1. Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Challenges for Managers Chapter 2 Organizational Behavior Nelson & Quick 6th edition

2. Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Remaining Competitive: Four Major Challenges to Managers Globalizing the firm’s operations Leading a diverse workforce Encouraging positive ethics, character, and personal integrity Advancing and implementing technological innovation

3. Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Changing Business Perspectives International From International which implies an individual’s or organization’s held nationality is strongly in consciousness Globalization To Globalization which implies the world is free from national boundaries and that it is really a borderless world Photos courtesy of Clips Online, © 2008 Microsoft Corporation

4. Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Multinational organizations From Multinational organizations (in which the organization was recognized as doing business in several countries) Changing Business Perspectives Transnational To Transnational organizations organizations, (in which the global viewpoint supersedes national issues) Photos courtesy of Clips Online, © 2008 Microsoft Corporation

5. Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Changes in the Global Marketplace Collapse of Eastern Europe Union of East and West Berlin Perestroika Expansion of business with China Guanxi - Guanxi - The Chinese practice of building networks for social exchange Creation of the European Union Establishment of the North American Free Trade Agreement

6. Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Understanding Cultural Differences (Hofstede) Reprinted with permission of Academy of Management, PO Box 3020, Briar Cliff Manor, NY 10510-8020. Cultural Constraints in Management Theories (Figure), G. Hofstede, Academy of Management Executive 7, (1993). Reproduced by permission of the publisher via Copyright Clearance Center, Inc. Individualism High power distance High uncertainty avoidance Masculinity Long-term orientation Collectivism Low power distance Low uncertainty avoidance Femininity Short-term orientation

7. Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Reprinted with permission of Academy of Management, PO Box 3020, Briar Cliff Manor, NY 10510-8020. Cultural Constraints in Management Theories (Figure), G. Hofstede, Academy of Management Executive 7, (1993). Reproduced by permission of the publisher via Copyright Clearance Center, Inc. Where the U.S. Stands Individualism High power distance High uncertainty avoidance Masculinity Long-term orientation Masculinity Collectivism Low power distance Low uncertainty avoidance Femininity Short-term orientation Low uncertainty avoidance Low power distance Individualism Short term orientation

8. Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Management Careers with a Global Dimension Expatriate manager -Expatriate manager - a manager who works in a country other than his or her home country International executive – an executive whose job has international scope Key competencies such managers and executives need include integrity, insightfulness, risk-taking, courage to take a stand, and ability to bring out the best in people.

9. Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Developing Cross-Cultural Sensitivity Use of mentor/protégé relationships Cultural sensitivity training Cross-cultural task forces/teams Global view of human resource functions Planning Recruitment and Selection Compensation Training and Development

10. Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Diversity Diversity - Diversity - All forms of individual differences, including culture, gender, age, ability, personality, religious affiliation, economic class, social status, military attachment, and sexual orientation Photos courtesy of Clips Online, © 2008 Microsoft Corporation

11. Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Ethical Theories Consequential Theory An ethical theory that emphasizes the consequences or results of behavior Rule-Based Theory An ethical theory that emphasizes the character of the act Itself rather than its effects Character Theory An ethical theory that emphasizes the character, personal virtues, and integrity of the individual

12. Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Technological Innovation Technology The intellectual and mechanical processes used by an organization to transform inputs into products or services that meet organizational goals Robotics - Robotics - use of robots Expert System - Expert System - computer-based application using a representation of human expertise in a specialized field of knowledge to solve problems Internet- Internet- integrates computer, cable, telecommunications technologies

13. Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Alternative Work Arrangements Telecommuting - Telecommuting - transmitting work from a home computer to the office using a modem Employees gain flexibility, save the commute to work, enjoy the comforts of home Employees have distractions, lack socialization opportunities, lack interaction with supervisors, and identify less with the organization

14. Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Additional Alternative Work Arrangements Hoteling - Hoteling - employees have mobile file cabinets/lockers for personal storage; work spaces are reserved, not assigned Satellite Offices - Satellite Offices - large facilities broken into smaller workplaces near employees’ homes Virtual Office - Virtual Office - people work anytime, anywhere, with anyone Photos courtesy of Clips Online, © 2008 Microsoft Corporation

15. Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Technological Change Requires Managers to Develop technical competence to gain workers’ respect Focus on helping workers manage the stress of their work Take advantage of the wealth of information available to motivate, coach, and counsel--not to control Recognize the importance of intellectual property

16. Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Help Employees Adjust by Involving them in decision making regarding technological change Selecting technology that increases workers’ skill requirements Providing effective training Establishing support groups reinventionEncouraging reinvention (creative application of new technology) Photos courtesy of Clips Online, © 2008 Microsoft Corporation

17. Copyright ©2009 South-Western, a division of Cengage Learning All rights reserved Four Challenges to Organizations in the New Millennium Technological Innovation GlobalizationEthics Workforce Diversity Photos courtesy of Clips Online, © 2008 Microsoft Corporation