TAILIEUCHUNG - Lecture Organizational behavior: Key concepts, skills & best practices (5/e): Chapter 3 - Angelo Kinicki, Mel Fugate

Chapter 3 - Developing global managers. After reading the material in this chapter, you should be able to: Describe a global mind-set, and explain how to build its three-component forms of capital; identify and describe the nine cultural dimensions from the GLOBE project; describe the differences between individualistic cultures and collectivist cultures. | Developing Global Managers Chapter Three After reading the material in this chapter, you should be able to: Describe a global mind-set, and explain how to build its three-component forms of capital. Identify and describe the nine cultural dimensions from the GLOBE project. Describe the differences between individualistic cultures and collectivist cultures. After reading the material in this chapter, you should be able to: Demonstrate your knowledge of the distinctions between high-context versus low-context cultures and monochronic versus polychronic cultures. Explain what the GLOBE project has taught us about leadership. Identify an OB trouble spot for each stage of the foreign assignment cycle. Cultural Influences on Organizational Behavior Ethnocentrism Ethnocentrism belief that one’s native country, culture, language, and behavior are superior to all others. Becoming Cross-Culturally Competent Cultural intelligence ability to .

• Quản trị kinh doanh
• Organizational behavior
• Lecture Organizational behavior
• Managing people
• Organizational effectiveness
• Developing global managers
• Project GLOBE
• Organizational behavior theory
• Organizational culture
• Organizational structure
• Leading organizational change
• The unfreezing stage
• Individual behavior
• Organizational context
• Organizational design
• Management in organizations
• Leadership in organizations
• Internal locus
• Outcomes of stress
• Script schemas
• Person schemas
• Job satisfaction
• Emotional intelligence
• Motivation theories
• Needs theory
• Individual motivation
• Performance management cycle
• Formal teams
• Informal groups
• Team performance
• The team building process
• Decision making
• Moral dilemma
• Conflict in organizations
• Negotiation in organizations