2. Developing Global Managers
Learning Objectives
Define ethnocentrism and explain what Hofstede concluded about applying American management theories in other countries.
Identify and describe the nine cultural dimensions from the GLOBE project.
Draw a distinction between individualistic cultures and collectivist cultures.
Demonstrate your knowledge of these two distinctions: high-context versus low-context cultures and monochronic versus polychronic cultures.
Explain what the GLOBE project has taught us about leadership.
Explain why US managers have a comparatively high failure rate in foreign assignments, and identify an OB trouble spot for each stage of the foreign assignment cycle
Chapter Three

3. Organizational Culture Organizational Behavior
Cultural Influences on
Organizational Behavior
3-1 Figure 3-1
Organizational Culture
Economic/ technological setting
Political/ legal setting
Ethnic background
Religion
Societal culture
Customs
Language
Personal values/ethics
Attitudes
Assumptions
Expectations
Organizational Behavior
McGraw-Hill/Irwin
McGraw-Hill
© The McGraw-Hill Companies, Inc. All rights reserved.
© 2005 The McGraw-Hill Companies, Inc. All rights reserved.

4. Ethnocentrism
3-2
Ethnocentrism belief that one’s native country, culture, language, and behavior are superior.
McGraw-Hill/Irwin
McGraw-Hill
© The McGraw-Hill Companies, Inc. All rights reserved.
© 2005 The McGraw-Hill Companies, Inc. All rights reserved.

5. Skills & Best Practices: Becoming Global Manager Material
3-3
Global Perspective: Focus on global business
Cultural Responsiveness: Become familiar with many cultures
Appreciate Cultural Synergies: Learn multicultural dynamics
Cultural Adaptability: Live and work effectively in different cultures
Cross-Cultural Communication: Daily cross-cultural interaction
Cross-Cultural Collaboration: Multicultural teamwork
Acquire Broad Foreign Experience: Series of foreign career assignments
McGraw-Hill/Irwin
McGraw-Hill
© The McGraw-Hill Companies, Inc. All rights reserved.
© 2005 The McGraw-Hill Companies, Inc. All rights reserved.

6. Key Cultural Dimensions
3-4
Individualistic Cultures: “I” and “me” cultures where individual freedom and choice are given priority.
Collectivist Cultures: “We” and “us” cultures where shared goals and interests rank higher than individual desires and goals.
High-Context Cultures: primary meaning derived from nonverbal cues.
Low-Context Cultures: primary meaning derived from written and spoken words.
Monochronic time: preference for doing one thing at a time because time is limited, precisely segmented, and schedule driven.
Polychronic time: preference for doing more than one thing at a time because time is flexible and multidimensional.
McGraw-Hill/Irwin
McGraw-Hill
© The McGraw-Hill Companies, Inc. All rights reserved.
© 2005 The McGraw-Hill Companies, Inc. All rights reserved.

7. Nine Basic Cultural Dimensions from
the GLOBE Project
3-5
Power distance
Uncertainty avoidance
Societal collectivism
In-group collectivism
Gender egalitarianism
Assertiveness
Future orientation
Performance orientation
Humane orientation
McGraw-Hill/Irwin
McGraw-Hill
© The McGraw-Hill Companies, Inc. All rights reserved.
© 2005 The McGraw-Hill Companies, Inc. All rights reserved.

8. Countries Ranking Highest and Lowest on the GLOBE Cultural Dimensions
3-6 Table 3-1
Dimensions
Highest
Lowest
Denmark, Netherlands, South Africa—black sample, Israel, Costa Rica
Morocco, Argentina, Thailand, Spain, Russia
Power distance
Russia, Hungary, Bolivia, Greece, Venezuela
Switzerland, Sweden, German—former West, Denmark, Australia
Uncertainty Avoidance
Greece, Hungary, Germany—former East, Argentina, Italy
Sweden, Korea, Japan, Singapore, Denmark
Societal Collectivism
McGraw-Hill/Irwin
McGraw-Hill
© The McGraw-Hill Companies, Inc. All rights reserved.
© 2005 The McGraw-Hill Companies, Inc. All rights reserved.

