Organization Development in Global Settings
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Transcript of Organization Development in Global Settings
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Organization Development inGlobal Settings
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» The rapid development of foreign economies » The increasing worldwide availability of
technical and financial resources» The emergence of a global economy
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» Context» Power Distance» Uncertainty Avoidance» Achievement Orientation» Individualism
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» The extent to which meaning in communication is carried in the words
» Organizations in high context cultures tend to value ceremony and ritual, the structure is less formal, there are fewer written policies, and people are often late for appointments
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» Extent to which members of a society accept that status and power are distributed unequally in an organization
» Organizations in these cultures tend to be autocratic, possess clear status differences, and have little employee participation
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» The extent to which members of a society tolerate the unfamiliar and unpredictable
» Organizations in these cultures tend to value experts, prefer clear roles, avoid conflict, and resist change
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» The extent to which people in a society value assertiveness and the acquisition of material goods
» Organizations in these cultures tend to associate achievement with wealth and recognition, value decisiveness, and support clear sex roles
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» The extent to which people in a society believe they should be responsible for themselves and their immediate family
» Organizations in these cultures tend to encourage personal initiative, value time and autonomy, and accept competition
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Cultural Fit with OD PracticeHighLow
Moderate
High
Lev
el o
f Eco
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Dev
elop
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IndiaSouth Africa
United Kingdom Scandinavia
USA
Central America Eastern EuropeAsia
South Pacific South America Middle East
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» Offer products or services worldwide» Balance product and functional concerns with
geographic issues» Coordination must address complex personnel
and cross-cultural issues» Its competitive position in one national market is
affected by its global integration and local responsiveness
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Global Orientation
Transnational Orientation
International Orientation
Multinational Orientation
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High
Need for GlobalIntegration
Low
Low Need for Local ResponsivenessHigh
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» Offer products/services in more than one country
» Balance product and functional concerns with geographic issues of distance, time, and culture
» Carry out coordinated activities across cultural boundaries using a wide variety of personnel
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» The International» The Global Orientation» The Multinational Orientation» The Transnational Orientation
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» Characteristics of the International Design˃ Sell existing products/services to nondomestic markets˃ Goals of increased foreign revenues
» Implementing the International Orientation˃ OD facilitates extending the existing strategy into the new market˃ Cross-cultural training and strategic planning
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» Characteristics of the Global Design˃ Centralized with a global product structure˃ Goals of efficiency through volume
» Implementing the Global Orientation˃ OD supports career planning, role clarification, employee involvement,
conflict management and senior management team building to help achieve improved operational efficiency
˃ OD helps the organization transition to global integration from local responsiveness
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» Characteristics of the Multinational Design˃ Operate a decentralized organization˃ Goals of local responsiveness through specialization
» Implementing the Multinational Orientation˃ OD helps with intergroup relations, local management selection and
team building˃ OD facilitates management development, reward systems, and strategic
alliances
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» Characteristics of the Transnational Design˃ Tailored products˃ Goals of learning and responsiveness through
integrations
» Implementing the Transnational Orientation˃ Extensive selection and rotation˃ Acquire cultural knowledge and develop intergroup
relations˃ Build corporate vision
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Their primary task is a commitment to serve as an agent of change in the creation of environmentally and socially sustainable world futures
They have discovered and mobilized innovative social-organizational architectures
They hold values of empowerment in the accomplishment of their global change mission
They are globally-locally linked in structure, membership, or partnership and thereby exist as entities beyond the nation-state
They are multi-organizational and often cross-sectoral 21-18
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» Build the local organization˃ Using values to create the vision˃ Recognizing that internal conflict is often a function of
external conditions˃ Understanding the problems of success
» Create horizontal linkages˃ Build a network of local organizations with similar views and
objectives» Develop vertical linkages˃ Create channels of communication and influence upward to
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» Bridging Role» Stewardship Role» Communication Skills» Negotiation Skills» Networking Skills
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