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Transcript of 11 Tanaz Mozafari Khaled Almahasin Jasper Vale Cultures & Organizations By Geert Hofstede & Gert...
11
Tanaz MozafariKhaled AlmahasinJasper Vale
Cultures & Organizations By Geert Hofstede & Gert Hofstede
Chun Chieh YangSalpy Dombourian
Becoming a Manager How New Managers Master the Challenges
of Leadership
22
Introduction
First-line management has the most frequent reports of incompetence, burnout and attrition.
Human and financial cost is high in both organization and individuals
Transition to management is not known– Challenges– Learning Gap
44
The New Managers
Managers are in sales and marketing– Formally in charge of the organization– Securities and computer company firms
All are previous individual contributor– Performs specific tasks for the organization
From Fortune 500 corporation– Undergoing significant changes
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Findings
The transition is not limited to learning competences and building relationship
New managers experienced coping with stress, letting go of attitudes and habits and experimenting with new way of thinking and being.
66
Findings
Transformation of Identity
From To
A specialist and doer. Directly performs specific technical tasks. Strongly identified with those tasks.
A generalist and agenda-setter. Orchestrates diverse tasks, including finance, product design, and manufacturing or organization. Strongly identified with a business or the management profession.
An individual actor. Gets things done mostly by one's own efforts. Strongly identified as relatively independent.
A network builder. Gets things done through others, including subordinates over whom one has formal authority. Strongly identified as highly interdependent.
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Findings
It was possible to distinctly conceptualize the four task – managers learned them simultaneously
Most of the new managers in the study were successful
One manager summed-up that it was hell
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Findings
New managers mastered four task of transformation– Learning what it means to be a manager– Developing interpersonal judgment– Gaining self-knowledge– Coping with stress and emotion
Expectations were incomplete and simplistic
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Learning What It Means to Be a Manager
Managers grappled with three critical sets of problems– How to reconcile their initial expectations of
management with the realities of a manager’s daily life.
– How to handle the numerous conflicts with their subordinates
– How to make sense of and meet their superior’s ambitious demands
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The Managerial Role
Initially, new managers has no idea what they are getting themselves into.
Managerial roles is complex and demanding– Juggle diverse ambiguous responsibilities– Enmeshed in web of relationships with people who
often make conflicting demands Develop and continually update agendas for the
work unit which require cooperative relationships
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A Constellation of Expectations
Open-ended questions– How would you described the manager’s job?
– What is the manager supposed to do?
1313
A Constellation of Expectations
Managers and those in their network saw the managerial role differently
Subordinates made light on the managers’ formal authority and stressed the managers’ role as working through or with others.
Superiors had the most comprehensive view of being manager
Each group had it’s own frame of reference
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The New Managers’ Expectations: Manager as Boss
What It Means to Be a Manager: A Conceptual ModelManagerial Role Constituency
New Managers Subordinates Superiors Peers
Agenda setting
Financial X X
Business X X X
Organizational X X
Network building
Subordinates X X X
Superior X
Peers X X
External others X
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The New Managers’ Expectations: Manager as Boss
New managers focused mainly on decisions about sales and business, not people.– Speak routinely of two kinds of people-
management decisions: hiring and firing subordinates
– No awareness of actions that might affects relationships
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The New Managers’ Expectations: Manager as Boss
Setting Agendas – Manager as sales leader.
• First obligation is to provide “opportunity”
• Second is to come-up with sales ideas
• Tricks of the trade on how to sell
• Medium and long-term planning
Subordinates and superiors have different priorities
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The New Managers’ Expectations: Manager as Boss
Building Networks – Manager as supervisor
• New managers defined by their responsibilities, not their relationships
• Had no sense of what they were supposed to give up; however, most identified their newly acquired responsibilities
– Manager as administrator• Besides authority, administration was identified as a routine
communication activities such as paperwork and exchange of information
• Concerned with autonomy and constraints
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The New Managers’ Expectations: Manager as Boss
Building Networks – Manager as politician
• New managers were uneasy on establishing relationships with superiors and peers.
