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Global Leadership - Coggle Diagram
Global Leadership
Motivating Global Talent
Extrinsic vs Intrinsic motivation
internal factors that impel action and external factors that can act as inducements to action.
The 3 aspects of action that motivation can affect are direction (choice), intensity (effort) and duration (persistence)
Dan Pink: autonomy, mastery, purpose
extrinsic motvators for simple tasks, intrinisic for creative & complex tasks
Deci & Ryan: Self-Determination Theory
Competence, Relatedness, Autonomy, like Dan Pink
Cultural perspective on intrinsic motivation (Iyengar & Lepper)
North Americans prefer making decisions by their own; Asians accepting decision by a trusted one
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MBI -->
Mapping
Bridging: engaging, decentering, recentering
Integrating: empowering, anticipating & resolving, building on ideas
managers' theories of subordinates X (extrinsically motivated- majority of managers) and Y (intrinsically motivated), the rewards are much more if theory X but employee shows intrinsic motivation
EXECUTION
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different levels of interdependence (pooled - standardization; sequential - plans and schedules; reciprocal - open communication)
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balancing global integration and local responsiveness
transnational strategy is HIGH HIGH --> Nestlé example
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Senge: systems thinking as discipline to identify interrelationships, patterns of change and underlying structures of complex situations
detail complexity and dynamic complexity, we tend to focus just on the first one
we use systems thinking
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Step 1: Understand the feedback concept: reinforcement / counteraction of actions: Which structures are reoccurring? What pattern can be identified?
Reinforcing feedback process (self-fulfilling prophecy and snowball effect)
Balancing process (given by implicit goals)
Delays
Step 2: Describe interrelationships and patterns of change: after understanding the feedback concept, systems thinking can be used as a language to describe other patterns
Biases: Khaneman
overoptimism, we think we have more control than what we actually have due to:
- anchoring
- competitior neglect
- political pressure
it would be better to use an outsider view approach to make the guess and assumptions more reasonable
Globalization & VUCA; Interdependence, Variety & Ambiguity= Multiplier Effect
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CSR - Comparative advantage of Ricardo, but there are actually losers of globalization, regulation of globalized companies led to slowbalization or Globaloney --> need to compete with integrity
Hawn and Ioannou (2016) that companies benefit from having a balanced approach between internal and external responses to institutional pressures for conducting CSR.
best is combination of past internal + current external
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corporate sustainability
move away from Milton Friedman, do what is economically sound, disregarding people and environment, stakeholder theory vs shareholder
UN Global Compact
GRI
Dow Jones Sustainability Index
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Management innovation is “the generation and implementation of a management practice, process, structure, or technique that is new to the state of the art and is intended to further organizational goals”
example of the assembly line
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HAIER case study: Rendanheyi;
indeoendent micro enterprises, variable ownership also from external; performance measured against a mix of financial KPIs and user value added, remuneration entirely based on performance of micro enterprise (take ownership and accountability)
4 perspectives of management innovation:
- institutional perspective
- fashion perspective
- cultural perspective
- rational perspective
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CHANGE
Global organizational change has been defined as “strategically aligned alterations in patterns of employee behavior within organizations operating across national borders.”
3 types of change situations:
- anticipatory
- reactive
- crisis
1) assessing readiness for change; is it visible? does top management support? who will be the change agents? who will have to change (target group)? and are they willing to change?
2) initiating change and adopting the new behavior; capable change agent is powerful, motivated, has change management skills (analysis, communication, conflict resolution and contextual/cultural intelligence)
3) Reinforcing change
resistance due to:
- lack of communication
- lack of trust
- fail to establish the urgency for change
- ignore change target's self interests (balance benefits and costs)
- low tolerance for change
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Unite your senior team - Delorme
1) establish common ground: a) what business are you in? b) what is your innovation typology? (incremental, adjacent or transformational?) c) what's your growth gap?
2) expose misalignments to avoid groupthink bias
3) get physical
Accelerate - Kotter --> dual operating system
second system dedicated to strategy design and implementation, which uses an agile, network-like structure and a very different set of processes and works in concert with the first to create a dual operating system.
Many change agents, not just the usual few appointees
A want-to and a get-to, not just a have-to mindset
Head and heart, not just head
Much more leadership, not just management
2 systems, one organization - network & hierarchy must be inseparable
Accelerators:
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Formulate a strategic vision and develop change initiatives designed to capitalize on the big opportunity
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Accelerate movement toward the vision and the opportunity by ensuring that the network removes barriers
Celebrate visible, significant short-term wins
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Managing Global Teams
team builders are reciprocal, what to do (task and social processes) and how to be (psychological safety, cohesion and trustworthiness)
Dispersed teams succeed fast, fail slow (Mors)
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Mechanism: sunk costs, escalation of commitment?
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