Competencies Flashcards
the ability to take an international, multidimensional perspective that is inclusive of other cultures, perspectives, and views.
global mindset
To develop a global mindset, or to really achieve any change in behavior, three elements must be in place
Appropriate knowledge, skills, and understanding
Desire and motivation on the part of the employee to change
Support from systems and management
HR has four powerful tools at its disposal that can be valuable strategies for creating a global mindset and enhancing the multicultural awareness of leaders and senior managers.
the 4 Ts (travel, teams, training, and transfers)
the capacity to recognize, interpret, and behaviorally adapt to multicultural situations and contexts
Cultural intelligence
three aspects of cultural intelligence
Cognitive; Motivational; Behavioral
4 Obstacles to Cross-Cultural Understanding
Ethnocentrism and parochialism; Cultural stereotypes; Cultural determinism; Cultural relativism
Trompenaars and Hampden’s Dilemma reconciliation has four steps
Recognize; Respect; Reconcile; Realize
No individual is beyond the reach of the law; authority is exercised in accordance with written and publicly disclosed laws
Rule of law （法制）
Laws are enforced only through accepted, codified procedures, thus avoiding arbitrary treatment and abuse of power
Due process（法律的正当程序）
The right of a legal body to exert judicial authority over a region, subject matter, or individual。
Jurisdiction （司法权）
Laws that extend the power of a country’s laws over its citizens outside that country’s sovereign national boundaries.
Extraterritorial （治外法权）
Which two tendencies are critical in developing a global mindset?
Curiosity and change acceptance
The four steps in the consulting model unfold within the change management process.
Define the Problem; Design and Implement the Solution; Measure Effectiveness; Sustain the Improvement
What to do towards employees resisting changes
managers must make a special effort to listen to their fears and doubts, to check in frequently, and to offer additional resources to help them adapt to new processes or structures. Managers can also emphasize the benefits that outweigh the costs of change. If an individual’s attitude becomes harmful to the group, the manager may have to emphasize new expectations and the employee’s obligation to meet them.
What to do for employees who have not committed to or rejected the change
managers may have to sell the potential benefits—both organizational and personal—of the change. Managers can also assign them tasks or roles to increase the level of their involvement in the process.
In some cultures, employees will be reluctant to share personal feelings or to display any doubts or discontent to someone higher in stature. What should a manager to do?
Managers from outside cultures should turn to a trusted insider, someone from that culture or someone who understands both the management and the local cultures, for advice on how to “read” and communicate with these employee groups.
Conditions That Make Change Possible
Shared purpose; Reinforcement systems; Skills required for change (training); Consistent role models
Lewin’s Model of the Change Process
Unfreezing, Moving, Refreezing
When planning and implementing a change, organizations often rely on one of the following approaches.
Cascade; Progressive; Organic
