Week 10 Flashcards
Internal vs External Control
-> How much control do I have?
Innner
“I am the master of my environment; I can and should control my
environment by imposing my will upon it.”
“When I make plans, I’m almost certain that I can make them work. Luck is not an mportant part of life.
Outer
“I am part of my environment; I am part of nature and must go along with its laws, directions and forces.”
“It is not always wise to plan too far ahead because many things turn out to be a matter of good or bad fortune.
Internal vs External Control
diffrent countries
communist states / holistic / particularism
it’s all controlled from the outside, it’s not about the individual, about his opinion
Inner vs Outer
Inner Direction conceives of virtue as inside each of us, in our souls, convictions, and principles, in the triumph of conscious purpose.
Outer Direction conceives of virtue as outside each of us in natural rhythms, in the beauties and power of nature, in aesthetic environments and relationships.
Inner Directedness
at its best…
- Looks for that “big idea” (Alexander the Great at Marathon, Thermopylae, Chaeronea, etc.) -> IPhone the vision, even if it was not the best phone
- Beckons one to become the “master of their fate, and captain of their soul” (William Earnest Henley, Invictus) -> I’am in control / responsible
- Builds our “own (stair)way to paradise” (Georges Guétary, in An American in Paris) -> I’m gona bild my own stairs to heaven, no one has to help me
- Let’s us do it “my way” (Frank Sinatra) -> you can’t change my vision / belives
- Puts private conscience at the helm of societal and political affairs (Martin Luther’s 99 Theses) -> sticks to conscience, I think this is the correct way for me
- Allows individuals to defy society and their environments for the sake of their own convictions (Albert Camus “I rebel, therefore we exist”)
Inner Directedness
when taken too far…
- Creates a compulsion to “succeed” by any means and at any cost.
- Encourages compensatory fantasies (to be z.B., like our favorite nature-defying superhero/ine). -> creates compensatory fantasies
- Validates man’s attempt to dominate and control nature. -> multiplies and depletes the earth
- Can lead to self-blame or self-flagellation as a consequence of perceived guilt.
- Overemphasis on self-protection via weapons -> I must protect myself
- The self-directed belief that Icarus could control his environment led to his demise.
- When both parties believe they are right, and their convictions should be imposed on others then stubbornness becomes a virtue
Outer Directedness
at its best…
Communist countries, we have to work together
- Utilizes the momentum of your opponent against them (ex. Judo, Aikido, Kendo, etc.).
- Designs environments in harmony with nature
- Teaches survival disciplines that become reactive habits and disciplines, minimizing and deflecting violence.
- Emulates the beauty, strength, force, speed, and majesty of nature. (ex. Shinto or Zen Buddhism). -> inspiration from nature
- Is quick to catch on to foreign technologies and elaborate, improve, refine, and customize more effectively to become “Tiger economies”.
- Allows everyone to get on the same wavelength and “sing along” to the same song.
Outer Directedness
when taken too far
- Can become pathological; East Asian attitudes toward death, may represent an ethos of self-sacrifice to external authorities; there is “honor” and “nobility” in disembowelment and ritual sacrifice.
- Worships the “Divine Wind” to emulate the destructive power of typhoons; as angry as a volcano, as cold as a mountaintop.
- Can lead to fatalism and the notion that whatever happens must be the will of the gods or God.
- Discomfort, humiliation, and ridicule of contestants is grist for the humor mill of the audience.
- Can produce an artificiality, an overcontrolled “naturalness” that is untrue to nature.
- Leads to an** environment where, in the extreme**, collective misery is the new status quo and nothing can be done to change the circumstances
The Concept of Face
“Deeply rooted in the Chinese concept of face are conceptualizations of a competent person in Chinese society: one who defines and puts self in relation to others and who cultivates morality so that his or her conduct will not lose others’ face. This contrasts with the American cultural definition of a person who is expected to be independent, self- reliant, and successful. The end result is that a Chinese person is expected to be relationally or communally conscious whereas an American person is expected to be self-conscious.
-> in philipono you or I depend on the situation -> hierarchy, gender
On Chinese
Consumer Behavior
“…It is social rather than personal in nature. Where pride is personal, face is public. It is the desire to not appear weak or look bad in the eyes of others. It is not necessarily about how an individual is, but how he is viewed by others…”
-> do we buy luxury products for us or for on them
Orient -> buy a lot things, that other do not see
Inner vs outer
guilt vs shame
Guilt (Switzerland)
* In Switzerland if you cheat you feel guilty
Shame
* In the Philippines -> no legal divorce, no sex until marriage, get married early
* Husbands and wifes has lovers -> you do what you want do, if any of my friends know that, that is a problem
Management Dichotomies
Inner / Outer
Listener: Japan listen more if they are higher in the hierarchy
In Management
Inner vs Outer
Inner Directed
- Get agreement on and ownership of clear objectives.
