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Tanaz MozafariKhaled AlmahasinJasper Vale

Cultures & Organizations By Geert Hofstede & Gert Hofstede

Chun Chieh YangSalpy Dombourian

Becoming a Manager How New Managers Master the Challenges

of Leadership

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Introduction

First-line management has the most frequent reports of incompetence, burnout and attrition.

Human and financial cost is high in both organization and individuals

Transition to management is not known– Challenges– Learning Gap

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Transition to Management...

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The New Managers

Managers are in sales and marketing– Formally in charge of the organization– Securities and computer company firms

All are previous individual contributor– Performs specific tasks for the organization

From Fortune 500 corporation– Undergoing significant changes

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Findings

The transition is not limited to learning competences and building relationship

New managers experienced coping with stress, letting go of attitudes and habits and experimenting with new way of thinking and being.

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Findings

Transformation of Identity

From To

A specialist and doer. Directly performs specific technical tasks. Strongly identified with those tasks.

A generalist and agenda-setter. Orchestrates diverse tasks, including finance, product design, and manufacturing or organization. Strongly identified with a business or the management profession.

An individual actor. Gets things done mostly by one's own efforts. Strongly identified as relatively independent.

A network builder. Gets things done through others, including subordinates over whom one has formal authority. Strongly identified as highly interdependent.

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Findings

It was possible to distinctly conceptualize the four task – managers learned them simultaneously

Most of the new managers in the study were successful

One manager summed-up that it was hell

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Findings

New managers mastered four task of transformation– Learning what it means to be a manager– Developing interpersonal judgment– Gaining self-knowledge– Coping with stress and emotion

Expectations were incomplete and simplistic

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Learning What It Means to Be a Manager

Managers grappled with three critical sets of problems– How to reconcile their initial expectations of

management with the realities of a manager’s daily life.

– How to handle the numerous conflicts with their subordinates

– How to make sense of and meet their superior’s ambitious demands

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What it means to be a manager...

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The Managerial Role

Initially, new managers has no idea what they are getting themselves into.

Managerial roles is complex and demanding– Juggle diverse ambiguous responsibilities– Enmeshed in web of relationships with people who

often make conflicting demands Develop and continually update agendas for the

work unit which require cooperative relationships

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A Constellation of Expectations

Open-ended questions– How would you described the manager’s job?

– What is the manager supposed to do?

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A Constellation of Expectations

Managers and those in their network saw the managerial role differently

Subordinates made light on the managers’ formal authority and stressed the managers’ role as working through or with others.

Superiors had the most comprehensive view of being manager

Each group had it’s own frame of reference

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The New Managers’ Expectations: Manager as Boss

What It Means to Be a Manager: A Conceptual ModelManagerial Role Constituency

  New Managers Subordinates Superiors Peers

Agenda setting        

Financial X   X  

Business X X X  

Organizational   X X  

Network building        

Subordinates X X X  

Superior     X  

Peers     X X

External others     X  

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The New Managers’ Expectations: Manager as Boss

New managers focused mainly on decisions about sales and business, not people.– Speak routinely of two kinds of people-

management decisions: hiring and firing subordinates

– No awareness of actions that might affects relationships

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The New Managers’ Expectations: Manager as Boss

Setting Agendas – Manager as sales leader.

• First obligation is to provide “opportunity”

• Second is to come-up with sales ideas

• Tricks of the trade on how to sell

• Medium and long-term planning

Subordinates and superiors have different priorities

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The New Managers’ Expectations: Manager as Boss

Building Networks – Manager as supervisor

• New managers defined by their responsibilities, not their relationships

• Had no sense of what they were supposed to give up; however, most identified their newly acquired responsibilities

– Manager as administrator• Besides authority, administration was identified as a routine

communication activities such as paperwork and exchange of information

• Concerned with autonomy and constraints

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The New Managers’ Expectations: Manager as Boss

Building Networks – Manager as politician

• New managers were uneasy on establishing relationships with superiors and peers.

• Identified the boss’s agenda as an imposed one• Had nothing to say about peer relationship and

identified as an administrative role

– Networking was tolerated as a necessary evil, “keeping the administrative monkey off your back”

– Most new managers hoped to spend little time

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How to file a complaint...