• Identified the boss’s agenda as an imposed one• Had nothing to say about peer relationship and
identified as an administrative role
– Networking was tolerated as a necessary evil, “keeping the administrative monkey off your back”
– Most new managers hoped to spend little time
2020
Subordinates’ Expectations
Manager as People ManagerManager as Sales LeaderManager as OrganizerManager as a Team LeaderManager as Liaison
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Manager as Liaison
Be as a representative of the unit Build and maintain relationships with
outsiders Protect subordinates from illegitimate or
unnecessary requests from outsides
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Manager as a Team Leader
Create a healthy office climate Do not think as a manager, but a leader Be counselor of sorts and solve personal
problems
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Manager as Organizer
Design and maintain an efficient and stable organization
Be good at selecting people and training them to work
2424
Manager as Sales Leader
Provide opportunity by distributing clients or territories and establishing quotas
Give direction and information about what works and takes the problems away
Plan marketing strategy and approach Set the long-term goals while subordinates
concentrate on meeting the short-term goals Be proactive
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Manager as People Manager
Managers get things done through others Managers are in the business of people
management Managers support subordinates who are
responsible for the tasks Managers create a positive working
environment
2626
SUPERIORS’ EXPECTATION :
The most comprehensive and accurate view They were managers themselves Recalling how “wrong and naive” they had
been “New world”
2727
Superiors’ Expectation
Manager as Boss Manager as Business person Manager as Team leader Manager as Integrator Manager as Administrator
2828
Manager as Boos New Manger perspective
Privileges (with formal authority)
Power to control Short term plan
2929
Manager as BoosSuperior’s Expectation
Formal authority and decision-making responsibility
Responsible for everything (rises and falls)
Duties, accountability Act like they own the business Planning for the long time. (long
term goal)
3030
Manager as Businessperson Superior’s Expectation
Responsible for financial ,business and organizational matter
Make trade-offs and manage the resulting risks
Take the broad point of view (owned the business)
Formulate and follow a well-thought-out plan (time and experience)
3131
Manager as Team leader Superior’s Expectation
Build and manage relationships with their subordinates and outside their unites
Create team spirit, good mood
Communicating and motivating (exceptional
manager)
3232
Manager as Integrator Superior’s Expectation
Responsible for understanding the needs of people outside their units
Communicate these needs to their subordinates
Negotiate their units’ interest with those of others
3333
Manager as Administrator Superior’s Expectation
Designed to integrate the manager into the organization
Fulfill their administrative responsibilities (protect reputation and capital)
Way of communicating with others Rest of the organization informed
manager about its priorities and feelings
3434
PEER EXPECTATIONManager as negotiator
PEER? Associates (other functional areas and in the corporation or regional office)
Look as a formal representative (paid little attention)
Dependent to communicate (needs, subordinate)
Understand their place in the organization ,meeting, building relations. Predict that they are not appreciate them (contribution made to the organization or
how to utilize them effectively) Provide information and resources (manager responsible, clear) Conflicts frequently arose between themselves and subordinate (to meet
customer request, ask peers to make an exception)
3535
Concluding RemarksWhat being a manager meant
Learning how to be a Manager is a Formidable task
Have to act as a manager before understanding what is the roles!
They do not know what they have to learn
3636
How will you look for something when you don’t in the least know what it is???
New Manager discover what they were looking for….
3737
Reconciling Expectations
Initial framework:
formal authority (responsible in financial and business matters)
Power and control Getting things done
through people Networking (build)
First year framework:
understand what being a Manager meant
Rethink the managerial role
Expect some overload, ambiguity in the managerial role
3838
LearningThey learning is iterative ( revisit some issues, frame
work developed) First: the manager’s daily life
Second: subordinates’ expectations (getting work done from them)
Third: superiors’ expectations (understand the opportunities and constraints of being
the formal authority)
3939
First: the manager’s daily life Their expectations the realities
Managerial role are distinct that of the individual contributor They did not feel that they knew what they were doing? Feeling of anxiety and uneasiness “Managing is not at all like producing”?
4444
12 Angry Men
Synopsis:12 jury members have to decide on the guilt or innocence of a boy from a New York slum
area who is accused of murder.
Movie clip of prejudices that exist within society.
44
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Different Minds but Common Problems
The world is full of confrontations with people, groups & nations who think, feel, and act differently. These same people are exposed to common problems that demand cooperation for their solution:
– Threats of nuclear warfare – Global warming
– AIDS– Ocean pollution
– Terrorism
46
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Culture as Mental Programming
Mental programs are patterns of thinking, feeling, & acting or “Software of the Mind” (books subtitle).
