1. Reims Management School International Management Program Cross-Cultural Management Glenn K. Miyataki, Ph.D. November 17-21, 2008

14. Reims Management School International Management Program “ The Global Context And Cultural Diversity”

18. The Road Ahead………….. Asia – will become the world’s largest market

26. Cross-Cultural Management (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.

30. Reims Management School International Management Program “ Cross-cultural Communications and Human Relations Training Model ”

31. Effective Communications Pie What is said How it is said Nonverbal Communication

38. Handling Employee Requests REQUEST Information Social Interaction Understanding & Involvement Action RESPONSE Act, delay, deny, refer Act, delay, deny, refer Act, delay, deny, ? Act, delay, deny, refer

39. Carkhuff’s Human Relations Training Model Role Stage 1 Stage 2 Stage 3 Employee Self-Discovery Self-Understand-ing Self-Action Manager Listens, observes, attends Clarifies, pinpoints, self- discloses Helps action, insures, withdraws

40. Drama Triangle PERSECUTOR RESCUER VICTIM

42. Reims Management School International Management Program “ Work Behavior in Different Cultures”

43. 160,000 restaurants 191 Michelin stars 8 three-stars 25 two-stars

45. Cultural Values Cycle Culture Behavior Attitude Values

52. Japan Seating Order - dinner Door Host Hostess 1 2 3 4 5 6

58. The Organizational Iceberg

65. Hofstede’s Work Behavior Factors Country Ind./Coll Power Distance Uncertain. Avoidance Career S/ Qual. Life China C large strong CS France I large strong QL Poland C large strong CS India C large weak CS Germany I small strong CS Hungary C large strong CS Taiwan C large strong QL Thailand C large strong QL

68. Case example of Japanese company in the Philippines

74. Reims Management School International Management Program “ Multicultural Teams ”

76. Multicultural Teams (  Actual Productivity = (  ) Potential Productivity - (  ) Losses due to Faulty Process or  )

77. Advantages and Disadvantages of 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

78. Stages of Team Development Forming Storming Norming Performing Adjourning Stages Mature Immature Failure Failure Failure Reference: Hellriegel & Slocum, Organizational Behavior, 10 th edition, 2004, Thomson Learning.

79. Reims Management School International Management Program “ 21 st Century Leadership Model”

84. Micro-managing Aligning with broad vision and 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 Century Leadership Directing with rules Guiding with corporate culture and regulations and shared values Centralizing authority Distributing leadership

85. Establishing “position Building “relationship power” power” and hierarchy and network of teams Demanding compliance Gaining commitment Focusing on numbers Focusing on quality service and tasks and the customer Stressing independence Fostering interdependence A New Model - continued Encouraging “old boy” Respecting, honoring, and networks encouraging cultural diversity Confronting and Collaborating and unifying combative

86. Changing by necessity Changing through continuous and crisis learning and innovating Being internally Being globally competitive competitive Having a narrow focus; Having a broader focus; “ Me and my organi- “My community, my society, zation” my world” A New Model - continued

88. Three Fundamental Strategic Questions Who are we? Who do we want to be? How do we get there? Overall strategy, goals, business plans, operational plans, and budget resources Reaffirmed or revised vision, mission, core values Current vision, mission, core values

90. Be the market leader in solar energy industry by designing and producing excellent products and services. Goal A: Leader in Health Care Energy Become a recognized global company by placing on the Fortune Global 500 ranking. Goal B: Leader in Water Resources Goal C: Leader in Energy for Recreation Goal D: Leader in Energy for Education Organizational Culture and Core Values Example of Company’s Strategic Focus 2007 2012 and beyond Strategic Goals Mission Vision

92. Reims Management School International Management Program “ Ethical Decision Making”

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