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Subordinates’ Expectations

Manager as People ManagerManager as Sales LeaderManager as OrganizerManager as a Team LeaderManager as Liaison

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Manager as Liaison

Be as a representative of the unit Build and maintain relationships with

outsiders Protect subordinates from illegitimate or

unnecessary requests from outsides

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Manager as a Team Leader

Create a healthy office climate Do not think as a manager, but a leader Be counselor of sorts and solve personal

problems

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Manager as Organizer

Design and maintain an efficient and stable organization

Be good at selecting people and training them to work

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Manager as Sales Leader

Provide opportunity by distributing clients or territories and establishing quotas

Give direction and information about what works and takes the problems away

Plan marketing strategy and approach Set the long-term goals while subordinates

concentrate on meeting the short-term goals Be proactive

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Manager as People Manager

Managers get things done through others Managers are in the business of people

management Managers support subordinates who are

responsible for the tasks Managers create a positive working

environment

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SUPERIORS’ EXPECTATION :

The most comprehensive and accurate view They were managers themselves Recalling how “wrong and naive” they had

been “New world”

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Superiors’ Expectation

Manager as Boss Manager as Business person Manager as Team leader Manager as Integrator Manager as Administrator

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Manager as Boos New Manger perspective

Privileges (with formal authority)

Power to control Short term plan

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Manager as BoosSuperior’s Expectation

Formal authority and decision-making responsibility

Responsible for everything (rises and falls)

Duties, accountability Act like they own the business Planning for the long time. (long

term goal)

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Manager as Businessperson Superior’s Expectation

Responsible for financial ,business and organizational matter

Make trade-offs and manage the resulting risks

Take the broad point of view (owned the business)

Formulate and follow a well-thought-out plan (time and experience)

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Manager as Team leader Superior’s Expectation

Build and manage relationships with their subordinates and outside their unites

Create team spirit, good mood

Communicating and motivating (exceptional

manager)

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Manager as Integrator Superior’s Expectation

Responsible for understanding the needs of people outside their units

Communicate these needs to their subordinates

Negotiate their units’ interest with those of others

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Manager as Administrator Superior’s Expectation

Designed to integrate the manager into the organization

Fulfill their administrative responsibilities (protect reputation and capital)

Way of communicating with others Rest of the organization informed

manager about its priorities and feelings

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PEER EXPECTATIONManager as negotiator

PEER? Associates (other functional areas and in the corporation or regional office)

Look as a formal representative (paid little attention)

Dependent to communicate (needs, subordinate)

Understand their place in the organization ,meeting, building relations. Predict that they are not appreciate them (contribution made to the organization or

how to utilize them effectively) Provide information and resources (manager responsible, clear) Conflicts frequently arose between themselves and subordinate (to meet

customer request, ask peers to make an exception)

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Concluding RemarksWhat being a manager meant

Learning how to be a Manager is a Formidable task

Have to act as a manager before understanding what is the roles!

They do not know what they have to learn

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How will you look for something when you don’t in the least know what it is???

New Manager discover what they were looking for….

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Reconciling Expectations

Initial framework:

formal authority (responsible in financial and business matters)

Power and control Getting things done

through people Networking (build)

First year framework:

understand what being a Manager meant

Rethink the managerial role

Expect some overload, ambiguity in the managerial role

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LearningThey learning is iterative ( revisit some issues, frame

work developed) First: the manager’s daily life

Second: subordinates’ expectations (getting work done from them)

Third: superiors’ expectations (understand the opportunities and constraints of being

the formal authority)

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First: the manager’s daily life Their expectations the realities

Managerial role are distinct that of the individual contributor They did not feel that they knew what they were doing? Feeling of anxiety and uneasiness “Managing is not at all like producing”?

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First: the manager’s daily life

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First: the manager’s daily life

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First: the manager’s daily life

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Cultures & Organizations By Geert Hofstede & Gert Hofstede

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12 Angry Men

Synopsis:12 jury members have to decide on the guilt or innocence of a boy from a New York slum

area who is accused of murder.

Movie clip of prejudices that exist within society.

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12 Angry Men

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Different Minds but Common Problems

The world is full of confrontations with people, groups & nations who think, feel, and act differently. These same people are exposed to common problems that demand cooperation for their solution:

– Threats of nuclear warfare – Global warming

– AIDS– Ocean pollution

– Terrorism

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Culture as Mental Programming

Mental programs are patterns of thinking, feeling, & acting or “Software of the Mind” (books subtitle).

