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Human values, integrity, and innovation drive us. . . . I win when my team wins; my team wins when Wipro wins; Wipro wins when its customers and stakeholders win.
-- Azim H. Premji CEO, Wipro Technologies, India
(p. 242)
Getting Americans and Japanese to work together is like mixing hamburger with sushi.
-- Atsushi Kagayama Vice president, Panasonic Corporation, Japan President, American Kotobuki, USA
(p. 242)
Opening question:
What advice follows from these two different observations that can help you personally become a more effective leader in multicultural environments?
(p. 243)
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Leadership is like beauty; its hard to define, but you know it when you see it.
-- Warren Bennis Leadership expert
(p. 242)
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What is leadership?
In Mexico, everything is a personal matter. To get anything done here, the leader must be more of an instructor, teacher, and father figure than a boss. Malaysians expect their leaders to behave in a manner that is humble, modest, and dignified. Peruvian employees look for decisiveness and authority in their leaders, even to the point of easily resisting attempts to introduce employee participation programs. Egyptians threat their leaders as heroes and worship them so long as they remain in power.
(p. 247)
What is leadership?/2
Chinese leaders are expected to establish and nurture personal relationships, practice benevolence towards subordinates, be dignified and aloof but sympathetic, and treat the interests of employees like their own. Nigerians expect leaders to replicate within their organizations the same social patterns that are found in local villages and tribes. The French expect their leaders to be cultivatedhighly educated in the arts and mathematics.
What is leadership?/3
Japanese leaders are expected to focus on developing a healthy relationship with their employees where employees and managers share the same fate. Top managers must have an ability to manage people by leading them. In addition, symbolic leadership is also frequently seen in Japan, where an executive or manager will take public responsibility for the failures or inadequacies of the group or company (as when a CEO resigns over a corporate scandal).
What is leadership?/4
Americans are generally schizophrenic in their choice of leaders; some like leaders who empower and encourage their subordinates, while others prefer leaders who are bold, forceful, confidant, and risk-oriented. The Dutch stress egalitarianism and are skeptical about the value and status of leaders. Terms like leader and manager can carry a stigma to the point that Dutch children will sometimes refuse to tell their schoolmates if their father or mother works as a manager.
(p. 251)
Finally, even within the West, monolithic leadership patterns are difficult to find (e.g., Tintin). Consider: Once again, what is a leader?
(p. 252)
(p. 256)
Consider:
Richard Branson and Konosuke Matsushita
1. What are the differences in leadership styles of Richard Branson and Konosuke Matsushita? 2. What is the relationship between culture and leadership style in these two examples? 3. How might the GLOBE leadership model help highlight or explain these differences?
(pp. 256-257)
Culture 1: Managers normative beliefs about power distribution and social control (e.g., belief in relationshipbased, egalitarian organizations)
Culturally compatible leadership style (e.g., preference for teamoriented or participative leadership)
Other influences on leadership style (e.g., previous experiences with each other; contractual limitations; managerial and employee preparedness for leadership responsibilities; mutual trust between parties, personal and situational differences)
Managers leadership style (e.g., use of participative methods; encourage employees to become involved and accept responsibility for results)
Culture 2: Employees normative beliefs about power distribution and social control (e.g., belief in rule-based, hierarchical organizations)
Culturally compatible leadership style (e.g., preference for strong autocratic leadership
Employee response (e.g., resist involvement or responsibility; loss of respect of leader; foot-dragging and social loafing)
(p. 258)
(p. 260)
Global teams
A group of employees selected from two or more cultural contexts and sometimes two of more companies who work together to coordinate, develop, or manage some aspect of a firms global operations.
(p. 262)
(p. 263)
(pp. 263-264)
(pp. 263-264)
Types of teams
Dispersed
Co-located
Homogeneous
Multicultural
(p. 266)
MANAGERS NOTEBOOK:
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MANAGERS NOTEBOOK:
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MANAGERS NOTEBOOK:
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MANAGERS NOTEBOOK:
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MANAGERS NOTEBOOK:
(p. 273)
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MANAGERS NOTEBOOK:
1. Tasks
Select tasks that are appropriate for virtual work. Use richer media for complex problems.
(p. 276)
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MANAGERS NOTEBOOK:
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