May 20, 2014
How have managing people changed in the global economy?
A lot of factors such as organizational behaviors past and present have affected mangers and managing people in the workplace. Prior to the 1930’s, employees were largely viewed and treated simply as inputs into the production process. However, lately the majority of the population questions superiors and wants to rather learn the process in order to better themselves. If managers are to be effective, present and future managers need to develop a global mind-set and cross-cultural skills. To develop skilled managers who move comfortably from culture to culture takes time but it is needed for an efficient global economy movement. Today’s companies are using Internet technology to connect with employees, customers, supplies and other stakeholders both within and outside the organization. The global economy has changed where meetings, conferences, interviews are all done via virtual presence. Managers are starting to connect with their employees through emails, texts, Skype and video conferencing etc. rather than face-to-face conversation, which is probably why social capital is relatively low. People in the modern economy mostly now use search engines to find answers rather than have a conversation and learn from a person. One of the foremost responsibilities of a manager is making sure each employee is happy hence creating a friendly and a productive work environment. However, every employee has different personal values and ethics that the manager has to consider. The workforce may include different cultural backgrounds and what might seem customary to Americans might seem disrespectful to other ethnic backgrounds. This can lead to attitude problems within the workforce making the environment hostile ultimately affecting productivity and motivation. In today’s global economy, research shows that ethnocentrism staffing is extremely bad for business. It contributes to personal problems at work that include recruiting difficulties, high turnover rates, and lawsuits over personnel policies. Hence when lawsuits are controversial in the media, it attracts negative interpretation of the company affecting brand image and loyalty. Expatriate managers also have difficulties adjusting to their international assignments when their subordinates are ethnocentric. Countries such as Japan and the U.S are very high in ethnocentricity. Research also shows that ethnocentrism affects customers’ purchasing decisions. Consumers prefer domestically produced goods to imported alternatives even when they are cheaper and could possibly be of better quality (Victor). Ironically, this is what businesses prefer. They strive for new customers and are very appreciate of brand loyal customers who always keep coming back. Managers are also conducting employee survey to learn more about employee preferences in terms of work styles; the ways supervisors and managers provide feedback and what working schedules and conditions employees prefer. Asking questions such as “do you favor face-to-face meetings or would you prefer web-based meetings to enable flexibility?” or “what is your idea of an ideal work schedule?” is helpful to understand employee work styles and preferences. Employee opinion surveys are typically confidential and anonymous; however, you can analyze employee responses to determine what motivates–and demotivates–most employees. According to Hofstede's model, in a high power distance country such as Malaysia, you would probably send reports only to top management and have closed-door meetings. In Japan, you might have greater success if you appointed a male employee to lead the team and had a strong male contingent on the team very different to the American society today where a lot of females are CEO’s (Minkov). According to Hofstede's analysis, people in the United States and United Kingdom have low LTO scores. This suggests that you can pretty much expect...
References: "Become a Better Leader through Cross Cultural Awareness.” N.p. Web. 30 May 2014.
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