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7/28/2019 Time Perception 2
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Course name:Organisational Behaviour II Lecturer:Teresa Carla Trigo Oliveira
Students name: Ruther Philippine Serac Cristina
2012-2013
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CONTENTS:
Introduction
Chapter I – Cross Cultural differences inperception of time as inputs in MNTs
Chapter II - MNTs and Team Processes2.1. Terminology
2.2. Transition phase processes
2.3. Action phase processes
2.4. Interpersonal processes
Chapter III – Implications for Outcomes
Conclusion
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INTRODUCTION
Cross-cultural differences:
A set of cultural dimensions along whichdominant value systems can be orderedaccording to: Relations between people,Motivational orientation, Attitudestoward time.
Perception of time
Human perception of duration is subjective and variable: it refers to the sense of time, which differs from other senses since timecannot be directly perceived but must be
reconstructed by the brain.
Culture is ―the collective programming of the mind which distinguishes the members of one human group from another‖.
Geert
Hofstede
(
2
October
1928 inHaarlem,
Netherlands
)
isan influential Dutc
h
researcher in the fields
of organizational studies
and more concretely
organizational culture,
also cultural economics
and management
http
://geert
-hofstede.com/
national
-culture.html
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http://www.youtube.com/watch?v=Q3i-auGmXyk
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MNTS vs HOMOGENEOUS TEAMS
Advantages of MNTs
increased
inovation
higher
quality solutions
to
global business
problems
higher
creativity
team
level
satisfaction
Disadvantages of MNTs
conflicts
among
team
members
lower
levels
of
trustamong
them
lower
levels
of
socialintegration
different
conceptualization
of
time
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CONTENTS:
Introduction
Chapter I – Cross Cultural differences inperception of time as inputs in MNTs
Chapter II - MNTs and Team Processes2.1. Terminology
2.2. Transition phase processes
2.3. Action phase processes
2.4. Interpersonal processes
Chapter III – Implications for Outcomes
Conclusion
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CHAPTER I – CROSS CULTURALDIFFERENCES IN PERCEPTION OF
TIME AS INPUTS IN MNTS
There are 2 models that have a crucial role in teameffectiveness:
1. IPO Input Process Output
2. IMOI Input Mediator Output Input
Inputs OutputsEmergent states
Team processes
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Time perception as input
Inputs =Temporaldiversity
Outputs
Increased efficiency:
Performingrequirements
(speed, quality,long-term vs short-term demands)
Problems in: interpretationof paces of work
planning of activities
conflictsDecreasedtimeliness
Lower quality
outputs
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Time perception as input
Hofstede’s cultural dimension:
LTO High LTO Low LTO
How much society values -long term traditions and values
Family is the basis of society Strong work ethicHigh value placed on education and
training
Promotion of equality High creativity Individualism
*Nations withasterisks are membersof the Group of Eight (G-8).
based on 56 countries
analyzed by Geert Hofstede.
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Introduction
Chapter I – Cross Cultural differences in
perception of time as inputs in MNTs
Chapter II - MNTs and Team Processes
2.1. Terminology
2.2. Transition phase processes
2.3. Action phase processes
2.4. Interpersonal processes
Chapter III – Implications for Outcomes
Conclusion
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CHAPTER II - MNTS ANDTEAM PROCESSES
2.1. Terminology There are 10 distinct processes –>
generalised in 3 main processes:
Transition phase =evaluation of the entire activity before starting to accomplishthe tasks
Action phase = direct attempts towards goal attainment
Interpersonal phase = emphasize the grade of effectiveness during the first two processes
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2.2. Transition phase processes
According to Marks (2001):
Team process is members' interdependent acts that convert inputs tooutcomes through cognitive, verbal, and behavioral activitiesdirected toward organizing taskwork to achieve collective goals.
Mission analysis According to PAST – PRESENT – FUTURE oriented people
Goal Specification
Strategy formulation : Polychoronic vs Monochronic approachs
1
2
3
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Polychronic vs Monochronicapproaches
WEAK MID-LOW MID-HIGH STRONG
Need to avoid
uncertaintyMONOCHRONIC POLYCHRONIC
Long Term
orientationMONOCHRONIC POLYCHRONIC
Distance to power POLYCHRONIC MONOCHRONIC
Individualism POLYCHRONIC MONOCHRONIC
Masculinity MONOCHRONICMONOCHRONIC /
POLYCHRONIC
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Polychronic vs Monochronicapproaches
http://www.innovint.com/downloads/pdf_files/monochronic-polychronic-test.pdf
WEAK MID-LOW MID-HIGH STRONG
Need to avoid
uncertainty
Long Term orientation
Distance to power
Individualism
Masculinity
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Which list most accurately describes you?
