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1、CHAPTER3INTEGRATIVEMANAGERIA1.ISSUES1.EARNINGOUTCOMES/Mterreadingthischapter,studentsshouldbeableto:3-1.Explainglobalizationanditsimpactonorganizations.32.Discusshowsociety,sexpectationsareinfluencingmanagersandorganizations.33,Discussthefactorsthatleadtoethicalandunethicalbehaviorinorganizations.3-
2、4.Describehowtheworkforceischanginganditsimpactonthewayorganizationsaremanaged.ManagemeIltMythMYTH:Employeesarelessethicaltodaythaninthepast.TRUTH:Ethicalmi!conductisatanall-timelow.SUMMARYThe11cdiamaybeIhecauseofthismyth.Topicslha(arepublicizedarenotalwaysinlinewithcurrentpraciices.TheideaIha1.“goo
3、dnewsdoesntsellnewspapers/hassometruthtoit.Theissueofemployeesbehavingethicallyisanimportantonetortodapsmanagers.IIowever,managersalsofaceotherimportantissuesassociatedwithglobalizationandwithemployingandengagingadiverseglobalworkforce.Becauseeachofthesetopics-diversity,globalizalion.andehicssocialr
4、esponsibility-areintegratedthroughoutmanyaspectsofwhatmanagersdoandhowtheymanage,we,regoingtolookcloserattheseintegrativemanagerialissuesinthischapter.TeachingTip:Discussthiscasewithstudents,askingthem:Haveyouseenanyunethicalconductinyourworkplaceandifso.howwasthishandled?I.VVHTISG1.OBA1.IZATIONANDH
5、OWDOESITAFFECTORGANIZATIONS?A. Introduction1. Managementisnolongerconstrainedbynationalborders.a) MiyoreventssuchascatastrophicnaturaldisastersandtheglobaleconomicmeltdownofthePaSlfewyearshavecreatedchallengesformanagersdoingbusinessglobally.b) BMW.aGerman-ownedfirm,buildsCarSinSouthCarolina.c) McDo
6、naldssellshamburgersinChina.d) Theworldhasbecomeaglobalvillage,aIxnindarjtIcssworldwheregoodsandscr,iccsarcproducedandmarketedworldwide.2. Tobeeffectiveinthisboundarylcssworld,managersneedtoadapt.B. WhatdoesitmeantoBeGlobal?1. Organizationsarcconsideredglobaliftheyexchangegoodsandserviceswithconsume
7、rsinothercountries.Thismarketplaceglobalizationisthemostcommonapproachtobeingglobal.2. Manyorganizationsarcconsideredglobalbecausetheyusemanagerialandtechnicalemployeetalentfromothercountries.3. Anorganizationcanbeconsideredglobalifitusesfinancialsourcesandresourcesoutsideitshomecountry,alsoknownast
8、lnancialglobalization.C. HowDoOrganizationsGoGlobal?1. AnorganisationgoingglobaltypicallyproceedsthroughstagesasshowninExhibit3-1.2. Thefirststeptowardgoinginternationalmaystartwithglobalsourcing(alsocalledglobaloutsourcing),whichispurchasingmaterialsorlaborfromaroundtheworldwhereveritisthecheapest.