9. Countries Ranking Highest and Lowest
on the GLOBE Cultural Dimensions (Cont.)
3-7 Table 3-1
Dimensions
Highest
Lowest
Denmark, Sweden, New Zealand, Netherlands, Finland
Iran, India, Morocco, China, Egypt
In-group collectivism
South Korea, Egypt, Morocco, India, China
Hungary, Poland, Slovenia, Denmark, Sweden
Gender egalitarianism
Sweden, New Zealand, Switzerland, Japan, Kuwait
Germany—former East, Austria, Greece, US, Spain
Assertiveness
McGraw-Hill/Irwin
McGraw-Hill
© The McGraw-Hill Companies, Inc. All rights reserved.
© 2005 The McGraw-Hill Companies, Inc. All rights reserved.

10. Countries Ranking Highest and Lowest
on the GLOBE Cultural Dimensions (Cont.)
3-8 Table 3-1
Dimensions
Highest
Lowest
Russia, Argentina, Poland, Italy, Kuwait
Singapore, Switzerland, Netherlands, Canada—English speaking, Denmark
Future orientation
Russia, Argentina, Greece, Venezuela, Italy
Singapore, Hong Kong, New Zealand, Taiwan, US
Performance orientation
Germany—former West, Spain, France, Singapore, Brazil
Philippines, Ireland, Malaysia, Egypt, Indonesia
Humane orientation
McGraw-Hill/Irwin
McGraw-Hill
© The McGraw-Hill Companies, Inc. All rights reserved.
© 2005 The McGraw-Hill Companies, Inc. All rights reserved.

11. Leadership Attributes Universally Liked,
Disliked, and Most Strongly Disputed
3-9 Table 3-2
Leader attributes universally liked
Leader attributes universally disliked
Most disputed leader attributes
Trustworthy
Noncooperative
Subdued
Dynamic
Irritable
Intragroup conflict avoider
Motive arouser
Egocentric
Cunning
Decisive
Ruthless
Sensitive
Intelligent
Dictatorial
Provacateaur
Dependable
Loner/self-centered
Self-effacing
Plans ahead
Willful
Excellence oriented
Team builder
Encouraging
McGraw-Hill/Irwin
© The McGraw-Hill Companies, Inc. All rights reserved.
© 2005 The McGraw-Hill Companies, Inc. All rights reserved.

12. Reasons why US Expatriates Fail in
Foreign Assignments
3-10
Manager’s spouse cannot adjust to new physical or cultural surroundings
Manager cannot adapt to new physical or cultural surroundings
Family problems
Manager is emotionally immature
Manager cannot cope with foreign duties
Manager is not technically competent
Manager lacks proper motivation for foreign assignment
McGraw-Hill/Irwin
McGraw-Hill
© The McGraw-Hill Companies, Inc. All rights reserved.
© 2005 The McGraw-Hill Companies, Inc. All rights reserved.

13. Skills & Best Practices: Tips for
Women (and Men) for Landing Foreign Assignment
3-11
While still in school, pursue foreign study opportunities and become fluent in one or more foreign languages
Starting with the very first job interview, clearly state your desire for a foreign assignment
Become very knowledgeable about foreign countries where you would like to work
Network with expatriates (both men and women) in your company to uncover foreign assignment opportunities
McGraw-Hill/Irwin
McGraw-Hill
© The McGraw-Hill Companies, Inc. All rights reserved.
© 2005 The McGraw-Hill Companies, Inc. All rights reserved.

14. Skills & Best Practices: Tips for
Women (and Men) for Landing Foreign Assignment
(Cont.)
3-12
Make sure your family fully supports a foreign assignment
Get your boss’s support by building trust and a strong working relationship
Be visible: make sure upper management knows about your relevant accomplishments and unique strengths
Stay informed about your company’s international strategies and programs
Polish your cross-cultural communication skills daily with foreign-born co-workers
McGraw-Hill/Irwin
McGraw-Hill
© The McGraw-Hill Companies, Inc. All rights reserved.
© 2005 The McGraw-Hill Companies, Inc. All rights reserved.

15. The Foreign Assignment Cycle
3-13 Figure 3-2
Home Country Experiences
Foreign Country Experiences
Selection and training
Arrival and adjustment
Reassignment
Returning Home
and
adjusting
Settling in and
acculturating
McGraw-Hill/Irwin
McGraw-Hill
© The McGraw-Hill Companies, Inc. All rights reserved.
© 2005 The McGraw-Hill Companies, Inc. All rights reserved.