- Make sure that tangible goals are clearly linked to tangible rewards.
- Discuss disagreements and conflicts openly; these show that everyone is determined.
- Management-by-objectives works if everyone is genuinely committed to directing themselves towards shared objectives and if these persist.
Outer directed
- Achieve congruence among various people’s goals.
- Try to reinforce the current directions and facilitate the work of employees.
- Give people time and opportunities to work quietly through conflicts; these are distressing.
- Management-by-environments works if everyone is genuinely committed to adapting themselves to fit external demands as these shift.
Tips for doing
business with…
Inner vs Outer
Inner (for Outer) Directed
- Playing “hard ball” is legitimate to test the resilience of an opponent.
- It is most important to “win your objective”.
- Win some, lose some.
Outer (for Inner) Directed
- Softness, persistence, politeness and long, long patience will get rewards.
- It is most important to “maintain your relationship”.
- Win together, lose apart.
Internal vs. External
Directedness
Internal
* Internal “push”
* Focus on self and in control
* Discomfort with being “out of control”
* Dominance and aggressiveness
* Preventative maintenance
* Planning and control
* “Stick to the plan”
External
* External “pull”
* Focus on others and anticipate
* Comfortable with ambiguity
* Respond to the environment
* Trouble shooting
* Options and scenarios
* “Go with the flow”
Sequential vs.
Synchronous Time
Time is exact; Sequenital
* Punctuality is important;
* Deadlines are strictly enforced;
* The present moment counts.”
* Time as a commodity
* Used to bring order, and set limits
* People do one thing at a time
* Time is limited; Time is a resource that needs to be efficiently used
* Logic, efficiency and speed are the focus of business
Time is relative / synchronous
* “Time is relative; If you’re important, the world will wait for you; Deadlines are “flexible”
* Take the past and the future into account.”
* Time is a concept
* Times are guidelines/ intentions
* People do multiple things at a time
* Time is relative
* Time is cyclical. What has been will be again, in due time
Sequential Time
at its best
- Conceives the whole cosmos to be a giant celestial clock; the paragon of nature’s order.
- Celebrates youth and beauty and emphasizes using the time that we have, while we still have it.
- Leads us to “Seize the day,” and to use time wisely.
- Implies financial or monetary achievement in as short a time as possible. (ex. Time is money, etc.)
- Allows fairness and a prescribed order to the otherwise chaotic environment; encourages us to queue up and get in line.
- Is the foundation for time and motion studies which are among America’s greatest legacies to industrial civilization.
-> gives os order / structure
Sequential Time
when taken too far…
- Implies an interminable race with the clock which will run you to exhaustion before beating you.
- Leads inevitably to your being chased by death, and our own demise, as we are overtaken by events beyond our control.
- Banishes creative syntheses, lateral thinking, fused processes, spontaneous interaction, systems thinking, negative feedback, and other synchronous phenomena from an equal place in the citadels of science.
- Dramatically increases mental pressure and symptoms of mental disorders.
- Often cuts us off from the “here and now.”
Synchronous Time
at its best…
- Wishes each other “many happy returns of the day” as important anniversaries and significant days in the calendar come around again.
- Attunes us to the rhythm of the spheres—hence, “the music of time.” to which we all must dance.
- Synchronizes our bodies with ecological time and the natural environment.
- Emphasizes industrial synchronization, by keeping inventories at a minimum, regarding large inventories in general as a sign of poor coordination. (ex. Just-In-Time).
- Permits social acceptance of Multitasking
- Celebrates the wisdom, experience and implied superiority of old age and maturity
Synchronous Time
when taken too far…
- Compels you to respond to another (culture’s or person’s) rhythm, which may not be your own. -> use that time when you are waiting
- Obliges you to respond simultaneously to the myriad demands on your attention.
- Constantly interrupts; nothing ever really gets done. New events compel us to respond before we can complete the previous tasks.
- Are chronically distracting; Everyone seems to demand your attention at the same moment.
- Are less likely to form orderly lines. Rather, a mob forms in the places the bus is likely to stop, and people press all around to squeeze their way in.
- We are expected to wait for others especially those who are deemed superior, or more important than us.
Time Orientation:
The Importance of Past, Present, or Future
where is our orientation?
