The Dynamic EnvironmentOrganizational Behavior: ManagingPeople and Organizations,Ninth EditionGregory Moorhead, Ricky W. GriffinChapter 222Chapter Learning Objectives

!isc"ss the e#ergence of internationa$ #anage#ent and its i#pact on organi%ations.

!escribe the nat"re of diversity in organi%ations and identify and e&p$ain key di#ensions of diversity.

!isc"ss the changing nat"re of techno$ogy and its i#pact on b"siness.

!escribe e#erging perspectives on ethics and corporate governance.

!isc"ss the key iss"es in ne' e#p$oy#ent re$ationships.(fter st"dying this chapter yo" sho"$d be ab$e to)2*G$oba$i%ation and +"siness

G$oba$i%ation,he internationa$i%ation of b"siness activities,he shift to'ard an integrated g$oba$ econo#y

-actors .ncreasing G$oba$i%ation(dvances in co##"nication and transportationGro'th by e&pansion into internationa$ #arketsContro$ of $abor, distrib"tion and distrib"tion costs.n response to increased internationa$ co#petition2/Figure 2.1 -orces ,hat 0ave .ncreased .nternationa$ +"siness21Cross2C"$t"ra$ !ifferences and 3i#i$arities

C"$t"re( set of shared va$"es that he$p peop$e in a gro"p, organi%ation, or society "nderstand 'hich actions are considered acceptab$e and 'hich are dee#ed "nacceptab$e

Genera$ ObservationsC"$t"ra$ and nationa$ bo"ndaries #ay not coincide+ehavior in organi%ationa$ settings varies across c"$t"res4c"$t"re is one #ajor ca"se of this variation,he ca"ses and conse5"ences of behavior 'ithin organi%ationa$ settings are diverse across c"$t"res26Cross2C"$t"ra$ !ifferences and 3i#i$arities 7cont8d9

Genera$ Observations 7cont8d9Organi%ations and the 'ay they are str"ct"red appears to be gro'ing increasing$y si#i$ar,he sa#e individ"a$ behaves different$y in different c"$t"ra$ settingsC"$t"ra$ diversity can be an i#portant so"rce of synergy in enhancing organi%ationa$ effectiveness2:3pecific C"$t"ra$ .ss"es

Geert 0ofstede8s Research(ttit"des and behaviors differ significant$y beca"se of va$"es and be$iefs that characteri%e different co"ntries

0ofstede8s Categories.ndivid"a$is#Co$$ectivis#;o'er distance=*, by per#ission of M.@. 3harpe, .nc. (r#onk, Hy.I. BE1E/.2BB!iversity and +"siness

Workforce !iversity,he i#portant si#i$arities and differences a#ong the e#p$oyees of organi%ations

3tereotypesGenera$i%ations abo"t a person or a gro"p of persons based on certain characteristics or traits

;rej"dicesJ"dg#ents abo"t others that reinforce s"periority or inferiority be$iefs2B2;itfa$$s of 3tereotyping and ;rej"dices

3tereotypes and ;rej"dicesCan create #anage#ent syste#s that do not #eet the needs of a diverse 'orkforceCan ca"se fai$"res to recogni%ed e#p$oyee8s distinctive ta$entsCan beco#e se$f2f"$fi$$ing prophecies2B* K 2EBE 3o"th2Western, a part of Cengage Learning!i#ensions of !iversity

;ri#ary !i#ensions-actors that are either inborn or e&ert e&traordinary inf$"ence on ear$y socia$i%ation (ge, race, ethnicity, gender, se&"a$ orientation, physica$L#enta$ abi$ities

3econdary !i#ensions-actors that #atter to "s as individ"a$s and that to so#e e&tent define "s to others @d"cationa$ backgro"nd, geographica$ $ocation, inco#e, #arita$ stat"s, #i$itary e&periences, parenta$ stat"s, re$igio"s be$iefs, 'ork e&periences2B/ K 2EBE 3o"th2Western, a part of Cengage LearningWho Wi$$ +e the Workforce of the -"t"reD

,o#orro'8s Workforce in the >B9, pg. /*.Copyright K B>>B by +"siness One .r'in.