our Cultural Intelligence

19. Stages in becoming an International Manager
Confusion: first contacts leave you anxious, uncomfortable and in need of advice
Small victories: interactions bring success, confidence grows
The honeymoon: a time of wonderment, local ways viewed positively
Irritation and rage: negatives overwhelm positives, you become critical
Reality: time of rebalancing, enjoy new culture while accommodating less desirable elements

20. Ways to look at Country Cultures
Hofstede
Trompenaars
Language Context
Time context
Space context
NOTE: it is these similarities/differences to your culture that you will both adore and dislike about your international assignments!!

21. Power Distance: the degree to which a society accepts unequal distribution of power
High Power Distance:
Respect for age, status, titles
Tolerant of power by following rules and accept differences in rank
China, India, Philippines
Low Power Distance
Tendency towards informality, casual dress,
Australia, Canada, USA

22. Individualism / Collectivism: the degree of individuals being integrated into groups
Collectivistic: cultures whose members are strongly integrated into groups or families
China, Mexico, Thailand
Individualistic: cultures have members who are only loosely connected and who are responsible for themselves
Canada, USA, NZ

23. Masculinity / Femininity: explains in how far a society is characterized through
Masculine:
extrovert and competitive behaviour
Japan, Mexico, Canada
Femininity:
is expressed through caring attributes and the emphasis on harmony
Thailand, Sweden

24. Uncertainty Avoidance: tolerance towards uncertainties, change and risk
High Uncertainty Avoidance
These cultures have a preference for structure, order, planning and predictability
Cultures with high uncertainty avoidance often show their emotions more compared to cultures with low uncertainty avoidance.
Japan, France
Low Uncertainty Avoidance
These cultures display openness to change and innovation
USA, Sweden

25. Long-term / short-term orientation The degree that a culture focuses on long term or short term time horizons or goals
Long-term
Focus on values of persistence thrift, patience and willingness to work for long-term success
China, India, Japan
Short-term
Impatient, desire for quick gratification
USA, Canada, Netherlands

27. Examples of ways of comparisons

28. Managerial Application
You are a consultant helping a firm try to negotiate a partnership with a foreign company – drawing from these 2 cultural perspectives – what would you do to help the firm on how to negotiate to ensure success if the two sides were:
Canada and China
India and Australia
Iran/Saudi Arabia and France
South Africa and Pakistan

29. Trompenaars’s Framework
Universalism vs Particularism
rules or relationships most important
Individualism vs Collectivism
the individual or the group most important
Neutral vs Emotional
the range of feelings expressed
Specific vs Diffuse
the range of personal interaction (work and outside)
Achievement vs Prescriptive
how status is accorded (merit or class)
Time
Sequential or synchronic
Environment
Control of the environment versus working in harmony with nature

30. Context: how cultures use language
High Context:
These cultures rely on nonverbal and situational cues as well as on spoken or written words in communication
Often, after relationships are established and a context for communication is exists is it possible to make business deals
Thailand, Malaysia
Low Context:
These cultures emphasize communication via spoken or written words
For example, these cultures say or write what they mean, and we mean what we say
USA, Canada, Germany

31. How Cultures use Time Monochronic Polychronic
People in these types of cultures tend to do one thing at a time
Polychronic
People from these cultures tend to try and accomplish many different things at once
Example: A Canadian visitor (monochronic culture) to an Egyptian client (polychronic culture) might be frustrated by continued interruptions as the client greets and deals with people flowing in and out of his office.

32. How Cultures use Space This is a silent part of culture
Personal space – how close to each other to people talk, stand?
What is valued?
How are public spaces organized?

33. Where you stand … Determines your view

34. Cultural Intelligence
CQ – your ability to work across cultures
Drive – interest in adapting to cross cultural issues
Knowledge – understand cultural similarities and differences
Strategy – draw from their awareness to think and plan
Action – adapt own behaviour to other cultures

35. Drive
Answer each question using the scale and then total your score ________
1: Strongly agree, 2: Agree, 3: Neutral, 4: Disagree, 5: Strongly disagree

36. Knowledge
Answer each question using the scale and then total your score ________
1: Strongly agree, 2: Agree, 3: Neutral, 4: Disagree, 5: Strongly disagree

37. Strategy
Answer each question using the scale and then total your score ________
1: Strongly agree, 2: Agree, 3: Neutral, 4: Disagree, 5: Strongly disagree

38. Action
Answer each question using the scale and then total your score ________
1: Strongly agree, 2: Agree, 3: Neutral, 4: Disagree, 5: Strongly disagree

39. Cultural Intelligence
CQ – your ability to work across cultures
Drive – interest in adapting to cross cultural issues
Knowledge – understand cultural similarities and differences
Strategy – draw from their awareness to think and plan
Action – adapt own behaviour to other cultures
HOW did you do?
Who are you now.

40. McCain Foods Case Overcome the Challenges?
Canadian managers / Chinese business colleagues?
Clients – own brand name?

41. Next Day
Read Chapter Cpt. 4: Ethical Behaviour; and Cpt. 5: Entrepreneurship
Discussion Assignment – Read Case 5 (p.168); do the “Further Research” question and be prepared to discuss your findings.