2008 Rms Cross Cultural Management

Reims Reims

Management Management School School

International International Management Management

ProgramProgramCross-Cultural ManagementCross-Cultural Management

Glenn K. Miyataki, Ph.D.Glenn K. Miyataki, Ph.D.

November 17-21, 2008November 17-21, 2008

Mai pen raiMai pen rai =Let it go, take it easy=Let it go, take it easy

Thai ValueThai Value

PakikisamaPakikisama == 关系关系 smooth relationship smooth relationship HiyaHiya =shame=shame

Filipino ValuesFilipino Values

Mateship Mateship =friendship, loyalty=friendship, loyalty Fair goFair go

Australian ValuesAustralian Values

Quality of Life Quality of Life Authoritarianism Authoritarianism 权威主义，独裁主义权威主义，独裁主义 PrivacyPrivacy

French ValuesFrench Values

HawaiiHawaii

MahaloMahalo= thank u= thank uAlloha = helloAlloha = hello

Agenda for the CourseAgenda for the Course

Global Context and Global Business Model Global Context and Global Business Model Cultural DiversityCultural Diversity Cross-cultural Communications Cross-cultural Communications Human Relations Training ModelHuman Relations Training Model Work Behavior in Different Cultures Work Behavior in Different Cultures Multicultural TeamsMulticultural Teams 2121stst Century Leadership Model Century Leadership Model Ethical Decision Making and Summary Ethical Decision Making and Summary Independent Reports Independent Reports Final ExaminationFinal Examination

Grading for the CourseGrading for the Course

Total of 20 pointsTotal of 20 points

5 points for take-home final exam5 points for take-home final exam 5 points for independent study paper5 points for independent study paper 5 points for group participation5 points for group participation 5 points for individual participation5 points for individual participationExam : 2 /17/2009 , Exam : 2 /17/2009 , 一个必答，两个可选一个必答，两个可选

Independent PaperIndependent Paper

Chose a topic:Chose a topic:> Impact of cultural values on post-merger> Impact of cultural values on post-merger

integration, or integration, or cultural impact/ differencescultural impact/ differences> Impact of cultural values on offshore > Impact of cultural values on offshore outsourcing. outsourcing.

Surf the web to find articles/resources;Surf the web to find articles/resources; Turn in paper, three pages or less, typed,Turn in paper, three pages or less, typed,

1.5 spaces between lines;1.5 spaces between lines; Deadline is 11:30 am , 13/2/2009Deadline is 11:30 am , 13/2/2009

Reims Management Reims Management School School

International International Management ProgramManagement Program

““The Global ContextThe Global Context

And Cultural Diversity”And Cultural Diversity”

Different Global Points of View Different Global Points of View

In Japan, if you have two cows, you give In Japan, if you have two cows, you give one to your neighbor. one to your neighbor.

In China, if you have two cows, you give In China, if you have two cows, you give the government the cows and it gives the government the cows and it gives you back the milk.you back the milk.

In France, if you have two cows, youIn France, if you have two cows, you____________________________________________________________________

It’s Really A Global WorldIt’s Really A Global World

• You can do business almost anywhere in the world. • Innovative ideas are creating a global economy. • Airplanes close the geographic gap.

• Need to close the cultural gap in doing business.

• IT closes the information gap in real-time .

Intercultural Issues in Global BusinessIntercultural Issues in Global Business

• CNN Report: mergers and acquisitions

• Outsourcing Times: offshore outsourcing

• ABR and Fast Tech: post-merger integration

• What issues do you see happening in your country?

• Sony’s Howard Stringer: intercultural management

The Road Ahead…………..The Road Ahead…………..

Asia – will become the world’s largest market

Shift in Global EconomiesShift in Global Economies

Big 7 Today

• USA

• Japan

• Korea

• France

• Italy

• Canada

• Great Britain

Big 7 2020 ?

• USA

• Germany

• India

• China

• Germany

• Japan

• ?

John Naisbitt’s ViewpointsJohn Naisbitt’s Viewpoints

• Twin paths of globalization and decentralization • Create your own “global” domain

• Visual arts culture is taking over the world

• Culture important as borders lessen

• Mass customization of talent is necessity

• Education is now the No. 1 economic priority of globalization

Naisbitt, John, “Naisbitt-JAIMS Executive Roundtable Remarks,” Honolulu, Hawaii, January 19, 2005

Because of Globalization…….Because of Globalization…….