9、a)Ascompaniesthinkaboutthebestplaces(odobusiness,theyfacechoicesofoffshore,onshore,ornearshore.Then,asacompanytakesthatnextstepingoingglobal,eachsuccessivestagebeyondglobalsourcingrequiresmoreinvestmentandthusentailsmoreriskforeachorganization.3. Thenextstepmayinvolveexporting-makingproductsdomestic
10、allyandsellingthemabroad.4. Anorganizationmightdoimporting,oracquiringproductsmadeabroadandsellingthemdomestically.a)Bothusuallyentailminimalinvestmentandrisk.5. 1.icensingorfranchising,involveoneorganizationgivinganotherorganizationtherighttouseitsbrandname,technology,orproductspecificationsinretur
11、nforalumpsumpaymentorafee.a)Theonlydifferenceisthatlicensingisprimarilyusedbymanufacturingorganizationsthatmakeorsellanothercompanysproducts,andfranchisingisprimarilyusedbySerVieeorganizationsthatwanttouseanothercompanysnameandoperatingmethods.6. Directinvestmentsmayinclude:a) Aglobalstrategicallian
12、ce-apartnershipbetweenanorgani41lionandaforeigncompanypartnerorpartners.b) JointventuresareaspecificIypeofstrategicallianceinwhichthepartnersformaseparate,independentorganizationforsomebusinesspurpose.1) ThesepartnershipsProVidCarelalivdyeasywayforcompaniestocompeteglobally.c) AoreignSUbSi(IiHryiSas
13、eparatearlindependentfacilityoroffice.Thegreateslcommitment(andrisk)occurswhentheorganizationseisupaforeignsubsidiary.D. WhatAretheDifferentTypesofGiohalOrganizations?1. MultinationalcompaniesorMNCsareanytypeofinternationalcompanyIhalnainlainspe11lionsinrnuhiplecountries.a)CompaniessuchasJohnDeere,F
14、ord,andSonyareexamples.2. TypesofMNCs:a) Amltidomesticcorporation-decentralizesmanagementandotherdecisionstothelocalcountrywhereitisdoingbusiness.b) Transnationalorborderlessorganization-companiesthatuseanarrangementthateliminatesartificialgeographicalbarriers.c) GlobalCorporation-centralizesitsmana
15、gementandotherdecisionsinthehomecountry.E. WhatDoManagersNeedtoKnowAboutManaginginaGlobalOrganization?1. Aglobalworldpresentsnewchallengesformanagers.aU.S.managersinthepastheldaratherparochialviewoftheworldofbusiness.b)Parochialismisanarrowfocusinwhichmanagersseethingsonlythroughtheirowneyesandfromt
16、heirownperspectives.IThisviewcan,tsucceedinaglobalvillage,norisitthedominantviewheldtoday.2Tallcountrieshavedifferentvalues,morals,customs,politicalandeconomicsystems,andlaws,allofwhichcanaffecthowabusinessismanaged.3) Organizationalsuccesscancomefromavarietyofmanagerialpractices.4Forexample,statusi
17、sperceiveddifferentlyindifferentcountries:(1) InFrance,statusistheresultoffactorsimportantto(heorganization.(2) IntheUnitedSlates,statusismoreafurwtionofwhatindividualshavepersonallyaccomplished.2. Couniriesalsohavedifferencesinheirlaws:a) InIheUnitedStates,lawsguardagainstemployerstakingactionagain
18、stemployeessolelyonthebasisoanemployeesage.b) Similarlawsdonotexistinallothercountries.3. Viewingtheglobalenvi11nnenlfromanysingleperspectivemaybepotentiallyproblematic.4. Anappropriateapproachisrecognizing(heculturaldimensionsofacountrysenvi11nment.5. AstudyofIhedifferencesofculturalenvironmentswas
19、conductedbyGeerlHofs(ede.FromthePasttothePresentHofstcdcinthe1970sand1980surveyedover116.(XM)employeesinfortycountriesallofwhomworkedforIBM.Hofstcdcfoundthatmanagersandemployeesvaryonthefollowingfivevaluedimensionsofnationalculture:1. Powerdistance.2. Individualismversuscollectivism.3. Quantityoflif
20、eversusqualityoflife.4. Uncertaintyavoidance.5. 1.ong-termversusshort-termorientation.(1) High:Sain.UnitedStates,andGreece(2) M(!erale:Egypt,Ireland,andPhilippines(3) Iw:Sweden.NewZealand,andSwitzerland2) Futureorientation(1) High:Denmark,Canada,andNeiherlands(2) Moderate:Slovcnia1Egypt,andIreland(3
21、) 1.ow；Russia.Argentina,andPoland3) Gcndcrdifferentiation(1) High:SouthKorea.Egypt,andMorocco(2) Modcnitc:Italy.Brazil,andArgentina(3) 1.ow:Sweden.Denmark,andSlovenia4) Uncertaintyavoidance(1) High:Austria.Denmark,andGermany(2) Moderate:Israel.UnitedStates,andMexico(3) 1.ow:Russia.Hungary,andBolivia
