To Globalise the Local or Localise the Global; The Question is Now

8/13/2019 To Globalise the Local or Localise the Global; The Question is Now

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TO GLOBALISE THE LOCAL,

OR LOCALISE THE GLOBAL?

THE QUESTION IS NOW.

Jasmina Djordjevic, PhD

Faculty of Law and Business Studies Novi Sad, Serbia

[email protected]


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SUMMARY

• Aim of this workshop: show that particularly designed activities,

implemented and applied gradually can enable team building in a

multicultural work environment as well as help employees learn how

to identify, acknowledge, integrate and tolerate cultural diversity in the

immediate environment.

• Three carefully designed activities: several steps each, meant to help

participants gain the necessary awareness of the fact that cultural

differences are not negative.

• Results: learn how to integrate cultural difference into the everyday

itinerary and make use of it in a positive way, accept and tolerate

diverse cultural backgrounds and business environments which willdirectly influence the team structure and the company as it will

become more coherent; higher productivity is inevitable as everybody

on the team will work with everybody else so as to achieve their goals –

success and profit.


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ITINERARY

Phase Title Activities Estimated

time

1 Culture 1. Culture briefing

2. Culture portfolio

3. Them and us

15 mins

2 Global or local? 1. Global and local2. Stereotypes

3. Dimensions of business

4. Profiling

15 mins

3 Brand and corporate

culture

1. Brand, image and business

culture

2. Models of implementation

3. SWOT analysis

15 mins

Self-evaluation test Test HW

Click on the icon to open the supplementary material!


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1. CULTURE

1.1 CULTURE BRIEFING

• Where are you from?

• Do you mind questions about your culture?

• What is your country/ culture like?

• Do you like working with people from other cultures?

• What is the attitude to work in your culture?

• Have you been working in the public or the private sector?

• What is the private sector like in the culture you come from?

• What is the public sector like in the culture you come from?

• Are you used to an incentive plan?

• In the culture you come from, are you expected to conform or to

diversify?


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1.2 CULTURE PORTFOLIO

Fact Yes No DetailsCountry/ Culture Modern

Traditional

Economy Developed

Global

Cooperation Encouraged

Flourishing

Attitude to work Proactive

Entrepreneurial

Sector PrivatePublic

Incentives Encouraged

Implemented

Acceptance level Conform

Diversify


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1.3 THEM AND US

Discuss the results and the portfolios.


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2. GLOBAL OR LOCAL?

2.1 GLOBAL AND LOCAL

In respect to: Focus on global Focus on local

Politics

Economy

Education

Tradition

Religion

Family

relationships


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2.2 STEREOTYPES

Business style StereotypeInnovator

Explorer

DeveloperOrganiser

Checker

RegulatorAdvisor

Coordinator


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2.3 DIMENSIONS OF BUSINESS

•

Agile Organization Building organizational resilience and capacity foradaptation

• Clients First Creating an exceptional client experience

• Flawless Execution Consistency, efficiency and effectiveness of operations

• Getting Results A focus on goal achievement, performance and productivity

• Helping Others Providing a sustainable service to society

• It is All About People Insights into retention and engagement of employees

• Leading the Way Leader behaviours that influence cultural norms. Ideally

suited for leadership development programs

•

Making Ideas Happen Fostering and sustaining heightened levels of creativityand innovation

• Ready for Change Examining organizational change. Readiness at a systemic

level

• Working Together Promoting teamwork and collaboration within and across

organizational boundaries


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2.4 PROFILING

Discuss your conclusions and try to

establish some ground rules to surpass the

difference between the global and the local.


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3. BRAND AND CORPORATE CULTURE

3.1 BRAND, IMAGE AND BUSINESS CULTURECorporate

culture

Brand Image

Casual

Industrial

Conservative

Administrative

Aggressive marketing Worker participation discipline Respect for colleagues Identification through products Strong customer focus Good internal communications Traditional products Traditional image Technological innovation Good design

Long history Shareholder value (pos. And

neg.) Environmental friendliness

Advertising designed to shock

Image of leader (individual/ group

based)

Company structure (flat/

hierarchical)

Planning perspective (long-term/short/term)

Timing of activities (sequential/

monochronic or synchronic/

polychronic)

Basis for status in company (whoyou are/ what you do)

Decision-making process

(normative/ pragmatic)

Relationships with colleagues

(impersonal/ personal)

Dress code (formal/ informal)


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3.2 MODELS OF IMPLEMENTATION

Try to suggest some ways to integrate your

own cultures in a partially re-shaped form

into the existing business environment.


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4. SELF-EVALUATION TEST

Try to answer the following questions as honestly as you can:

1. What have I learned today?

2. Do I claim to understand cultural diversity?

3. If yes, what is cultural diversity?4. Do I claim to understand people from different cultural backgrounds?

5. How many friends do I have from other cultures?

6. How many coworkers do I have from other cultures?

7. What do I know about their cultures?

8. What have I told them about my culture?

9. Am I tolerant of other cultural backgrounds?

10. What can I do to make my cooperation with people from other

cultures more productive?


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THANK YOU FOR PARTICIPATING!

Jasmina Djordjevic, PhD

Faculty of Law and Business Studies Novi SadSerbia

[email protected]

To Globalise the Local or Localise the Global; The Question is Now

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