• Organizations need to be more creative and agile

• Be more entrepreneurial in nature

• Deal with rules of law

• Understand the global business context

• Pay attention to cultural attitudes and behavior

DynamicEquilibrium

Global Business Practices• e-Commerce/m-Commerce• Legal/Documentation• Insurance• Tariffs• Corporate Governance• Profit Repatriation• Outsourcing/Off-shoring

Types of Global Business• Import/Export• Direct Investment• Portfolio Investment• Raw Material Extraction• Technology Transfer• Capital Ventures• Mergers and Alliances• Entrepreneurship

Socio-economic, political, and cultural factors• Economic Indicators• Cultural Values/Languages• Government Rules• Tax Policies• Beliefs/Rituals• Political System• Educational System

A Complex Global Business ModelA Complex Global Business Model

To Compete Effectively……To Compete Effectively……

• Speed!

• Top Quality!

• Execution!

History of Management History of Management ThoughtThought

• 3000-2400 BC Sumerians Commerce; postal system • 3000-1000 BC Egyptians First national government• 2700-500 BC Babylonians Code of Hammurabi

• 800 BC-500 AD Romans Staff advisers

• 1500 BC-1300 AD Chinese Written testing

Scientific ManagementScientific Management Behavioral Science Perspective Behavioral Science Perspective Management Science Management Science Systems TheorySystems Theory Contingency TheoryContingency Theory Japanese ManagementJapanese Management Theory ZTheory Z Total Quality Management Total Quality Management Global ManagementGlobal Management Cross-Cultural Management Cross-Cultural Management

Schools of ManagementSchools of Management

Cross-Cultural Management Cross-Cultural Management (CCM)(CCM)

Definition: CCM is an approach for analyzing, understanding, and managing the behavior of people from different cultures in the workplace.

Adler, Nancy J. International Dimensions of Organizational Behavior, 4 th Ed.: Canada: South-Western, 2002.

Building Blocks and SkillsBuilding Blocks and Skills

• Work Behavior

• Cultural Diversity

• Cross-cultural Communications

- Active Listening

- Employee Requests

- Drama Triangle

Building Blocks and Skills-Building Blocks and Skills-continuedcontinued

• Multicultural Teams

• Leadership

• Business Ethics

Cultural Diversity ExerciseCultural Diversity Exercise

• Step 1: Identify your Home Culture

• Step 3: You will be assigned a Foreign Culture

• Step 4: Note observations of the Foreign Culture

• Step 5: Get into groups, share insights, arrive at consensus of Foreign Culture

• Step 2: Note observations of your Home Culture

• Step 6: Each group will report and discuss similarities and differences between Foreign Cultures



““Cross-cultural Communications and Cross-cultural Communications and Human Relations Training Model ”Human Relations Training Model ”

Effective Communications Pie

What is said

How it is said

Nonverbal Communication

Cross-cultural CommunicationsCross-cultural Communications

• Communication roadblocks

• Distortion

• Omission

• Timeliness

• Overload

• Acceptance

Dangers of Cross-cultural CommunicationsDangers of Cross-cultural Communications

• Parochialism

• Ethnocentrism

• Stereotyping

• Xenophilia

Non-verbal Communication

• Body Motion (gestures)

• Personal Physical Characteristics

• Use of Space

• Time

• Physical Environment

Role Play Exercise

• A Printing Press Operation

Active Listening

• Listen for Meaning

• Feel for Feelings

• Look for Non-verbal Cues

• View from Sender’s Perspective

Empathetic ListenerEmpathetic Listener

Other-directed rather than self-projecting.Other-directed rather than self-projecting.Non-defensive rather than self-protecting.Non-defensive rather than self-protecting. Imagines role, perspectives, and Imagines role, perspectives, and

experiences of the other, rather than experiences of the other, rather than assuming same as one’s own. assuming same as one’s own.

Listens as receiver, not as a critic, and Listens as receiver, not as a critic, and desires to understand the other person desires to understand the other person rather than getting something from the rather than getting something from the other person.other person.

Handling Employee Requests

REQUEST Information Social Interaction

Understanding & InvolvementAction

RESPONSE Act, delay, deny, refer

Act, delay, deny, refer

Act, delay, deny, ?