22、5) Powerdistance(1) High:Russia,Spain,andThailand(2) Mixlerate:England.France,andBrazil(3) 1.ow:Denmark.Netherlands,andSouthAfrica6) IndiVidUaliSnl/collectivism(1) High:Greece,Hungary,andGennany(2) Mixierate:HongKong,UnitedStales,andEgypt(3) 1)w:Denmark,Singapore,andJapan7) In-groupcollectivism(1) H
23、igh:Egypl,China,andMorgCO(2) Mw:Germany,Spain,andFranceb) TheG1.OBEstudyconfirmsIhalHofsledetSoriginaldimensionsarestillvalid,arihasaddedsomeadditionaldimensions.c) Italsoprovidesuswithanupdatemeasureofwherecountries11eoneachdimension.dWecanexpectfuturecross-culturalstudiesofhumanbehaviortoincreasin
24、glyuseheG1.OBEdimensionstoassessdifferencesbetweencountries.II. VVHTDOESSOCIETYEXPECTFROMORGANIZATIONSANDMANAGERS?A. Introduction1. TOMSShoeshasauniqueideatopromotecorporatesocialresponsibility.ForeachpairofshoesitsclKitdonatesapairtoachildinneed.FoundedbyBlakcMycosklc.whoexperiencedfirsthandtheinju
25、riesthatchildrensufferwhentheyhavenoshoes,thebusinessconceptisoneofmixingcharilywithcommerce.2. ForBlakcMycosklc,theabilityforTOMStoprcluccaprofitisjustasimportantashisCommitinenltosocialresponsibility.TliequestionforTOMSconcernstheirabililytoslayprofitableandstillbesociallyresponsible.B. HowCanOrga
26、nizationsDemonstrateSociallyResponsibleAction?1. Socialresponsibility(alsoknownascorporatesocialresponsibility(CSRhisabusinesssintention,beyonditslegalandeconomicobligations,todotherightthingsandactinwaysthatarcgoodforsociety.a)Thisdeflnilionaratesocial心POnJiibiEysurfacedinthe196OSwhensocialactivist
27、squestionedthesingulareconomicobjectiveofbusiness.2. Managersarenowregularlyconfrontedwithdecisionsthathaveadimensionofsocialresponsibility.3. ArgumentsforandagainstsocialresponsibilitycanbeseeninExhibit3-2.4. Fewte11nshavebeendetnedinasmanydifferentwaysassocialresponsibility.Socialresponsibilitycan
28、include:philanthropy,pricing,employeerelations,resourceconversation.ProdUelquality,anddoingbusinessincountrieswithoppressivegovernments,etc.5. AmajorityofSlUdieShavetbundapositiverelaiionsliipbetweensocialinvolvementandeconomicperformance,butsomecaulioninthisregardisnecessarj,becauseofmethodological
29、questionsassociatedWiIhIheneasureme11ofsocialresponsibilityandeconomicperformance.D. WhatIsSustainabiIityandWhyIsIlImportant?1. ManycompanieshaveannouncedplanstomovetomoreenvironmentallysustainableproductsandservicesincludingWalmartsplantoremove2()millionmetricionsofgreenhousegasemissionsfromsupplyc
30、hains.2. Sustainabilityhasbecomeamainstreamissueformanagers.Managinginasustainablewayincludeswideningcorxrateresponsibilitynotonlytomanaginginanefficientandeflectiveway.butalsotorespondingstrategicallytoawiderangeofenvironmentalandsocietalchallenges.3. Sustainabilityhasbeendefinedasacompanysabilityt
31、oachieveitsbusinessgoalsandincreaselong-termshareholdervaluebyintegratingeconomic,environmental,andsocialopportunitiesintoitsbusinessstrategies.4. FollowingsustainabilitypracticesisonewayinwhichorganizationscanshowCustonwrstheirCOmmiUnenttobeingresponsible.III. VVHATFACTORSDETERMINEETHICA1.ANDUNETHI
32、CA1.BEHAVIORS?Thetermethicsreferstoprinciples,values,andbeliefsthatdefinewhatisrightandwrongbehavior.A. InWhatWaysCanEthicsBeViewed?1. TheUtilitarianView:Whatactionprovidesthegreatestamountofgoodforthegreatestnumberofpeople?2. TheRightsView:Humanbeingshavecertainmoralentitlementsthatmustberespecteda
33、lalltimes.3. TheoryofJusticeView:BenefitsandburdensareCqUitablydiSlribUled.Thegoalistobeequitable,fair,andimpartialinmakingdecisions.4. Individualethicsalsodependonseveralfactors.TheSefactorsincludeanindividualsmorality,values,personality,andexperiences;theorganizationsculture:andtheethicalissuebein
