Practice of Leadership Ambassador Kamal T.A.
Jacek H rk la March %&' %(()
Presenters: MINSU CHA SA!AH "#$!
Managing Cultural Differences
By: Philip R. Harris and Robert T. Moran Chapter 5: Leadership in Cultural Synergy
I. Leadership in Cultural Synergy Synergy mea*s' +,orki*- to-ether..
People are forced to capitali/e o* their differe*ces. ). !eprese*ts a d0*amic process. %. I*1ol1es adapti*- a*d lear*i*- a*d 2oi*t actio* creati*- a* i*te-rated sol tio*. 3. Creates a* i*te-rated sol tio*4 *othi*- is -i1e* p i* tr e s0*er-0. Synergy is cooperati1e or combi*ed actio* The ob2ecti1e is to i*crease effecti1e*ess b0 shari*- perceptio*s' i*si-hts' a*d k*o,led-e. C lt ral s0*er-0 b ilds po* similarities a*d f ses differe*ces The di1ersit0 of people ca* e*ha*ce problem sol1i*-
II. Synergy in Organizational Culture
Accordi*- to Adler' there are fi1e strate-ies ,he* ,orki*- i* teams or ma*a-i*). Cultural do inan!e. Ma*a-ers percei1e this to i*1ol1e a f *dame*tal ethical iss e. ". Cultural a!!o odation. 5he* ma*a-ers lear* or become fl e*t i* the *ati1e la*- a-e or se the local c rre*c0 of the host c lt re i* co*tracts. 3. Cultural !o pro ise. The po,erf l part*er s all0 -i1es p less' b t both m st co*cede #. Cultural a$oidan!e. Us all0 sed ,he* the *resol1ed iss e is less importa*t tha* the fi*al o tcome of a sit atio* or *e-otiatio*.
%. Cultural synergy. It de1elops *e, sol tio*s that respect all c lt res i*1ol1ed. I.e.6 5he* 7erma*s a*d 8re*ch *e-otiate i* $*-lish it is a c lt ral s0*er-0 *o side has a la*- a-e ad1a*ta-e. Usi*- all these optio*s ,he* the appropriate b si*ess sit atio* calls for creates a bala*ce. There are high&and lo'&synergy or-a*i/atio*s. 9 I* a hi-h4s0*er-0 corporatio* emplo0ees cooperate for m t al ad1a*ta-e beca se the c stoms a*d traditio*s s pport s ch beha1ior. Lo,4s0*er-0 b si*ess has diffic lt0 adapti*- : ickl0 to cha*-e. 9 Steps i* s0*er-istic problem sol1i*- that hi-h4s0*er-0 corporatio*s ma*ifest. (. )es!ribe the situation. ;escribe the perspecti1e of each c lt re i*1ol1ed. ". Culturally interpret the situation All beha1ior is *dersta*dable from the perspecti1e of the o*e beha1i*-< o r c lt ral biases lead s to misi*terpret the lo-ic of other c lt re=s beha1ior. *. In!reasing !ultural !reati$ity. I*di1id als from all c lt res i*1ol1ed offer sol tio*s. The resol tio* sho ld be compatible ,ith all b t *ot imitate o*e c lt re=s sol tio*.
III. Synergy in +lobal Organizations
There are sit atio*s ,he* s0*er-0 i* or-a*i/atio*al c lt re is desirable6 (. ,!-uisition. 5he* a mer-er occ rs there is *eed to create *e, polic0' proced res' a*d processes' a*d corporate -oals' attit des' a*d strate-ies. ". Relo!ation !elocatio* ser1ices b0 the corporatio* m st be elaborate. *. Stru!tural./n$iron ental Change Pla**ed cha*-e strate-ies ca* read0 perso**el for reor-a*i/atio* ,itho t disr ptio* of the ,ork climate. #. Personnel Change 7lobal i*si-hts a*d i*ter*atio*al k*o,led-e 1alidates the tale*ts of perso**el. %. Role Change Ne, i*terperso*al skills are re: ired to form : ick relatio*s of a cooperati1e' missio*4orie*ted *at re. 0. Consortiu S0*er-0 is re: ired to pool tale*t a*d capital for s ccess. Pro2ect ma*a-eme*t pro1ides a cha*ce for di1erse departme*ts a*d acti1ities ,ithi* a* or-a*i/atio* to reach a desired o tcome. 1. +lobal Consulting
Co*s lta*ts sho ld i*te-rate i*to their c stomer=s c lt re.
