Leadership

tailpillowManagement

Nov 9, 2013 (3 years and 11 months ago)

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MGMT 510


INTERNATIONAL
MANAGEMENT


DOHA 2011

Class 1, November 12, Portland

Agenda for Today


Course Overview


Objectives and Competencies


Design


Topics


Assignments


Culture


Culture and Leadership


Cultural Intelligence


Qatar


Cultural Heritage


Leadership


Opportunities and Challenges


Concluding Thoughts

Course Overview

COURSE
OBJECTIVES



Globalization can provide enormous strategic opportunities
for firms today. Understanding the global environment
provides the knowledge of those opportunities, as well as
the cultural, political, market and regulatory issues that
make managing globally a complex and challenging
endeavor. This course will provide an understanding of the
comparative advantage of nations, the challenges and
opportunities presented by sustainable development issues,
and firm strategic opportunities. It will be framed from the
perspective of firms in the renewable energy sector
deciding where to make a significant capital investment.


Course Overview

MBA
COMPETENCIES


Global
Awareness
: Effective leaders recognize and understand
the interconnections of the global economic, political, societal and
environmental systems and the impact these interconnections have
on organizations’ strategies, operations and people
.



Sustainability
: Effective leaders recognize and understand the
interconnections of the global economic, political, societal and
environmental systems and the impact these interconnections have
on organizations’ strategies, operations and people
.



Leadership:

Effective leaders think with the future in mind and act
with strategic intent. They understand and embrace risk
-
taking,
diplomacy, and conflict resolution. Ultimately, they bear
accountability for expanding scope of consciousness.


Assignments and Grading


The grading for the course is allotted for the following course requirements.


(
1) Pre
-
Departure Culture Report


15
%

DUE December 2 by 5:00 pm


(
2) Pitch Phases

2
minute pitch


5
%

Monday, December 12




5 minute pitch


10%

Tuesday, December 13




10 minute pitch


25
%

Wednesday, December 14


(
3) Professionalism



15%

Week in Doha


(
4) Comparative Investment
Opp

Report

30
%

DUE January 13 by 5:00 pm


Culture and Leadership


Culture and Leadership

Culture and Leadership

Culture and Leadership

Culture and Leadership

Culture and Leadership

Culture and Leadership

Culture and Leadership

Culture and Leadership

Culture and Leadership

Cultural Intelligence

16

The ability to adapt to new cultural settings


Capability to cooperate effectively with other people
from a dissimilar cultural background and
understanding


Ability to function in Culturally Diverse situations


Thomas & Inkson (2003) Early & Ang (2003) Early, Ang & Tan (2006)

Cultural Intelligence

17


CQ
finds a place alongside the different components of
intelligence:


Emotional Intelligence (
EQ)



Social Intelligence
(SQ)

CQ
picks up where
EQ
leaves off by taking the impact
of culture on interactions into account


Cultural Intelligence


18

Meta
-
Cognition (Head)

Learning Strategies

Clues to shared understandings

Motivation (Heart)

Overcome setbacks

High Self
-
Efficacy & Confidence



Behaviour

(Body)

Mirror Customs & Gestures

Adopt Habits & Mannerisms

Cultural Intelligence



Top three management challenges
in
21
st

Century
global organizations



EIU survey results



Based on 555 senior executives



Across 68 nations


1. Understanding customer demands across culture

2. Managing cross
-
border teams

3. Finding cross
-
cultural talent


Cultural Intelligence


Globalization and domestic diversity make
cultural intelligence an essential set of
capabilities for employees in contemporary
organizations.



Cultural Intelligence (CQ) is the capability to
function effectively in situations
characterized by cultural diversity

Cultural Intelligence



A key individual capability that



reduces use
of overly
simplistic stereotypes



enhances sensitivity to
cultural
differences



enhances relationships and
performance in
multicultural situations


Cultural Intelligence

Cultural Intelligence



Multiple Intelligences



More than General Mental Ability



Emotional Intelligence (EQ)



Cultural Intelligence (CQ)




CQ = State
-
Like Capability



That can be enhanced by training and
experience

Cultural Intelligence


CQ
-
Strategy


Making sense of multi
-
cultural
experiences



CQ
-
Knowledge


Understanding cultural similarities and
differences



CQ
-
Motivation


Channeling attention toward other
cultures



CQ
-
Behavior


Verbal and non
-
verbal flexibility to fit different cultures

CQ
-

Strategy


CQ
-
Strategy is a person’s capability to make sense of
inter
-
cultural experiences.


acquire
and understand cultural knowledge.


Reflect on own
thought processes and those of
others.


Includes


strategizing
before an inter
-
cultural encounter,


checking
assumptions during an encounter, and


adjusting
mental maps when actual experiences
differ from expectations.

CQ
-

Knowledge


CQ
-
Knowledge is a person’s understanding of how
cultures are similar and how cultures are different.


reflects
general knowledge structures and mental
maps about cultures.