34、gfaced.B. HowCanManagersEncourageKthicalBehavior?1. Hireemployeeswithhighethicalstandards,establishcodesofethics,leadbyexample,linkjobgoalsanderfonnanceappraisal,provideethicstraining,andimplementprotectivemechanismsforemployeeswhofaceethicaldilemmas.Bythemselves,suchactionswonthavemuchofanimpact.Bu
35、tifanorganizationhasacomprehensiveethicsprograminplace,itcanpotentiallyimproveanorganizationsethicalclimate.2. Acodeofethicsisaf(11nalstatementofanorganizationprimaryvaluesandtheethicalrulesitexpectsemployeestofollow.Inaddition,decisionrulescanbedevelopedtoguidemanagersinhandlingethicaldilemmasindec
36、isionmaking.3. Topmanagementsleadershipandcommitmenttoethicalbehaviorisextremelyimportantsincetheculturaltoneforanorganizationisestablishedbyitstopmanagers.Exhibit3-3containssuggestionsforbeinganethicalleader.4. Employeesjobgoalsshouldbetangibleandrealistic,becauseclearandrealisticgoalsreduceambigui
37、tyandmotivateratherthanpunish.Jobgoalsareusuallyakeyissueintheperformanceappraisalprocess.5. Ifanorganizationwantsemployeestoupholdhighethicalstandards,thisdimensionmustbeincludedintheappraisalprocess.Performanceappraisalsshouldincludethisdimension,ratherthanfocusingsolelyoneconomicoutcomes.6. Ethic
38、strainingshouldbeusedtohelpteachethicalproblemsolvingandtopresentsimulationsofethicalsituationsthatcouldarise.Attheleast,ethicstrainingshouldincreaseawarenessofethicalissues.TechnologjandtheManagersJobTheEthicsofDataAnalyticsEvcr)ftimeyouclickonanythinginFaCCbOokordoasearchinGooglcorpurchaseanything
39、onAnlaZOnorpostanythingonInstagram,dataisbeingcollectedaboutyou.technologyhasevolvedtothepointwherecompaniescancapturedataaboutconsumerhabitsanytimetheyaccessaWebsite,postonsocialmedia,doasearch,orpurchasesomethingonline.ButitsnotjustonexternalWebsitesthatdataisbeingcollectedandanalyzed.Arecentartic
40、leintheWallStreetJournaldiscussedhowcertaincompanieshavebeenanalyzingawidevarietyofdatapointsonemployeestotrytopinpointwhoislikelytoleavetheorganization.Sinceemployeeturnovercostsmoneyandtime,companieswanttotrytogetanearlyhandleonitsomanagerscantakeactionbeforeanemployeeandespeciallyagoodemployeedec
41、idestoleave.StatisticiansanddatascienlislshaveexprejisedmisgivingsHbOUlthelackofethicalguidelinestcrbigdataresearchandanalytics,especiallyonline.JuslbecausewehavebigdatahetechnologyIocollectthesevastamountsOfquantifiableinfo11nalionIhalcanbeanalyzedbyhighlysophisticateddataprocessingshouldwe?Andshou
42、ldorganizations(managers)beusingil?Wheni(wasdiscoveredthatFaCCbOOkhadmanipulatednewsfeedseitherpositivelyornegativelyofmorethanhalfamillionrandomlyselectedusersloSeehowemotionsspreadonsocialmedia,peoplewereoutraged.ButFacebookisnttheonlyonethatmanipulatesandanalyzesuserdata.GoOgHYahoo,Amazon,andHher
43、Nalsomanipulateandanalyzethisdata,allundertheguiseofImprovingtheuserexperience.*Thetechnologyofdataanalyticsitselfisethics-tree;it,sneithergoodnorbad.ButitsinhowthetechnologyisusedthatethicalconcernsCanarise.Ifyourprofessorhasassignedthis,gototheAtocompletethesediscussionc/uestions.TeaChinETips:Ques
44、tionsforstudentstoconsiderWhaldoesimeanthatlhetechnologyofdataanalyticsiselhics-free?HeWc。UldmanagersThiCallVUSebigdaia?IV.WHATISIODAY,SWORKFORCE1.IKEANDHOWDOESITAhEECTHEWAYORGANIZATIONSAREMANAGED?1.Organizationaldiversityisbecomingmorecommoninorganizations,bothdomesticallyandglobally.A.WhatisWorkpl
45、aceDiversity?I.DiversityhasbeenapopularbusinesstopicoverlhelastIwodecades.2.Workforcediversityisdefinedas(hewaysinwhichpeopleinanorganizationarudifferentfromandsimilartooneanolher.B.WhatTypesofDiversityareFoundinWorkplaces?1. Workplacediversitycomesinseveralfb11ns.Alloftheseformshavepotentialramificationsformanagement.SeeExhibit3-4.a) Age1) Withmanyofthenearly85millionbabyboomersstillemployedandactiveintheworkforce,managersmustensurethatthoseemployeesarenotdiscriminatedagainstbecauseofage.2) BothTitleVIIoftheCivilRightsActof1964an