Act, delay, deny, refer

Carkhuff’s Human Relations Training ModelCarkhuff’s Human Relations Training Model

RoleRole Stage 1Stage 1 Stage 2Stage 2 Stage 3Stage 3

EmployeeEmployee Self-Self-DiscoveryDiscovery

Self-Self-Understand-Understand-inging

Self-ActionSelf-Action

ManagerManager Listens, Listens, observes, observes, attendsattends

Clarifies, Clarifies, pinpoints, pinpoints, self- self- disclosesdiscloses

Helps Helps action, action, insures, insures, withdrawswithdraws

Drama Triangle

PERSECUTOR

RESCUER VICTIM

Today’s Outcomes

• Most significant thing learned

• Question you wanted to ask



“Work Behavior in Different Cultures”

160,000 restaurants160,000 restaurants191 Michelin stars191 Michelin stars

8 three-stars 8 three-stars25 two-stars25 two-stars

Doing Global BusinessDoing Global BusinessNeeded today for doing business, cultural sensitivity and relationship skills.

• In France, relationships come first, then the deal.• In Germany, the deal comes first, then relationships.• In India, relationships come first, then the deal.• In Poland, relationships come first, then the deal. • In Hungary, relationships come first, then the deal.• In Korea, relationships come first, then the deal.• In China, relationships come first, then the deal.• In Taiwan, relationships come first, then the deal.• In Thailand, relationships come first, then the deal.

Cultural Values CycleCultural Values Cycle

Culture

Behavior

Attitude

Values

Levels of CultureLevels of Culture

• Level 1: Universal or Global Culture, e.g. Life and Death

• Level 4: Business Culture, e.g., Profitability

• Level 6: Personal Culture, e.g., Loyalty and Dedication

• Level 2: Societal Culture, e.g., Private Property Rights • Level 3: National Culture, e.g., Individualism

• Level 5: Corporate Culture, e.g., Quality Service

Your Tree of Values Your Tree of Values

• Goals (fruits)

• Accomplishments (leaves)

• Networks (branches)

• Attitude and skills (trunk)

• Core values (roots)

Cultural DifferencesCultural Differences

• Cultures are different because of:

- Activity: Doing or being

- Time: Past, present, or future

- Space: Public or private

- Personal relationships: Individualism or collectivism

- People’s relationship to the world

- How people see themselves

• Examples of differences among cultures:

Saying Culture Meaning

Ayorama: Inuit-Canada Subjugation“It can’t be helped”

En Shah Allah: Moslem-Arab Harmony “If God is willing” with nature

Can Do: American Dominance“I will do it”

Etiquette and ProtocolEtiquette and Protocol

• Japanese seating arrangement

• Japan in the China market

• Japanese gift-giving

Japan Seating Order - dinnerJapan Seating Order - dinner

Door

Host Hostess

1

2

3

4

5

6

Japanese Gift-givingJapanese Gift-giving

• Appreciation

• Start of relationship

• Congratulations

• Receive favor

• Promotion of company/country

• Compensation for mistake

• Another form of payment

Deep-seated Japanese ValuesDeep-seated Japanese Values

• Four major “fears” of the Japanese

> Jishin > Oyaji

• Yarikata (Right Form)

• Amae no kozo (Mother-child dependency)

> Kaji> Kaminari

China Motivators China Motivators

MoneyMoney

PowerPower

MianziMianzi

China Motivators-continued China Motivators-continued

Interpersonal HarmonyInterpersonal Harmony

RengingRenging

Deference to AuthorityDeference to Authority

Japan in the China MarketJapan in the China Market

• Dobun doshu (same culture, same race)

• Tung zhuang imeng (Sleeping in the same bed with different dreams)

• Japanese vs. Americans as partners

• A seething volcano

The Organizational Iceberg

A Framework for Analyzing And Understanding Work Behavior

GROUP PROCESSES

• Group Dynamics• Goal-setting• Decision Making• Interpersonal Communications• Leadership• Conflict and Negotiations

INDIVIDUAL BEHAVIOR

• Needs• Personality and Attitude• Traits and Abilities• Individual Problem-Solving Styles• Perception and Attribution• Learning and Reinforcement• Work Motivation• Work Stress• Career Planning and Development

ORGANIZATIONAL BEHAVIOR GOALS

• Improved Organizational Performance, e.g., Productivity• Improved Individual Performance, e.g., Professional and Personal Development• Participant Satisfaction, e.g., Job Satisfaction and MoraleORGANIZATIONAL

PROCESSES

• Employee Attachment and Withdrawal• Job Design• Organizational Design and Structure•Corporate Culture

• Performance Appraisal

Hofstede’s Work Behavior Factors

• Factors that explain differences

- Individualism and Collectivism

- Power Distance

- Career Success and Quality of Life

- Uncertainty Avoidance

• Behavior varies across cultures

France based on Individualism – France based on Individualism – primary commitment to oneself. Self-primary commitment to oneself. Self-identity. identity.

