Solomon Managing Across Cultures

Podobne

Cytat

Do celu tam się wysiada. Lec Stanisław Jerzy (pierw. de Tusch-Letz, 1909-1966)
A bogowie grają w kości i nie pytają wcale czy chcesz przyłączyć się do gry (. . . ) Bogowie kpią sobie z twojego poukładanego życia (. . . ) nie przejmują się zbytnio ani naszymi planami na przyszłość ani oczekiwaniami. Gdzieś we wszechświecie rzucają kości i przypadkiem wypada twoja kolej. I odtąd zwyciężyć lub przegrać - to tylko kwestia szczęścia. Borys Pasternak
Idąc po kurzych jajach nie podskakuj. Przysłowie szkockie
I Herkules nie poradzi przeciwko wielu.
Dialog półinteligentów równa się monologowi ćwierćinteligenta. Stanisław Jerzy Lec (pierw. de Tusch - Letz, 1909-1966)

[ Pobierz całość w formacie PDF ]
.By contrast, in egalitarian cultures everyone feels empowered toparticipate in the debate and at least vote in the final decision.Goodleaders will elicit those opinions and hold the entire team responsiblefor the decision and its successful execution.They expect that whensomeone makes a decision, he or she will take responsibility for it.People feel the right to postpone implementing a plan until they havebought into it and can see how it will be implemented.Team and Meeting BehaviorParticipation in teams and meetings also follows hierarchical levels.Typically, in hierarchical societies, meetings are conducted for the pur-pose of discussing decisions that already have been made or will bemade by the leaders.It is considered embarrassing and inappropriateto ask subordinates for their opinion in the presence of senior man-agers.Time and again we hear stories about Chinese, Indian, andJapanese workers who won’t speak during a meeting because someoneof higher status is present.By contrast, in egalitarian cultures, meetings often are conductedto make decisions and determine implementation tactics.Similarly,when working on teams, people in hierarchical societies look for direc-tion from the team leader and are less likely to initiate independentaction than are those from egalitarian societies.(For a fuller discussionof teams, see Chapter 12.)Table 4-2 shows the challenges you’ll face when crossing cultures.Use it to help tailor your expectations and business behavior.M A N A G I N G A C R O S S C U L T U R E S89TA B L E 4 - 2C R O S S I N G C U LT U R E S : H I E R A R C H I C A L T OE G A L I TA R I A N , E G A L I TA R I A N T O H I E R A R C H I C A LFrom Hierarchical to EgalitarianFrom Egalitarian to Hierarchical• Don’t expect to make decisions alone.• Although subordinates mayEmployees expect to be treated ascontribute to the decision-equals and to have a say in importantmaking process, the responsibilitydecisions.They feel comfortable givingfor making the decision restsunsolicited opinions, providing ideas,largely with the boss.Asking tooand speaking up in meetings.much in regard to the opinionsor ideas of subordinates maymake a supervisor appearineffective.• Even on important issues, your• Subordinates will not expectsubordinates will expect toyou to involve them in all decisionparticipate with you.Thus, it ismaking.Soliciting opinions ofimportant to delegate responsibilitylower-level employees willto subordinates.diminish your credibility.• Don’t be surprised when everyone—• Don’t be surprised whencolleagues and subordinates as wellcolleagues, subordinates, oras supervisors—uses your first namesupervisors call you by yourto address you.They all expect yousurname or even your title.to do the same thing.This is considered goodbusiness and social behavior.• Obvious signs of power and position• Proper use of office space,are considered inappropriate.business cards, cars,Therefore, status symbols areand clothing is importantless important and may be seen asto communicate yourpretentious.position clearly.• Managers try to empower their• Attempts to empower employeesemployees to make their owncan be disruptive.You will bedecisions.Managers may go to amaking the informal rules of thesubordinate’s office for meetings toorganization, such as whenhighlight the equality in theirhow, where, and to whom yourelationship.should communicate.• Meetings often combine levels and• Meetings will be held withdisciplines to encourage a free flowindividuals of similar rankof communication and ideas.You willand position.When subordinatesbe expected to speak up regardlessjoin the meeting, they aren’tof who else is present.expected to participate.90S O L O M O N - S C H E L LD E F I N I T I O N S F O RT H I S C H A P T E REmpowerment: The expectation of managers in egalitarian societies thatemployees will take the initiative without prior authorization.The team apron culture: The risk of misinterpreting familiar, visible, butsuperficial signs such as uniforms, jackets, and aprons as indicative ofdeeper attitudes and beliefs.Lessons Learned to Develop Your Cultural Skills• The powerful role of hierarchy and egalitarianism in leadership• What to expect from employees in hierarchical and egalitarian cultures• The role of hierarchy and egalitarianism in empowerment, leader-ship, decision making, and teamworkQuestions to Ponder1.You’re working with an outsource team in India that consistsof very smart people, some of whom have been educatedoutside India.You’re surprised that when an aspect of theproject is finished, the team waits for you before proceedingto the next logical step.Why do you think this is happening?Directions: Go to http://book.culturewizard.com and join thediscussion.2.You’re attending a meeting in the Netherlands with Dutch,Swiss, and Norwegian colleagues.You’re finding it difficult forM A N A G I N G A C R O S S C U L T U R E S91the group to come to a decision because everyone isexpressing opinions—both agreeing and disagreeing—andbeing extremely blunt.Is there any way to curtail the dialogueand force a quick decision?Directions: Go to http://book.culturewizard.com and join thediscussion.What Do You Think?You have had your own experiences.Share them.Go to http://book.culturewizard.com and join the discussion [ Pobierz całość w formacie PDF ]

zanotowane.pl

doc.pisz.pl

pdf.pisz.pl

trendy-girls.htw.pl