Monochronic People Polychronic People
Tend to do one thing at a time Do several things at the same time
Are not easily distracted Are suceptible to distractions
Commit to work Commit to relationships
Place importance on deadlines Place less importance on deadlines
Stick to plans Change plans often and easily Value and respect privacy Value connection
Relate punctuality to reputationRelate punctuality to therelationship
Accept short term relationships----Lean towards life time
relationships
Polychronic vs Monochronicapproaches
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3 forms of strategy formulation Delibrate planning
Need of polychronic approach: deadline to respect requires multitasking behaviours
Contingency planning
Need of mostly polychronic profiles for formulating alternatives a priori
Reactive strategy adjustmentMonochronic people are less affected to long term defined strategic path changes
http://www.youtube.com/watch?v=2ol9zYw4Chg&playnext=1&list=PL9D9C1245395C2D48&feature=results_video
What must we take in account when we are facing a transitionperiod?
Some social personal characteristics would influence our attitudes attime of planning and apply a strategy?
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2.3. Action Phase Processes
In theory there are 4 action phaseprocesses: coordination, goalmonitoring, systems monitoring, backup behaviour.
Coordination – the teamsynchronize the timing of their behaviour and share pertinentinformation.
Goal monitoring – discussionsamong team members regardingtheir progress and the changes thathave to be made.
Backup behaviour – reassurence or assistance of a member
with his role or providing him feedback.
Systemmonitoring– observation regarding
project activities if they are happen according toplanning
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http://www.youtube.com/watch?v=oCubvV99a1c
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Goal monitoring process:Case Study
The situation: ―For years, rather 2 ½ years, I had a Portuguese boss, with whom I gotalong awfully well. There were absolutely no problems of hierarchy, and we workedtogether a lot on important dossiers. He calls me to his office, <<hey, I was calledfrom the Cabinet, a crisis, they need a briefing on such and such topic for thecommissioner within an hour, because a press guy or someone from Parliament is on
his way, or something like that>>. Quite a tricky subject, where you knew that's not just cut and paste, but you're thinking…‖
The preferred approach: ―I'll have to think about that, how do we do that, how do weapproach this, and where we get that from. And there's hardly any time and you haveto put this on paper and it has to look good and so on.‖
The applied approach: ―What does the Portuguese say? <<Let's have a coffee first!>>
I'm not exaggerating, I've had this a couple of times with this guy and also withothers, the old Italian with whom I worked at the beginning. This was really stressful. You have one hour for something you'd like to have a whole afternoon for, and then you're not sure whether it can be done, and he says, let's go for a coffee first. From my previous experience, I knew that there might be different ways of how to get the jobdone, and thus I started to analyze the situation.‖
"THE IMPACT OF CULTURE ON INTERACTIONS: FIVE LESSONS LEARNED FROM THE EUROPEANCOMMISSION" - Anne-Katrin Neyer, Anne-Wil Harzing
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Conclusion:
If there is enough time to work on
the task at hand, people feel morerelaxed, are more willing to adapt toothers’ behaviour, and try to find amiddle ground.
Under time pressure, individuals rely on their own culturallydetermined behaviour and increases two types of culturally determined behaviour: the style of criticizing and differences in work styles.
Goal monitoring process:Case Study
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Style of
criticizing
Southern european countries: indirect way of criticizing, depersonalised
nature of the critique
Northern european countries:straight-to-point approach of criticizing
Austrian culture: diplomatic in theircritique
Work style
Southern europeancountries
more relational-orientedextended explanations importance of personal
relationships in theinteraction
Northern european countries:
more task-oriented straight to the point focuses on getting the job done, clarifyingroles and responsibilities, planning projects,
monitoring operations and performance
Goal monitoring process:Case Study
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Are all actions necessary timeoptimization?
Systems monitoring
For deadline dependant teams:
Time is an external ressource so a monetary
value. Also task valuation is relied on the timededicated to it.
Backup behaviour
Defferenciation between task and social time:Is social life is loss of time optimization?
Is a work-life wealthy for anybody?