Vary by the social environments in which they are acquired:
– Reactions given one’s past & life experiences– Programming begins within the family– Where one grew up (neighborhood, school, friends)
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Culture Customary term for mental software is culture Hofstede describes culture as “ the collective
programming of the mind that distinguishes members of one group or category of people from others.”
Culture is learned, not innate – derived from one’s social environment rather than one’s genes.
48
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Class Exercise
Cultural differences can be exemplified as follows:– ____ will indicate “Yes” by shaking their heads. The same gesture
in the west signifies “No”.
– ___like eye contact. ___want to avoid direct glances
– ____ like to have supper at around 10 p.m.
– “On time” in ____ can mean up to 30 minutes late in arriving for a meeting. On the other hand, being 30 minutes early in _____ is considered on time.
50
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Three levels of Uniqueness in Mental Programming
Human Nature: Inherited in one’s genes– Human ability to feel fear, anger, love, joy, sadness, the need to
associate with others.– What one does with these feelings are modified by its culture.
Personality– Based on traits partly inherited within the individuals unique set
of genes & partly learned (modified by the influence of culture & personal experience).
Culture– Learned from previous generations & teaching future generations
what one has learned oneself.
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Cultural Relativism
Alien cultures are often pictured in moral terms, as better or worse.
There is no scientific standards that one culture is intrinsically superior or inferior to those of another.
Cultural relativism implies suspending judgment when dealing with groups or societies different than one’s own.
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Symbols
– Words, gestures, pictures, or objects that carry a particular meaning.
– i.e. dress, hairstyle, flags, status symbols
Heroes – Persons alive or dead, real or imaginary who poses
characteristics that are highly prized in a culture.– (U.S.)
56
Manifestations of Culture
5757
Rituals– Collective activities considered a social essential– i.e. greeting and paying respect to others, social and
religious ceremonies. Values
– Core of culture framed by values• i.e. evil vs. good
dirty vs. cleandecent vs. indecentmoral vs. immoralugly vs. beautifulabnormal vs. normal
57
Manifestations of Culture
58
Layers of Culture
National level Regional, ethnic, religious and linguistic
affiliation level Gender level Generation level Social class level Employed, organizational, departmental and
corporate levels
59
Culture Change: Changing Practices, Stable Values
Our world is changing The world Wide Web made our world
smaller
61
Prehistory of Culture
Modern humans have existed for more than 100,000 years.
Remarkable difference between the societies of chimpanzees and bonobos.
Population exchanges all the time. Early humans also lived as hunter-
gatherers.
62
Sources of Cultural Diversity and Change
Major impacts of forces of nature and forces of humans caused culture changes.
Cultural diversity- 1. New natural environments
2. Collective migrations to different environments
3. Trade
4. Military conquest
5. Missionary zeal
63
Collective Migrations to Different Environments
Famines Owing to climate changes Overpopulation Political mismanagement Natural disasters
63
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Strong Forces toward Further Integration
One dominant national language Common mass media National education system National army National political system National representation in sports events with a
strong symbolic and emotional appeal National market for certain skills
65
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National Cultures or National Institutions?
Different countries have different institutions
European Union has experienced on many occasions
U.S. style
67
National Management Cultures
If we want to understand national manager’s behavior, we have to understand their societies.
We also need to know something about their behavior as consumers and their beliefs.
67
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References
Hill, Linda A. Becoming a Manager: Mastery of a New Identity. New York: Penguin Books, 1993. ISBN 0-14-017920-8. (Copyright held by President and Fellows of Harvard College; originally published by Harvard Business School Press, 1992)
Hofstede, Geert. Cultures and Organizations: Software of the Mind. New York: McGraw-Hill, 1997. ISBN 0-07-029307-4. (Author is with the Institute for Research on Intercultural Cooperation, University of Limburg at Maastricht, The Netherlands)
www.youtube.com The World Wide Web
6969
Discussion Questions - Set One:
Hill identifies several sets of expectations and/or roles for a manager. From the perspective of the “average” technical professional, rank the expectations/roles from most to least difficult to fulfill, and justify your ranking.
Hofstede identifies several levels of culture. How might each of these levels impact the ranking?