India based on Collectivism – primary India based on Collectivism – primary

commitment to family. National identity.commitment to family. National identity.

Individualism vs. CollectivismIndividualism vs. Collectivism

India has high power distance - titles, India has high power distance - titles, status, and formality important. status, and formality important.

Germany has low power distance - titles, Germany has low power distance - titles, status, and formality not as important as status, and formality not as important as treating each person as an individual. treating each person as an individual.

Power Distance (Relationship Power Distance (Relationship between Boss and Employee)between Boss and Employee)

Germany has high need for structure and Germany has high need for structure and security - value authority, procedures, and security - value authority, procedures, and chain of command. chain of command.

India has low need for structure and India has low need for structure and security – low key, trusting, and value security – low key, trusting, and value multiculturalism. multiculturalism.

Uncertainty Avoidance (Need for Uncertainty Avoidance (Need for Structure and Security)Structure and Security)

Both U.S. and Korea focus upon Career Both U.S. and Korea focus upon Career Success as life goal - emphasizes work, Success as life goal - emphasizes work, material things, and attention to profits. material things, and attention to profits.

Contrast with Taiwan that focuses upon Contrast with Taiwan that focuses upon Quality of Life as life goal - emphasizes Quality of Life as life goal - emphasizes relationships among people, concern for relationships among people, concern for others, and the overall quality of living. others, and the overall quality of living.

Differences in Career Life GoalDifferences in Career Life Goal

Hofstede’s Work Behavior Hofstede’s Work Behavior FactorsFactors

CountryCountry Ind./CollInd./Coll PowerPower

DistanceDistanceUncertainUncertain..

AvoidancAvoidancee

Career S/Career S/

Qual. Life Qual. Life

ChinaChina CC largelarge strongstrong CSCS

FranceFrance II largelarge strongstrong QLQL

PolandPoland CC largelarge strongstrong CSCS

IndiaIndia CC largelarge weakweak CSCS

GermanGermanyy

I I smallsmall strongstrong CSCS

HungarHungaryy

CC largelarge strongstrong CSCS

TaiwanTaiwan CC largelarge strongstrong QLQL

ThailanThailandd

CC largelarge strongstrong QLQL

Post-Merger IntegrationPost-Merger Integration

Inability to manage target business…….25%Inability to manage target business…….25% Clash of management styles/ego……….42%Clash of management styles/ego……….42% Inability to implement change in new Inability to implement change in new

organization……………………………… 49%organization……………………………… 49% Synergies were overestimated………….53%Synergies were overestimated………….53% Incompatible cultures…………………….58%Incompatible cultures…………………….58%

Reasons for Mergers & Alliances FailuresReasons for Mergers & Alliances Failures

Post-Merger Integration Post-Merger Integration ProcessProcess

Develop plan for organizational change.Develop plan for organizational change. Design one vision and one set of core values.Design one vision and one set of core values. Lead and educate the leaders and managers.Lead and educate the leaders and managers. Create atmosphere of openness and transparency.Create atmosphere of openness and transparency. Communicate, communicate, and communicate.Communicate, communicate, and communicate.

Case example of Japanese company in the Philippines

Case Study of Integrating Case Study of Integrating CulturesCultures

Japanese company comes to Philippines and Japanese company comes to Philippines and establishes its business here.establishes its business here. Top management mostly Japanese and lower Top management mostly Japanese and lower ranks mostly Filipinos.ranks mostly Filipinos. Gradually, Filipinos are hired for management Gradually, Filipinos are hired for management positions.positions. Lots of problems during the first several years, Lots of problems during the first several years, mostly culture clashes, leading to mediocre mostly culture clashes, leading to mediocre

financial financial results.results. Problem solved through cross-cultural Problem solved through cross-cultural

understanding. understanding.

What Filipino Employees Would Like to What Filipino Employees Would Like to SeeSee

An opportunity to take over positions heldAn opportunity to take over positions held

by Japanese.by Japanese.