Vary by the social environments in which they are acquired:

– Reactions given one’s past & life experiences– Programming begins within the family– Where one grew up (neighborhood, school, friends)

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Culture Customary term for mental software is culture Hofstede describes culture as “ the collective

programming of the mind that distinguishes members of one group or category of people from others.”  

Culture is learned, not innate – derived from one’s social environment rather than one’s genes.

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Culture

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Class Exercise

Cultural differences can be exemplified as follows:– ____ will indicate “Yes” by shaking their heads. The same gesture

in the west signifies “No”.

– ___like eye contact. ___want to avoid direct glances

– ____ like to have supper at around 10 p.m.

– “On time” in ____ can mean up to 30 minutes late in arriving for a meeting. On the other hand, being 30 minutes early in _____ is considered on time.

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Three Levels of Uniqueness in Mental Programming

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Three levels of Uniqueness in Mental Programming

Human Nature: Inherited in one’s genes– Human ability to feel fear, anger, love, joy, sadness, the need to

associate with others.– What one does with these feelings are modified by its culture.

Personality– Based on traits partly inherited within the individuals unique set

of genes & partly learned (modified by the influence of culture & personal experience).

Culture– Learned from previous generations & teaching future generations

what one has learned oneself.

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Cultural Relativism

Alien cultures are often pictured in moral terms, as better or worse.

There is no scientific standards that one culture is intrinsically superior or inferior to those of another.

Cultural relativism implies suspending judgment when dealing with groups or societies different than one’s own.

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Cultural Relativism

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Manifestations of Culture

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Shows how cultural differences manifest themselves.

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Symbols

– Words, gestures, pictures, or objects that carry a particular meaning.

– i.e. dress, hairstyle, flags, status symbols

Heroes – Persons alive or dead, real or imaginary who poses

characteristics that are highly prized in a culture.– (U.S.)

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Manifestations of Culture

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Rituals– Collective activities considered a social essential– i.e. greeting and paying respect to others, social and

religious ceremonies. Values

– Core of culture framed by values• i.e. evil vs. good

dirty vs. cleandecent vs. indecentmoral vs. immoralugly vs. beautifulabnormal vs. normal

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Manifestations of Culture

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Layers of Culture

National level Regional, ethnic, religious and linguistic

affiliation level Gender level Generation level Social class level Employed, organizational, departmental and

corporate levels

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Culture Change: Changing Practices, Stable Values

Our world is changing The world Wide Web made our world

smaller

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Stable value

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Prehistory of Culture

Modern humans have existed for more than 100,000 years.

Remarkable difference between the societies of chimpanzees and bonobos.

Population exchanges all the time. Early humans also lived as hunter-

gatherers.

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Sources of Cultural Diversity and Change

Major impacts of forces of nature and forces of humans caused culture changes.

Cultural diversity- 1. New natural environments

2. Collective migrations to different environments

3. Trade

4. Military conquest

5. Missionary zeal

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Collective Migrations to Different Environments

Famines Owing to climate changes Overpopulation Political mismanagement Natural disasters

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National Culture Difference

Colonial system Nations should not be equated with

societies

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Strong Forces toward Further Integration

One dominant national language Common mass media National education system National army National political system National representation in sports events with a

strong symbolic and emotional appeal National market for certain skills

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National Cultures or National Institutions?

Different countries have different institutions

European Union has experienced on many occasions

U.S. style

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National Management Cultures

If we want to understand national manager’s behavior, we have to understand their societies.

We also need to know something about their behavior as consumers and their beliefs.

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References

Hill, Linda A. Becoming a Manager: Mastery of a New Identity. New York: Penguin Books, 1993. ISBN 0-14-017920-8. (Copyright held by President and Fellows of Harvard College; originally published by Harvard Business School Press, 1992)

Hofstede, Geert. Cultures and Organizations: Software of the Mind. New York: McGraw-Hill, 1997. ISBN 0-07-029307-4. (Author is with the Institute for Research on Intercultural Cooperation, University of Limburg at Maastricht, The Netherlands)

www.youtube.com The World Wide Web

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Discussion Questions - Set One:

Hill identifies several sets of expectations and/or roles for a manager. From the perspective of the “average” technical professional, rank the expectations/roles from most to least difficult to fulfill, and justify your ranking.

Hofstede identifies several levels of culture. How might each of these levels impact the ranking?