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V Globalization and its historical background
V Effects of globalization
V What is an Organization
V Effects of globalization on organizations
V What is Project GLOBE
V Globalization means ³International Integration³.

V It is the process of unification of the whole world, which

can be in terms of:
 Economic unification
 Social unification
 Cultural unification
 Technological unification
and much more«««
V Globalization is not new phenomena. For thousands of
years, people and civilizations have been buying from and
selling to each other in lands at great distances, such as
through the famed Silk Road

V The advent of globalization can be divided into 3 eras :

 Pre-World War Era
 During World Wars
 Post world War Era

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 group of 2 or more people who work together in a
structured way to achieve a specific set of goals.
For example -: a musical group, a cricket team or a civic
organization etc.

0 What is a Goal ?
Purpose that an organization strives to
achieve.
0 It can vary from entertaining an audience
to selling a product ± depends on the
organization
The advent of Globalization has entirely changed the way
in which an organization performs. Some of these are:
0 Change in Planning strategy
0 Change in Leadership strategy
0 Change in Structure

The various factors which resulted in these changes are:

0 Cross cultural differences
0 Workforce diversity
0 vailability of level playing field
0 Emergence of global managers
V Going global requires ´an assessment of your
plansµ.
V There isn·t a è
 

èstrategy
V Ô ery business requires approaches that should be
backed by


 





 

  

V ëor example: Case of Apollo International in China
(2002)
V Ômergence of Global Managers
V 



A manager who can understand
and respond to the needs of International Business
V rey attributes of a Global Manager:
 Geocentric mindset
 Sensiti ity to different cultures
 Mental toughness
 Thorough understanding of company's corporate purpose
 Interpersonal and communication skills
 Willingness to tra el frequently
V Selection of a manger depends on the type of
market also.
Î Ômerging markets ëlexibility, entrepreneurship
Î áarge markets Strong public relations skills
Î Slow growing markets methodical approach, analytical
V 3

acquired knowledge used to interpret
experience and generate social beha ior ; it is
acquired by


 and  

V j  
Similarities and differences
among employees in terms of age, cultural
background, physical abilities and disabilities, race,
religion, sex, and sexual orientation.

V Difficulties in policy designing & implementation

V Dimensions of Organizational Culture gi en by

Geert Hofstede:
ü
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Structural changes

Process changes

Human resources change

V GáOBÔ stands for ¶ Global áeadership & Organizational
Beha ior Ôffecti eness ¶ ² a cross cultural research effort.

V Concei ed by Robert J. House in 1991, GáOBÔ in ol es :

0 170 ¶country co-in estigators·
0 62 Societal cultures & 10 Societal Clusters
0 Collection of data from 17,300 middle managers from 951 organizations
0 27 research hypothesis were tested

V 3 phases of GáOBÔ research project :

0 Phase I - the de elopment of research instruments
0 Phase II - assessed nine cultural dimensions, of both societal and
organizational cultures & their impact on societal cultures
0 Phase III - Study of effecti eness of specific leader beha iors on
subordinates· attitudes and performance.
V  
3
 - All the business-oriented
societies ranging from Albania to Zimbabwe are
di ided into 62 groups
V ëurther grouped into 10 Societal clusters
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V X3





ù Performance Orientation
ù Uncertainty A oidance
ù Humane Orientation
ù Gender Ôgalitarianism
ù ëuture Orientation
ù Power Distance
ù Institutional Collecti ism
ù In-Group Collecti ism
ù Asserti eness
V conceptualized in two ways: O
 or  
and w
 or