Management Dichotomies
Sequential vs Synchronous
Recognize the Differences
- Past Orientation
- Present Orientation
- Future Orientation
Past Orientation
- Talk about history, origin of family, business and nation
- Motivated to recreate a golden age
- Show respect for ancestors, predecessors and older people
- Everything viewed in the context of tradition and history
Present Orientation
- Activities and enjoyments of the moment are most important (not mañana)
- Plans not objected to, but rarely executed
- Show intense interest in the present relationships “here and now”
- Everything viewed in terms of its contemporary impact and style
Future Orientation
- Much talk of prospects, potentials, aspirations, future achievements
- Planning and strategizing done enthusiastically
- Show great interest in the youthful and in future potentials
- Present and past, used, even exploited, for future advantage
Sequential vs Synchronous
Sequential
* Time is Linear
* One activity at a time
* Situations are subject to planning
* Break time into separate blocks
* Universalistic time
Synchronous
* Time is Cyclical
* Parallel activities
* More paths to reach the goal
* Time horizons can blend together
* Subjective time
In Management
-> Sequential
-> Synchronic
Sequential
- Employees feel rewarded and fulfilled by achieving planned future goals as in MBO
- Employees’ most recent performance is the major issue, along with whether their commitments for the future can be relied upon
- Plan the career of an employee jointly with them, stressing milestones to be reached
- The corporate ideal is the straight line and the most direct, efficient, and rapid route to your objectives
Synchronic
- Employees feel rewarded and fulfilled by achieving improved relationships with supervisors/customers
- Employees’ whole history with the company and future potential is the context in which their current performance is viewed
- Discuss with employee their final aspirations in the context of the company; how are these realizable?
- The corporate ideal is the interacting circle in which past experience, present opportunities and future possibilities cross-pollinate
Three Dimensions
of Global Mindset
Leaders who have a high level of Global Mindset are more likely to succeed in working with people from other cultures. Having Global Mindset requires
->global mindset is a trait and can be developed with training
Psychological Capital
- Passion for Diversity
- Quest for Adventure
- Self-assurance
Social Capital
- Intercultural Empathy
- Interpersonal Impact
- Diplomacy
- pay attention / understand what is going on
Intellectual Capital
- Global Business Savvy
- Cognitive Complexity
- Cosmopolitan Outlook
Traits of Successful Intercultural
Performance
- General intelligence: conceptualization, synthetic and visionary thinking, incisiveness reasoning; cognitive ability, etc.
- Business knowledge: basic business/industry organization knowledge; task competence; broad industry knowledge; breadth of awareness; technical competence, etc.
- Interpersonal skills: working with people;cooperativeness; interpersonal skills; handling relationships; team building; talent development; motivating others; communicating vision; integrity or character, etc.
- Commitment: personal drive, goal orientation;perseverance; dedication, etc.
- Courage: ability to take action; conviction; self-confidence (but not arrogance); action-oriented, etc.
- Cross-cultural competence: cross-cultural sensitivity, openness, adaptability, cultural familiarity, and language fluency; working across boundaries; strong language skills, a desire to work overseas, behavioral flexibility, adaptability, open-mindedness, etc.
A Framework for Cross-cultural Competence Development
Cultural knowledge:
unterstand a particular culutre
General knowledge:
alow you to move between cultures
Intercultural Effectiveness
* Job performance & work adjustment
* Personal adjustment
* Interpersonal relationships
GLOBE Leadership Styles
from Around the World
- Charismatic/Value-Based Leadership: reflects the ability to inspire, motivate, and expect high performance from others on the basis of firmly held core values
- Team-Oriented Leadership: emphasizes effective team building and implementation of a common goal among team members
- Participative Leadership: reflects the degree to which managers involve others in making and implementing decisions
- Humane Oriented Leadership: reflects supportive and considerate leadership and also includes compassion and generosity
- Autonomous Leadership: refers to independent and individualistic leadership without group input
- Self-Protective Leadership: focuses on ensuring the safety and security of a leader and group through status enhancement and face saving
Global Mindset…
It is the ability to step outside one’s base culture (to take risks, to explore, to learn, to adapt) and to understand there is no universally correct way to do things.
…is characterized by openness, an ability to recognize complex interconnections, a unique time and space perspective, emotional connection, capacity for managing uncertainty, ability to balance tensions, and savvy.
…combines an openness to and awareness of diversity across
cultures and markets with a propensity and ability to synthesize across this diversity
…is the ability to develop, interpret, and implement criteria for personal and business performance that are independent from assumptions of a single country, culture, or context
Leaders with a strong stock of Global Mindset know abo Bringing the Global Mindset to Leadership ut cultures and political and economic systems in other countries and understand how their global industry works. They are passionate about diversity and are willing to push themselves. They are comfortable with being in uncomfortable environments. They are also better able to build trusting relationships with people who are different from them by showing respect and empathy and by being good listeners.
Global Mindset
two dimensions of the global environment
-> cultural and national diversity
- managers need to coordinate culturally diverse workforce and respond to local demands
- managers with a global mindset are better equipped to deal with the complexity wrought by multiple organizational environments, structural indeterminacy and culutral heterogenity
cultural and national diversity
* increased cultural diversity associated with globalization.
