week 6 hrms dq

Q.1. A Global Perspective (200 words)

Read Reading 14.1, In the Eye of the Beholder: Cross Cultural Lessons in Leadership from Project Globe. There are four figures presented in the article listed as follows.

· Figure 1: USA vs. Brazil

· Figure 2: USA vs. France

· Figure 3: USA vs. Egypt

· Figure 4: USA vs. China

Select one of the comparisons. Review the figure and evaluate the data presented.

· Do you agree or disagree? Why? Why not?

· Discuss your assessment of the information as well as that of your class colleagues.

· Finally, why is this information important to consider and discuss from a strategic human resource management perspective?

Q.2 write a reply for this article (100 words) Monca

 It is certainly not a surprise that managing people is not only about making sure tasks get done; it also encompasses the complexities and diversities of the cultures of the individuals. There is a huge range of management practices that exist around the world, many of which are accepted and effective in one country but ineffective in another. I like using the comparisons between the USA and China.

     In terms of performance orientation, humane orientation, and power distance, the US and Chinese cultures are similar. The Chinese culture appears to be less forward-thinking, less forceful, more collectivist, both in small groups and in society, and more rule-oriented (Mello, 2019). Managers in both the United States and China admire leaders who try to enhance their own and their subordinates' performance. This is most likely due to the fact that both cultures have a strong performance orientation. They also admire leaders who are truthful. The challenge for the American manager is to ensure that his inherent American assertiveness does not turn off his Chinese colleagues and counterparts and that his efforts to create solid relationships are not hampered.

     It is important to consider these concepts from a strategic human resource management perspective because the reality is that acceptable management approaches in one country are unlikely to function in another and an awareness of the dynamics informs the dialogue.

Reference

Mello, J. (2018). Strategic human resource management (5th ed.). Cengage Learning.

Q.3 write a reply for this article (100 words) Mary

I agree with the article's assertion that what is considered to be a regular informal leadership style in the U.S. can be viewed as vulnerable and leadership-unworthy in a country such as Egypt, where standard leadership is viewed as humane, but decisively authoritative. Typical of U.S. leadership is a democratic all-hands consideration that is generally expected before wide-ranging decisions are made. While I favor the flexibility of normal informal leadership styles that are common to U.S. leadership roles, I do understand the need to adjust to the culture of governance, even when elements of a certain cultural leadership style are viewed as austere or domineering. As an expatriate leader, I would adhere to what I have learned and observed about the culture in which I am assigned to operate. 

In the U.S., generally, colleagues are not automatically viewed as friends. Lines, although sometimes crossed, exist between personal and professional. In Egypt, according to the article, friends and colleagues may be often viewed as one and the same. Also, Egyptian organizational management is inclined to get involved to help with the problems that are causing an employee's unfavorable behavior. In the U.S., employee behavior is often addressed by favorable or unfavorable reward. The reasons for the behavior may be taken into consideration, but the managerial recourse leans toward there being a repercussion to negative actions, regardless of why the action occurred. While some U.S. organizations offer assistance for personal issues, the notion of tolerating negative action because of adverse personal reasons is not quite a general practice among U.S. firms. Unlike Egypt, in the U.S. family problems are considered personal. It is a U.S. ideal in most professional environments that personal issues should be separate form most work-related endeavors. U.S. employers generally bestow financial rewards to individuals based on merit or time served. Conversely, Egyptian employees generally view rewards as benefits that pertain to the betterment of their families, as well. 

This such highly relevant information is important to discuss so that employees will develop a broader sense of other cultures in which an organization operates. More importantly, an expatriate leader should be required to focus on cross-cultural details prior to expatriation. Although certain perceptions cannot be gained until one is actively existing within a different culture, being briefed on cross-cultural lessons is a head start on avoiding potentially damaging faux pas. 

Resource

Mello, Jeffrey. (2019). Strategic human resource management. Cengage Learning

Q.4 write a reply for this article (100 words) Ward

This was a very interesting read.  I focused on differences between American and Brazilian management expectations. 

I found this a very difficult challenge -- to provide leadership in a way that is palatable to Brazilians.  The difficulty is embodied in the statement that Brazilian employees don't expect strong participation in decision-making, but at the same time, they don't like authoritative leaders (Mello, 2018).  So the question I have, is how do you avoid being dictatorial when the target group isn't used to giving input?  How do you come across as non-participative without being dictatorial?  Sounds like this is a skill that you develop by being steeped in Brazilian culture.

Also difficult for me is the short-time horizon that Brazilians prefer rather than the inspiring, long-term vision that American's like to use in order to inspire their workforce (Mello, 2018).  Mello (2018) suggested that Brazilians are more motivated by short-term, personal and group interests than longer term, big picture organizational interests.  

Also difficult for me would be working in an environment where there isn't a performance orientation. Mellow (2018) suggests that in Brazilian corporate culture, there is less of a propensity to achieve quickly. In this culture there is also more time invested in social aspects of creating buy-in. But as the second paragraph above suggests, this is done without necessarily asking for input (Mello, 2018).  Also challenging for me would be having to go slowly with getting work done 

I was at least relieved to see that there are universal leadership qualities that all cultures value.  I have pasted in Mello's (2018) chart so it can be easily seen:

It sounds like it would be a steep learning curve for a person immersed in American values their whole life to then be a manager in a foreign culture --  if the differences are as significant as I saw between American and Brazilian cultures.

Reference

Mello, J. (2018). Strategic human resource management (5th ed.). Cengage Learning.