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2.4. Interpersonal phaseprocesses
1 - Affect management
• Social cohesion• Pace of life
diversity
• Deadlineapproach
2 - Motivationand confidence
building
• Individual level:feedback and
motivation• Periods of silence
3- Conflict management
• Preemptiveconflictmanagement
• Reactiveconflictmanagement
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2.4. Interpersonal phase processes Affect Management
Control paces of lifediversity
Ressourcesallocations
Timepressure
management
Regulatingemotions
FAST PACE OF LIFE
-Ireland-Japan
-Germany
SLOW PACE OF LIFE
-Brazil- Indonesia-Mexico
VS.
l h
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2.4. Interpersonal phase processesMotivation and confidence building
Motivationand
confidence building
Back up behaviour
Providingfeedback to share
goals VS.
Western
teammates:
Feedback =individual progress +successSilence period =uncomfortable
Eastern teammates:
Feedback =collectiveSilence period =
cultural heritage
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Case study: CROSS-CULTURAL DIFFERENCES INNONVERBAL INTERPERSONAL BEHAVIOURS
Non verbal attitudes Japanese USA Brazilian
SILENT PERIODS 5.5 3.5 0
(Number of silent periods
greater
than 10 seconds, per 30 minutes)CONVERSATIONAL 12.6 10.3 28.6
OVERLAPS
(Number per 10 minutes)
FACIAL GAZING 1.3 3.3 5.2
(Minutes of gazing per 10 minutes)
TOUCHING 0 0 4.7
(Not including handshaking, per 30 minutes)
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2.4. Interpersonal phase processesConflict management
Case: How to manage a multicultural team? Conflict
http://hbr.org/2006/11/managing-multicultural-teams/ar/1
When a major international software developer needed to produce a new product quickly, the project manager assembled a team of employees fromIndia and the United States.
From the start the team members could not agree on a delivery date for theproduct. The Americans thought the work could be done in two to three weeks; the Indians predicted it would take two to three months. As time went on, the Indian team members proved reluctant to report setbacks inthe production process, which the American team members would find outabout only when work was due to be passed to them. Such conflicts, of course, may affect any team, but in this case they arose from cultural
differences. As tensions mounted, conflict over delivery dates and feedback becamepersonal, disrupting team members’ communication about even mundaneissues. The project manager decided he had to intervene— with the resultthat both the American and the Indian team members came to rely on himfor direction regarding minute operational details that the team shouldhave been able to handle itself.
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3 consequences:
F
i r s tThe manager
became so
bogged down by quotidianissues
S e c o
n dOver delay
T h
i r dThe team
never
learned to work togethereffectively
Temporally process coordination
Temporally behaviour understanding
2.4. Interpersonal phase processesConflict management
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Introduction
Chapter I – Cross Cultural differences in
perception of time as inputs in MNTsChapter II - MNTs and Team Processes
2.1. Terminology
2.2. Transition phase processes
2.3. Action phase processes
2.4. Interpersonal processes
Chapter III – Implications for Outcomes
Conclusion
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CHAPTER III - IMPLICATION FOR OUTCOMES
PROCESS is priority to look forward
To avoid misunderstandings
To start building trust between MNTsmembers
Make the process respected anyway
By exercise a strong leadership at C-level
By having a strong organizational cultureas prerequisite
The risk of unsatisfaction, underperform, uncohesivenessis HIGHER within MNTs than in unicultural team mainly because of time perception management
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What is your experience with or in virtualcross-cultural teams?
Various nationalities with few real meetings.
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Introduction
Chapter I – Cross Cultural differences in
perception of time as inputs in MNTsChapter II - MNTs and Team Processes
2.1. Terminology
2.2. Transition phase processes
2.3. Action phase processes
2.4. Interpersonal processes
Chapter III – Implications for Outcomes
Conclusion
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Conclusions
The main issues that have to be taken into consideration when wediscuss about MNTs as diversity in perception and use of time are:
Leadership in MNTs – time management skills
Virtual nature of the majority of MNTs
Individualism/collectivism
Cultural norms should not be applied too strictly: Labelling all the people from a cultureas being polychronics or monochronics
People working within the sameorganization also share an organizationalculture
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―Time is the coin of your life. It is theonly coin that you have, and only youcan determine how it will be spent. Be
careful lest you let other people tospend it for you‖
Carl Sandburg
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THANK YOU
FOR YOUR
TIME
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