* mindset that involves cultural self-awareness, openness to and understanding of other cultures, and selective
incorporation of foreign values and practices
* ethnocentric: home country orientated, headquater and superiority attitude
* polycentric: host country orientaed, let them do it their way, we don’t understand it ,bt we have confidence in them
* geocentric/ global mindset: world orientation, supra-national attiitude
An underlying dimension of the cultural perspective:
cosmopolitanism
- willingness to engage with others, openness toward divergent cultural experince
- personal ability to make one’s way into other cultures
- transcends the national-state model
- mediates acions and ideals that are oriented both the universal and pariculat, the global und local
- against cultural essentialism
- variously complex repeptoires of allegiance, indentity and interest
Global Mindset
two dimensions of the global environment
-> strategic complexity associated with globalization
strategic complexity associated with globalization
* Multinational companies are ofte conflicting pressures for global integration and local responsiveness
* management mentality that ‘recognize that environmental demands and opportunities vary widely from country to country also recognize that different parts of the company possess different capabilities’
* ability to see across multiple territories and focuses on commonalities across many markets rather than emphasizing the differences among countries
* assessing global markets, analyzing globalization pathways, and providing adequate strategic response
* thinking globally, acting locally
An underlying dimension of the strategic perspective:
cognitive complexity
- cognitive complexity and the cognitive capabilities associated with it serve as an underlying theme of the strategic perspective
- Cognitive complexity represents the degree of
differentiation, articulation, and integration within a cognitive structure - In the multinational context, cognitive complexity is needed to simultaneously balance the often contradictory demands
of global integration with local responsiveness.
Global mindset a meta-capability characterized by two complementary aspects
- comprehensive congitive structure that guides attention and interpretation on information
- competence for changing and updating its cognitive structure with new experiences
global mindset
the ability to develop and interpret criteria for personal and business performance that are independent for assumptions of a single country, culture, and to implement those criteria appropriately in different countries
The multidimensional perspective
- People with global mindsets tend to drive for the bigger, broader picture, accept life as a balance of contradictory forces, trust organizational processes rather than structure, value diversity, are comfortable with surprises and ambiguity, and seek to be open to themselves and others.
- High level of coginitve capabilities, especially scanning and information-processing capabilities and the ability to balance competing realities and demands and to appreciate cutlural diversity
- global mindset incorporating not only the cultural and the strategic dimensions but also indvidual characteristics unique time perspecitve (long term view), unique space perspective (extending pesonal space well beyond immediate sourrondings), general predsiposition (more tolerant of other peoples and cultures, consider cultural diversity an asset)
Global mindset framework
highly complex cognitive structure characterized by an openness to and articulation of multiple cultural and strategic realities on both global and local levels, and the cognitive ability to mediate and integrate across this multiplicity
(1) an openness to and awareness of multiple spheres of meaning and action;
(2) complex representation and articulation of cultural and strategic dynamics;
(3) mediation and integration of ideals and actions
oriented both to the global and the local.
-> cognitive structures shape attention patterns by directing attention toward certain aspects of the environment while ‘blocking’ others, l influence decsion making patterns and therby exerting significant influence on strategic capabilites
-> Cosmopolitanism brings an open, non-judgmental stance to the perception of information, thus enabling
individuals to be open to and acquire information
from a variety of sources and arenas without regard
to its national or cultural origin
-> cognitve complexity enables individuals to pereive and finely articulate more information elements to integrate them into more complex schemas, at the intepretation stage cognitive structure affect the process of “sense making”
-> global mindset also entails high levels of information-processing demands, which could either overwhelm decision-makers or slow down decision-making to unacceptable levels in the face of rapid environmental change
-> higher levels of global mindset among key decision-makers will have a positive impact on a firm’s effectiveness, but only when it is accompanied by support structures and processes within the firm, such as modular networks, communities of practice, distributed management and centers of excellence
Global mindset
-> three terms
Cognitive
* knowledge structure
* ability to develop and intepret
* attention sensemaking
Existentailist
* way of being
* state of mind
* orientation
* openness
* awareness
Bahvioural
* propensity to engagage
* ability to adapt
* curiosity
* seeking opportunities
Global mindset
conceptualisation
coginitve structure characterized by openness, differentiated articulation of culutral and strategic dynmaics on both local and global scales
individual-level construct but can also be considered as an attribute of groups and organziations
multidimensional construct culutral and strategic dimensions as well as local and global levels
content and structure
operationalization
-> global mindset has significant effects on information-processing patterns that may translate into superior managerial capabilities of firms operating in the global arena
