Global and culture Diversity On Organization Behavior
Understanding the managing global organizational behavior begins with understanding the nature of the differences between national cultures and them tailoring an organization's strategy and structure so that the organization can manage its activities as it expands abroad. To succeed, global companies must help their managers develop skills that allow them to work effectively in foreign contexts and deal with differences in national culture.
A global organization is an organization that produces or sells goods or services in more than one country.
globar companies treat the world as one large market. The presence of the organization in countries other than their home country is so common that local people assume they are domestic companies.
Organizations expand globally to gain access to resources as inputs and to sell outputs. labor costs are lower in many other countries, and raw materials can be obtained more cheaply, due to lower labor costs.
Companies seek the expertise found in other countries (e.g., the design skill of Italian automakers or the engineering skills of German Companies).
A national culture is a set of economic, political, and social values in a particular nation. People who move to a foreign country feel confused and bewildered by the country's customs and will have difficulty adapting. This is known as culture shock. Culture shock can include homesickness, and citizens living abroad tend to buy the national newspapers or frequent stores or restaurants similar to those in the home country.
High Quality and Low-Cost Technology are changing people's jobs and their work behavior. Quality management and its emphasis on continuous process Improvement can increase employee stress as individuals find that performance expectations are constantly being increased. Process re-engineering is eliminating millions of jobs and completely reshaping the jobs of those who remain, and mass customization requires employees to learn new skills.
The e-organization, with its heavy reliance on the Internet, Increases potential workplace distractions. Managers need to be particularly alert to the negative effects of cycle-loafing. In addition, e-organization will rely less on individual decision-making and more on virtual-team decision-making. Probably the most significant influence of e-organization is that it is rewriting the rules of communication. Traditional barriers are coming down, replaced by networks that cut across vertical levels and horizontal units.
An understanding of work design can help managers design jobs that positively affect employee motivation. For instance, jobs that score high in motivating potential increase an employee's control over key elements in his or her work. Therefore, jobs that office autonomy, Feedback, and similar complex task characteristics help to satisfy the individual goals of employees who desire greater control over their work. consistent with the social information processing model, the perception that task characteristics are complex is probably more important in influencing an employee's motivation than the objective task characteristics themselves. The key, then, is to provide employees with cues that suggest that their jobs score high on factors such as skill variety, task identity, autonomy, and feedback.
Workspace design variables such as size, arrangement, and privacy have implications for communication, status, socializing, satisfaction and productivity. For instance, an enclosed office typically conveys more status than an open cubicle, so employees with a high need for status might find an enclosed office increases their job satisfaction.