I2. Trans3or ing the 4or5 Culture
6 Promoti*- s0*er-0 is a characteristic of the *e, ,ork c lt re. 9 Te* -e*eral characteristics of the emer-i*- ,ork c lt re6 $*ha*ced : alit0 of ,ork life A to*om0 a*d co*trol o1er their ,ork space "r-a*i/atio*al comm *icatio* a*d i*formatio* orie*tatio* Participatio* a*d i*1ol1eme*t i* the e*terprise Creati1e or-a*i/atio*al *orms or sta*dards Hi-h performa*ce a*d impro1ed prod cti1it0 $mphasis o* *e, tech*olo-0 $mphasis o* research a*d de1elopme*t $mphasis o* e*trepre*e rialism > i*trapre*e rialism I*formal a*d s0*er-istic relatio*ships
2. Synergisti! Tea s and Manage ent
Team6 a collectio* of people that m st rel0 po* -ro p collaboratio* if each member is to e?perie*ce the optim m of s ccess a*d -oal achie1eme*t Cha*-i*- tech*olo-0 a*d markets ha1e stim lated the team approach to ma*a-eme*t a*d m ltic lt ral>m ltif *ctio*al teams 7 ideli*es to facilitate team s ccess6 Tolera*ce of ambi- it0' *certai*t0 a*d seemi*- lack of str ct re Taki*- i*terest i* each member=s achie1eme*t' as ,ell as the -ro p=s Abilit0 to -i1e a*d accept feedback i* a *o*4defe*si1e ma**er "pe**ess to cha*-e' i**o1atio*' -ro p co*se*s s' team decisio*4 maki*-' a*d creati1e problem4sol1i* Creatio* of a team atmosphere that is i*formal' rela?ed' comfortable' a*d *o*2 d-me*tal Capacit0 to establish i*te*se' short4term member relatio*s' a*d to disco**ect for the *e?t pro2ect Keepi*- -ro p comm *icatio* o* tar-et a*d sched le' ,hile permitti*- disa-reeme*t a*d 1al i*- effecti1e liste*i* Ur-i*- a spirit of co*str cti1e criticism' a*d a the*tic' *o*e1al ati1e feedback $*co ra-i*- members to e?press feeli*-s a*d to be co*cer*ed abo t -ro p morale>mai*ta*ce Clarif0i*- roles' relatio*ships' assi-*me*ts' a*d respo*sibilities Shari*- leadership f *ctio*s ,ithi* -ro p' a*d si*- total member reso rces Pa si*- periodicall0 from task p rs its to ree?ami*e a*d ree1al ate team pro-ress a*d comm *icatio*s
8osteri*- tr st' co*fide*ce' a*d commitme*t ,ithi* the -ro p #ei*- se*siti1e to the team=s li*ki*- f *ctio* ,ith other ,ork *its 8osteri*- a *orm that members ,ill be s pporti1e a*d respectf l of o*e a*other' a*d realistic i* their e?pectatio*s of each other Promoti*- a* approach that is -oal4directed' seeks -ro p participatio*' di1ides the labor fairl0' a*d s0*chro*i/es effort Setti*- hi-h performa*ce sta*dards for the -ro p
2I.
I pro$ing Tea
Per3or an!e
A team sho ld pa se o* occasio* for self4e?ami*atio* of their pro-ress A third4perso* facilitator ,o ld be helpf l
2II. Tea
Culture Chara!teristi!s.Trans!ultural Tea s
$?ter*al factors affecti*- the e*1iro*me*t ,ithi* the team pro2ect6 Political factors "r-a*i/atio*al aspects C lt ral aspects Si/e a*d scope of the e*dea1or The discipli*ar0 back-ro *d of team members I*di1id al characteristics I*di1id al research S$$ PA7$ )%@ 8"! A 8ULL LIST Criteria for e1al ati*- pro2ect effecti1e*ess a*d ma*a-eme*t compete*ce6 I*di1id al team member satisfactio* 7ro p satisfactio* a*d morale 5ork pro-ress relati1e to i*te*ded -oal stateme*ts Social a*d c lt ral impact of the e*dea1or o* people
2III. Synergy , ong Indi$idual Pro3essionals
Steps to promote s0*er-0 i* teams a*d *et,orks #ri*- the *e, perso* o* board : ickl0 b0 1ario s mea*s of reachi*o t' briefi*-' a*d i*cl sio* efforts 8oster i*te*se' ad hoc ,ork relatio*ships' as ,ell as possible o tside social relatio*s ;ise*-a-e rapidl0 ,he* the task is completed a*d reassi-*me*t occ rs' or a*other *dertaki*- is be- * 8ollo, p o* the aftermath of the professio*al acti1it0 a*d mai*tai* limited comm *icatio* ,ith members of the prior co*sorti m
I7.
8et'or5ing as Synergy
Characteristics of members i* positi1e *et,orki*-6
The perso* is the most importa*t feat re a*d the bo *daries are *str ct red Po,er a*d respo*sibilit0 are distrib ted a*d participa*ts ma0 pla0 ma*0 roles #ala*ce is mai*tai*ed bet,ee* perso*al i*te-rit0 a*d collecti1e p rpose is e1ide*t 5illi*-*ess of those li*ked to-ether to e?ercise i*itiati1e' take risks' be asserti1e' be a to*omo s' be i*formal' a*d be a the*tic i* comm *icatio*s Abilit0 to cope ,ith differe*ces' ambi- it0' *certai*t0' a*d ,ith a lack of clos re
7. Su
ary& 9ey Con!epts
$?pla*atio* of c lt ral s0*er-0 A co*trast of societies that are characteri/ed ,ith s0*er-0 differe*tl0 #eha1iors a*d practices that co*trib te to s0*er-0 a*d s ccess amo*- teams
7I.
:udg ents O3 Chapter %
Usef l chapter a*d : ite i*formati1e Prese*ted>o tli*ed a semi4*e, co*cept Ma*0 of the characteristics prese*ted ,ere repetiti1e of material alread0 co1ered M"ST IMP"!TANT PA!T "8 CHAPT$!6 The 7 ideli*es To 8acilitate Team S ccess !atio*ale6 The abilit0 to s ccessf ll0 ,ork i* a team e*1iro*me*t is a* esse*tial : alit0' ,hich is *ecessar0 for e1er0o*e Bespeciall0 the leaders of tomorro,C Has practical applicatio* to c rre*t iss es>e*dea1ors