Equal treatment with Japanese.Equal treatment with Japanese.

Shorter meetings.Shorter meetings.

More openness.More openness.

More leeway in spending time with family.More leeway in spending time with family.

What Japanese Employees Would Like to What Japanese Employees Would Like to SeeSee

Keep time; avoid time-wasting activities.Keep time; avoid time-wasting activities. Proactive thinking: volunteer proposals forProactive thinking: volunteer proposals for solutions.solutions.

More concern for group interest thanMore concern for group interest than individual interest.individual interest. Corporate perspective instead of rank and Corporate perspective instead of rank and file mentality; work as an organization.file mentality; work as an organization.

Managers and supervisors exercising theirManagers and supervisors exercising their leadership.leadership.

The SolutionThe Solution

Always create an atmosphere of Always create an atmosphere of transparency.transparency.

Share vital information.Share vital information. Accept each other’s culture positively and Accept each other’s culture positively and

learn from it.learn from it. Avoid descriptions such as “In Japan, we do Avoid descriptions such as “In Japan, we do

this…”, “In the Philippines, we do this…”this…”, “In the Philippines, we do this…” Treat each other as partners toward Treat each other as partners toward

company progress and success.company progress and success. Be open to changes.Be open to changes.Happy result: Morale improved, productivity increased, Happy result: Morale improved, productivity increased, and company has won several awards for their and company has won several awards for their achievements the past five years. achievements the past five years.

• Influence of company vs. national culture

• Ethnocentrism and stereotyping

Work Behavior IssuesWork Behavior Issues



““Multicultural Teams ”Multicultural Teams ”

Desert Survival ExerciseDesert Survival Exercise

• Team behavior

• Comparison of outcomes

Multicultural Teams

( ActualProductivity = () Potential

Productivity- ()Losses due toFaulty Process

or)

Advantages and Disadvantagesof Diversity

Advantages Disadvantages

Increased Creativity

Increased Understanding of Others

Better decisions

More effective teams

Lack of Cohesion

Inability for Consensus

Less Efficient

Less Effective

Less Productive

Stages of Team DevelopmentStages of Team Development

FormingForming Storming Norming Performing Storming Norming Performing AdjourningAdjourning

StagesStages

Mature

Immature

FailureFailure

Failure

Reference: Hellriegel & Slocum, Organizational Behavior, 10th edition, 2004, Thomson Learning.



““2121stst Century Leadership Model” Century Leadership Model”

Philosophy about LeadershipPhilosophy about Leadership Theory X LeaderTheory X Leader Theory Y LeaderTheory Y Leader

• Many employees dislike work and will try to avoid it if possible.• Many employees want and need me to provide direction.• I am responsible for getting my employees to do as much work as possible.

• I can count on my employees to be self-directed and work toward the company’s objectives.• My employees are eager to take on responsibilities at work.• Most employees like to work and achieve something.

Bases of PowerBases of Power

Legitimate PowerLegitimate Power Reward PowerReward Power Coercive PowerCoercive Power Referent PowerReferent Power Expert PowerExpert Power

Traditional Leadership ModelsTraditional Leadership Models

Trait Model of LeadershipTrait Model of Leadership

Intelligence: higher than subordinates.

Maturity and breadth: emotionally mature and

broad range of interests. Achievement drive: results oriented. Honesty: has integrity and trustworthy.

Traditional Models-continuedTraditional Models-continued

Behavioral Model of LeadershipBehavioral Model of Leadership Consideration: one of the main dimensions that Consideration: one of the main dimensions that describe relationships between the leader and describe relationships between the leader and subordinates characterized by mutual trust, two-way subordinates characterized by mutual trust, two-way communication, respect for employees’ ideas, and communication, respect for employees’ ideas, and empathy for their feelings.empathy for their feelings.

Initiating Structure: the other main dimension Initiating Structure: the other main dimension where leaders concern themselves with where leaders concern themselves with accomplishing tasks by setting performance goals, accomplishing tasks by setting performance goals, giving directions, and expecting them to be done.giving directions, and expecting them to be done.

Both are not mutual exclusive and a person could Both are not mutual exclusive and a person could be high on both dimensions….the effective leader. be high on both dimensions….the effective leader.

