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44 Cards in this Set
- Front
- Back
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Social Distance |
Degree of emotional connection among team members.
Can be complicated to mitigate mitigate mitigate
determines whether a team is successful |
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Low Social Distance |
When people on a team all work in the same place.
The level of social distance is usually low |
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High Social Distance |
Geographically separated.
Can't easily align
Struggle to develop effective interactions |
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Split Framework |
Used to identify and successfully manage social distance. |
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What are the 5 components to SPLIT framework |
Structure Process Language Identity Technology |
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Structure Framework |
Where is the boss and the majority of the team? Perception of power-imbalance where majority and minority of team members. Majority: resentment toward minority. smaller group will get away with contributing less Minority: majority usurping what little voice and power they have |
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Structure Solution |
3 Messages: Who are we? - team is a single entity despite distance What do we do? - team members share a common purpose and corporate goals I am here for you - frequent leadership contact with those in far locations |
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Purpose Framework |
Build deliberate moments for those not local, make up for limited face time and increase mutual understanding |
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Purpose Solution |
Feedback on routine interaction - actively elicit "reflective knowledge" by checking in Unstructured Time - engage in small talk prior to business discussions - encourage openess. Time to Correct - encourage disagreement about tasks and processes - take heat out of debate. |
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Langauge Framework |
Know who is fluent and less fluent Those most fluent in the lingua franca often exert the most influence Less fluent members become inhibited and withdraw |
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Langauge Solution |
Dial down Dominance - slow speaking pace & use fewer idioms slang terms and esoteric references when addressing group Dial Up Engagement - Less fluent should ensure they are contributing - individually set goals for # of comments. Balance Participation to Ensure Inclusion - keep track of who isn't contributing and deliberately solicit participation from those less fluent |
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Identity Framework |
Know the culture of the people you are dealing with. |
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Identity Solutions |
Global teams workmost smoothly when members “get” where their colleagues are coming from. Avoid making assuptions about what behaviors means. Ask a lot of questions before drawing conclusions. |
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Technology Structure Framework |
Don't rely too much of technology for communications.
Tech can both reduce and increase social distance. |
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Technology Solution |
Should Communication be instant? - Choosing between instant and delayed forms of communication can be challenging Do I need to reinforce the message? - communicate through multiple platforms- ensure message is understood and remembered Lead by Example - team very quickly pick up on leader's personal preferences regarding communication |
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Collaboration - Barriers |
Unwillingness to seek input and learn from others Unwillingness to help Inability to work together and transfer knowledge Inability to seek and find expertise |
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Collaboration - Ways to promote |
Leadership - If not encouraged by leadership then it may becomestagnant Values Goals HR procedures/hiring Knowledge-management procedures Formal collaboration Information and best practices. sharing Anytime resources can be shared is beneficial |
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Collaboration - Importance of having it |
To foster innovation – no longerfocused internally
To open avenues to enter newmarkets Scale – allowing to leverageresources Knowledge – of language, culture,business environment, etc |
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What are some of the challenges that an organizationwill face when attempting to transition from one type of organization toanother?
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Structure /responsibilities
Organizational process/relationships Individual Attitudes and mentalities |
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Administrative Heritage |
The manner in which an organization's history shapes it's day today operations. - “Where to” is influenced by “where from” - Decisions of past dictatewhere you go into the future
Deep rooted internalstructure, processes, information management and cultural inclinations of anorganization. - The history, trends and modus operandiwhen it comes to “how” they manage their business |
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Three Administrative Heritage Archetypes |
Decentralized Federation Org - Heritage of Family management, personal control Coordinated D\Federation Org - Heritage of Professional Management, systems control Centralized Hub Org - Heritage of culturally dependent management practices dominate by group processes |
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Critical issues an org must consider when choosing an offshore location |
Cost Availability of Skills Risk Profile Environment Quality of Infrastructure |
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Cost Issues |
Labor Infrastructure Real Estate Taxes |
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Availability of Skills Issue |
Skill pool Size Vendor landscape |
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Risk Profile Issues |
Events Security IP risk Regulatory |
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Environment Issues |
Government support Living conditions Accessibility Business Environment |
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Key Principles for managing talent in a global org |
Balance global and local needs Align with strategy Be consistent Embed the culture Have all layers of management involved Turn collaboration into action |
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Ways to make innovative effective |
Exploration Cooperation Innovation Roles |
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Innovation: Exploration |
Creativity – novel ideas that meet perceived needs or offeropportunities Idea incubator – a safe harbor where employees can develop ideaswithout interference from company bureaucracy or politics Bottom-up approach – flow of ideas from lower levels |
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Innovation: Cooperation |
Does the firm have the correct level of communication Appropriate level of competition Very hard, especially for global companies-Howdo you make the various locations feel a part of the process |
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Internal coordination |
Horizantal linkage model - simultaneously contribute to new products and technologies |
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External Coordination |
Includescustomers and partners, supplier Openinnovation – commercialization of ideas beyond the organization Crowdsourcing– taps into ideas around the world |
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Innovation Roles |
Managers should: support entrepreneurship activities and foster idea champions Sponsor, approve and protect ideas when critics challenge the concept
NewVenture Teams - move new ventures from ideas into fully functional firm
Skunkworks - small expermental laboratories |
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Local-for-local |
subsidiary-based knowledge development, used primarily in local markets
Risk of duplication, reinventing the wheel |
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Center for Global |
New opportunity sensed in home country, centralized resources brought to bear, implemented globally
Risk of market insensitivity, imperialism |
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Issues to be aware of when considering formation |
Pre-alliance issues:
analysis, negotiation, decision-making Picking the right partners· Post-alliance tasks: coordination, integration, and adaptation |
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Corporate Social Responsibility |
A company’s sense of responsibility toward the community and environment (both ecological and social) in which it operates. |
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How CSR is Expressed |
(1) through waste and pollution reduction processes, (2) contribution of educational and social programs (3) Earning adequate returns on the employed resources |
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Classifications of orgs |
Exploitive Transnational Responsive Transformative |
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Exploitive MNE |
views differences in wages, working conditions and living standards as exploitable opportunities |
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Transactional MNE |
Engages in law-abiding, non-exploitive, commercial interactions |
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Responsive MNE |
Acts in a way that is sensitive and responsive to the needs of all its immediate stakeholders |
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Transformative MNE |
Commits to leading initiatives to bring life-enhancing changes to the broader society |
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Why focus of Poor Markets |
1.Aggregate buyingpower of poor communities is significant though incomes are modest 2.markets have preference for spending surplus income on things that improve quality of life versus saving 3."poverty Premium" - corps w/ economies of scale & efficient supply chains can easily capture mkt share with better highly quality products
4. willing to adopt new tech |