Includes


knowledge
about economic and legal systems,


norms
for social interaction, religious beliefs,
aesthetic values, language in different cultures,
and cultural values.

CQ
-

Motivation


CQ
-
Motivation is a person’s capability to channel attention
toward experiencing other cultures and interacting with
people from different cultures.


Reflects


magnitude
and direction of energy applied toward
learning about and functioning in cross
-
cultural
situations.


Includes


intrinsic
value people place on culturally diverse
interactions
and


sense
of confidence that they can function effectively
in settings characterized by cultural diversity.

CQ


Behavior


CQ
-
Behavior is a person’s capability to adapt
behavior so it is appropriate for different cultures.


Reflects


verbal
and non
-
verbal flexibility.


Includes


a
flexible repertoire of behavioral responses that
are appropriate to a variety of situations and


capability
to modify both verbal and nonverbal
behavior based on those involved in a specific
interaction or in a particular setting.

So, where is it exactly that we’re going together?


And I don’t mean simply in terms of geography…but
let’s start there…

Who are the Qatari?


Bedouin


trace descent from
nomads of Arabian Peninsula


Hadar



mostly descend from
migrants from present
-
day Iran,
Pakistan and Afghanistan


Abd



literally means “slaves”;
descend from slaves from east
Africa.


Source:
Fighali
, 2007

All Qatari
citizens

Who lives in Qatar?


About 1.5 million males and about 350 thousand
females


About 300,000 Qataris with the rest…


20% other Arab nations


20% Indian


13% Nepali


10% Filipino


7% Pakistani


5% Sri Lankan


5% other


Source:
Fighali
, 2007

20% Qatari

80% Immigrant

What are “their” values?


The basic values most commonly


Collectivism,


In
-
group, Interdependence, Shame


Hospitality


Prestige, Checks
-
and
-
Balances


Honor


Face
-
saving


Influence of Bedouin values remains strong, despite the
fact that around 90% of the population in the region
presently resides in villages or cities


Source:
Fighali
, 2007

What are some traits of
communication?


Indirect


high
-
context


Elaborate


expressive


Affectiveness


Emotional (rather than logical)



Source:
Fighali
, 2007


What influences Qatari leadership?


Islamic values


Bedouin traditions


Oil (and Gas) wealth


Expatriates/immigrant labor force


Globalization


Source:
Abdalla
, 2001

Qatar: Opportunities and challenges


In 2010, Qatar was the fastest growing economy in the
world with a real GDP growth rate of 19.40 percent.



Since 2008, Qatar has been consistently ranked among
the top three fastest growing economies in the world.


Qatar's oil and natural gas industries account for 50
percent of GDP, 85 percent of export earnings and 70
percent of the government's revenue.



Source: Business Insider

Qatar: Opportunities and challenges


One of the lowest unemployment rates in the world,
with only 0.5 percent of the labor force unemployed.




Qatar’s residents are considered to be the wealthiest in
the world. Qatar’s GDP per capita (PPP) is the highest
in the world at US$88,232.51.

By 2015 it's expected
to rise to US$116,996.84.


Source: Business Insider


Qatar: Opportunities and challenges


Qatar
-

The Global Competiveness Report 2011
-
12


Transition from Factor
-
driven to Efficiency
-
driven economy


Basic Requirements: Ranks 12
th


Institutions, Infrastructure, Macroeconomic Environment, Health and
Primary Education


Efficiency Enhancers: Ranks 27
th


Higher
ed

& training, goods market efficiency, labor market
efficiency, financial market development, technological readiness,
market size



Innovation and Sophistication Factors: Ranks 16
th


Business sophistication, innovation



Source: The Global Competiveness Report 2011
-
12, World
Economic Forum

Qatar: Opportunities and challenges


“Qatar is developing at an unprecedented speed.
Its rapid spatial development, natural resource use
and exceptionally high population growth are
posing major environmental challenges. In order to
ensure that future generations of Qataris can
sustain the opportunities enjoyed by current
generations, economic development and protection
of the environment must be balanced.”


Source: Advancing Sustainable Development, Qatar National Vision
2030

Qatar: Opportunities and challenges

1.
Modernization and preservation of traditions;

2.
The needs of this generation and the needs of
future generations;

3.
Managed growth and uncontrolled expansion;

4.
The size and quality of the expatriate
labour

force and the selected path of development; and

5.
Economic growth, social development and
environmental management.


Source: Advancing Sustainable Development, Qatar National Vision 2030


Concluding Thoughts


Culture Report


Reasons for and approaches to “Pitch” assignment


Reasons for and approaches to “Comparative”
assignment

Concluding Thoughts


What does a ‘successful experience’ look like to
you?


How will you ensure a ‘successful experience’ for
yourself?


What role(s) do your peers play in helping you
have a ‘successful experience’?