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Dez !!****MGMT Final Exam****: Chapters: 3,12,13,16, 17;
Chapter 3: Globalization & Cultural Diversity
Integrative Managerial Issues:
 globalization and its impact on organizations
 how society's expectations are influencing managers and organizations
 the factors that lead to ethical and unethical behavior in organizations
 how the workforce is changing and its impact on the way organizations are managed
The Management Challenges of Globalization:
 Key concepts in the challenges of globalization;
-Global economy; Resources, markets, and competition are worldwide in scope
-Globalization: The process of growing interdependence among elements in the global economy
-Global management: Managing in organizations with business interests in more than one country
-World 3
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The reason businesses go global; profits, customers, suppliers, capital, labor, and risk
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S
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Management & Globalization:
Market entry strategies: involve the sale of goods or services to foreign markets but do not require
expensive investments
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Types of direct investment strategies: Joint venture, Strategic alliance, and Foreign subsidiary
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It describes the effects of a society's culture on
the values of its members, and how these values relate to behavior, using a structure derived from
factor analysis
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GLOBE’s finding about dimensions of cultural values and how cultures are similar or dissimilar from
each other in terms of their values
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The nine cultural dimensions: power distance, uncertainty avoidance, human orientation, collectivism I
( institutional), Collectivism II (in-group), assertiveness, gender egalitarianism, future orientation, and
performance orientation
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Culture impacts global management by: Hofstede's Five Dimensions of Culture ;
Small vs
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Individualism vs
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The degree to which individuals
are integrated into groups or are expected to look after themselves and self-actualize
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femininity (MAS) – Behavior and roles distributed according to gender
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Quality of Life because
one of the notable findings in the IBM studies revealed that in ‘masculine’ cultures, people
(whether male or female) value competitiveness, assertiveness, ambition, and the accumulation
of wealth and material possessions whereas in ‘feminine’ cultures, people (again whether male
or female) value relationships and quality of life
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strong uncertainty avoidance (UA) – This refers to the level of need for structure
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Long vs
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Cultures with high long-term orientation place strong importance on
family, discipline and social obligations
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Stages in adjusting to a new culture: confusion, small victories, the honeymoon, irritation and anger,
reality
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What is organizational Culture?
Organizational culture is: The system of shared beliefs and values that guides behavior in
organizations
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Four common organizational cultures according to LeadershipIQ are;
1
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2
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3
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4
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2
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Elements of observable culture:
 Heroes
 Ceremonies, rites and rituals
 Legends and stories
 Metaphors and symbols
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Core values are beliefs and values shared by organization members
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1
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Characteristics of multicultural organizations:
 Pluralism
 Structural integration
 Informal network integration
 Absence of prejudice and discrimination
 Minimum intergroup conflict
Organizational subcultures:
Groups of people who share similar beliefs and values based on their work or personal characteristics
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-Diversity alone does not guarantee positive performance impact
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1
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Incremental and transformational
change
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Change strategies
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Change leader:
A change agent who takes leadership initiative for changing the existing pattern of behavior of another
person or social system
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-Success depends on support of middle-level and lower-level workers
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- Crucial for organizational innovation
- Made possible by:
 Employee empowerment
 Employee involvement
Employee participation
Incremental and transformational change:
Incremental change: Bends and adjusts existing ways to improve performance
Transformational change: Results in a major and comprehensive redirection of the organization
Phases of planned change:
Unfreezing: The phase in which a situation is prepared for change and felt needs for change are
developed
Changing: The phase in which something new takes place in the system, and change is actually
implemented
Refreezing: The phase of stabilizing the change and creating the conditions for its long-term continuity
Improvisational Change:
Making continual adjustments as changes are being implemented
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Checklist for dealing with resistance to change:
-Check the benefits – those involved see a clear advantage
-Check the compatibility – keep change similar to existing values/processes
-Check the simplicity – make it as easy as possible to understand
-Check the friability – allow people to slowly try the change adjusting as progression is made
Methods for dealing with resistance to change:
Education and communication,Participation and involvement Facilitation and support,Negotiation and
agreement,Manipulation and co-optation, and Explicit and implicit coercion
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What is human resource management?
Human capital is the economic value of people with job-relevant knowledge, abilities, ideas,
energies, and commitments
Human Resource Management is a process of attracting, developing, and maintaining a talented work

force
Human Resource Management:
- Human resource management process
- Strategic human resource management:Strategic human resource management mobilizes human
capital to implement organizational strategies
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- Legal environment of human resource management
Attracting a Quality Workforce:
- Organizations attract a quality workforce by; Human resource planning:Human resource planning
analyzes an organization’s staffing needs and determines how to best fill them
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Job analysis provides information for developing:
 Job descriptions
 Job specifications
Recruiting techniques:
Activities designed to attract a qualified pool of job applicants to an organization
Steps in the recruitment process:
Advertisement of a job vacancy
Preliminary contact with potential job candidates
Initial screening to create a pool of qualified applicants
Selection techniques:
Employment Tests: Biodata methods collect biographical information that has been proven to correlate
with good job performance
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How do organizations develop a quality workforce?
Developing a Quality Workforce:
 Orientation and socialization:
Socialization :a process of learning and adapting to the organizational culture
Orientation: familiarizes new employees with jobs, coworkers, and organizational policies and
services
 Training and development:
Training: Activities that provide the opportunity to acquire and improve job-related skills
 Performance management:
Performance management systems ensure that:

-Performance standards and objectives are set
-Performance results are assessed regularly
-Actions are taken to improve future performance
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What are the process theories of motivation?
Process Theories of Motivation:
-Equity theory: Developed by J
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When people believe that they have been treated
unfairly in comparison to others, they try to eliminate the discomfort and restore a perceived sense of
equity to the situation
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Key expectancy theory variables:
Expectancy — belief that working hard will result in desired level of performance
Instrumentality — belief that successful performance will be followed by rewards
Valence — value a person assigns to rewards and other work related outcomes
- Goal-setting theory: Developed by Edwin Locke
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Motivational effects of task goals:
-Provide direction to people in their work
-Clarify performance expectations
-Establish a frame of reference for feedback
-Provide a foundation for behavioral self- management

Self-efficacy theory: Inactive mastery person gains confidence through positive experience
Vicarious modeling:
learning by observing others
Verbal persuasion:
encouragement from others that one can perform a task
Emotional arousal:
high stimulation or energy to perform well in a situation

3
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What is the link between job design and motivation?
Job rotation and job enlargement:
-Expands job scope
-Job rotation
---Increases task variety by periodically shifting workers among jobs involving different task
assignments
-Job enlargement
Increases task variety by combining two or more tasks previously assigned to separate workers
Potential benefits of flexible working hours:
-People have greater autonomy in work scheduling while ensuring maintenance of work
responsibilities
-Organizations can attract and retain employees who have special non-work responsibilities
-Worker morale may be improved

**Chapter 17: Teams and Teamwork**
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How do teams work?
Stages of team development:
 Forming: initial orientation and interpersonal testing
 Storming: conflict over tasks and ways of working as a team
 Norming :consolidation around task and operating agendas
 Performing:teamwork and focused task performance
 Adjourning: task accomplishment and eventual disengagement
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