Inter Nation a Lob

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INTERNATION

AL

ORGANIZATIO

NAL

BEHAVIOURPRESENTED BY:GAURI NAGPALMFM semester I


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Organizations expanding beyond their nationalboundaries

Recruitment of workforce has become a global

activity

With that comes the challenge of managing andpracticing Organizational Behaviour in such

companies

Study of International Organizational Behaviourenables the professionals to implement and manageorganizational behaviour practices in cross culturalbusiness models.

INTRODUCTION


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Why is culture important ?

Impacts the way strategic moves are presentedInfluences management, decision making & negotiations

It makes international business difficult or easy

IMPACT OF CULTURE ON

INTERNATIONAL O.B.


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While companies participating in a global market benefit from the reduction andremoval of barriers between national borders, the language barrier still persists.

To be successful, they need to identify and address their internal and externalcommunication requirements.

Sales volume in exports can be significantly increased for companies with theright strategy for multilingual communication, whereas failure to localize and

communicate in multiple languages can lead to lost revenue.

Also for e.g. the people at the home office of an MNC & the nationals in theforeign branch may not have the same meanings for the same words

COMMUNICATION IN AN

INTERNATIONAL ENVIRONMENT


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Perceptual Problems

Stereotyping Problems

Ethnocentric Problems

Learn about cultures

Learn about languageLearn about background of a country- social

structure,religion,values,language & history

COMMUNICATION BREAKDOWN

ACROSS CULTURES

IMPROVING COMMUNICATION EFFECTIVENESSACROSS CULTURES


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The key to the understanding of motivationin the international context is to explore the

basic meaning of work and the cultural dimensions that contribute tothe possible differences in motivation of people across cultures.

In U.S, work has traditionally been equated with economic rewards

In Japan & Germany, income is relatively more important than it is tothose in the U.S.

In countries such as Israel & the Netherlands, income is of slightly lessrelative importance but work that is basically interesting &satisfying is of relatively more importance

MOTIVATION ACROSS

CULTURES

O O


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The role of religion

The role of uncertainty avoidance

The role of power distance

MOTIVATIONAL

DIFFERENCES ACROSS

CULTURES


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Similar to motivation leadership management activities & style may be sameacross cultures, but the way these approaches to and processes of leadershipare used & successfully applied may differ greatly from culture to culture

CONTRIBUTING FACTORS TO THE DIFFERENCES IN

EFFECTIVE MANAGERIAL LEADERSHIP ACROSS CULTURES

Personal values

Managers Background

Interpersonal skills

Decision making

MANAGERIAL LEADERSHIP

ACROSS CULTURES


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PERSONAL VALUES

Managers personal values help shape their perception of a situationinfluence their analysis of alternative solutions to a problem, & have aneffect on the ultimate decision

The followers personal values will also influence their manager.

Such personal values may differ across cultures.

North American & Japanese managers tend to be very pragmatic .Their

personal values emphasize productivity ,profitability & achievement,

Managers from India ,on the other hand tend to be less pragmatic & morerealistic, their values emphasize equity, fairness & the overall good of thework force


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Class

Education

Family Background/Upbringing

MANAGERS BACKGROUND


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Managers differ across cultures in their interpersonal skills.

Findings:

Managers from India were the most concerned about bureaucraticrules, the Japanese were the least concerned.

Dutch managers were the most willing to cooperate with others,French were the least willing.

Japanese managers had a greater desire to be objective rather than

intuitive than did managers from any other country.U.S & Latin American managers demonstrated much greater

interpersonal competence than other managers.

INTERPERSONAL SKILLS


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Decision making is simply portrayed as the process of choosingbetween alternatives.

For e.g. In a research it has been found that in Argentina, Chile &

Uruguay, authority is equated with rapid decision making and speedis more important than generating information or carefullyanalyzing the data.

Managers in the U.S., Germany & Sweden tend to emphasize

rationality in their decision making.

Japanese on the other hand ,try to balance a concern for rationality& objectivity with a desire for group acceptance & consensus.

DECISION MAKING


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The traditional and conservative approach tomanagement cannot be used for organizations with aglobal presence. Globally competent managers shouldhave a good understanding of the worldwide business

environment from a global perspective and try to learnabout various cultures in order to carry out businessoperations in different countries successfully.

CONCLUSION


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THANK YOU

Inter Nation a Lob

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