Micro-managing Aligning with broad visionand goal-setting and strategy

Being a manager Being a leader

Being a boss Being a coach and facilitator

Controlling people Empowering people

A New Model for 21st CenturyA New Model for 21st CenturyLeadershipLeadership

Directing with rules Guiding with corporate cultureand regulations and shared values

Centralizing authority Distributing leadership

Establishing “position Building “relationship power”power” and hierarchy and network of teams

Demanding compliance Gaining commitment

Focusing on numbers Focusing on quality serviceand tasks and the customer

Stressing independence Fostering interdependence

A New Model - continuedA New Model - continued

Encouraging “old boy” Respecting, honoring, andnetworks encouraging cultural diversity

Confronting and Collaborating and unifyingcombative

Changing by necessity Changing through continuous and crisis learning and innovating

Being internally Being globally competitivecompetitive

Having a narrow focus; Having a broader focus;“Me and my organi- “My community, my society,zation” my world”

A New Model - continuedA New Model - continued

One Task: Strategy and One Task: Strategy and PosturingPosturing

State of IndustryState of Industry

InfancyInfancy

GrowthGrowth

MaturityMaturity

ChangingChanging

Strategy

Pioneering a Business

Expanding a Business,i.e. M&A

Segmenting a Market

Revolutionizing a Business

Three Fundamental Strategic QuestionsThree Fundamental Strategic Questions

Who are we?

Who do we want to be?

How do weget there?

Overall strategy, goals,business plans, operational plans, andbudget resources

Reaffirmed or revisedvision, mission,core values

Current vision, mission, core values

Leader’s Strategic FocusLeader’s Strategic Focus

Environmental Threats &

Opportunities

KEY ISSUESKEY ISSUES

PresentWho are

we?

DesiredWho do wewant to be?

Strategic FocusClient Needs

& PreferencesCompetitiveAdvantages

Mission,Values,Goals

InternalStrengths & Weaknesses

LeadershipPriorities

VISIONVISION OperationalPlans

StrategicPlan

Mission

Core Values

Strategic Goals

Example of Company’s Strategic FocusExample of Company’s Strategic Focus 2007 2007 2012 and beyond2012 and beyond

Strategic GoalsStrategic GoalsMissionMission VisionVision

Be the market Be the market leader in solar leader in solar energy industry energy industry by designing by designing and producing and producing excellent excellent products and products and services.services.

Goal A: Leader in Goal A: Leader in Health Care EnergyHealth Care Energy

Become a Become a recognized recognized global global company by company by placing on the placing on the Fortune Fortune Global 500 Global 500 ranking.ranking.

Goal B: Leader in Goal B: Leader in Water ResourcesWater Resources

Goal C: Leader in Goal C: Leader in Energy for Recreation Energy for Recreation

Goal D: Leader in Goal D: Leader in Energy for EducationEnergy for Education

Organizational Culture and Core ValuesOrganizational Culture and Core Values

Concluding RemarksConcluding Remarks

People don’t want to be managed, People don’t want to be managed, they want to be led.they want to be led.

World leader, yes; sports leader, yes; World leader, yes; sports leader, yes; world manager, no; sports manager, world manager, no; sports manager, no.no.

You can lead a horse to water, but you You can lead a horse to water, but you can’t make it drink.can’t make it drink.

You, as leaders of your organization, You, as leaders of your organization, can make a difference. Just do it! can make a difference. Just do it!



““Ethical Decision Making”Ethical Decision Making”

Situations Involving EthicalSituations Involving EthicalDecision MakingDecision Making

• Sales Representative in the Middle East

• Hazardous Materials in West Africa

• The Southeast Asian Advertising Campaign

Philosophies for Ethical Decision Making

• Utilitarian Theories

- Focus on consequences

- Greatest good for greatest number

- Focus on individual rights

• Theories of Moral Rights

- Free consent, privacy, free speech, freedom of conscience, due process

Philosophies for Ethical Decision Making-continued

• Theories of Justice

- Focus on fairness, equity, impartiality

- Distributive justice

- Compensation justice

- Procedural justice

In Closing….In Closing….

• Learn to deal with people from different cultures.

• Remember that people behave by perception, not fact.

• Tipping point today is understanding different cultures and values to manage people.

• Cross-cultural management is very important today.

• Behavior and perceptions influenced by culture.

Colby Chandler, retired Chairman and CEO of Eastman Kodak, gave an answer to leadership…..……….

2008 Rms Cross Cultural Management

Business

Transcript of 2008 Rms Cross Cultural Management