Leadership And The Competing Values Management Essay

Leadership And The Competing Values Management Essay This chapter has two parts: a management theory part of leadership and the competing values framework that puts the topic of research in context; and the second part provides a background insight on the applied field of research which is newspapering in Yemen. This part of the literature review chapter represents an attempt to dive into the ocean-deep literature on leadership is exerted to provide a theoretical background on this heavily studied domain in management. This argumentative collection and discussion of leadership literature will attempt to provide a quick overview of leadership different definitions and the associated theories that enrich leadership literature. A quick reference to the most important models and tools used in leadership studies will be made and discussed. From the various models, the selected theoretical framework of leadership the (Competing Values for Leadership) by Quinn (1983, 1993, 2006) will be subject of more focused presentation and discussion. The reasons of selecting this model not any other will be explained. This part concludes with reference to effective leadership and the role of leadership in the overall organizational effectiveness. 2. 2.2. Leadership 2.2.2.1 Leadership as an Area of Research Due to the extensive attention, leadership is one of the most extensively researched  areas  in organizational contexts for the significance role leadership play in organizations or at a larger scale in nations. Early studies and theories of leadership provided theoretical frameworks which were used as basis for the following eras of studies. Historically, leadership was studied from different perspectives and the following chronology of major studies and resulted theories: the Personality Traits (1841-1927); the Power and Influence of a Leader (1928-1956); the Behavioral Leadership (1955- 1983), where famous Managerial Grid Model was first presented by Blake and Mouton in 1964; the Situation theory (1943-1978) with a new research model: Open-Systems Model presented by Kats and Kahn in 1978; the Contingency approach to leadership (1964-1989) during which the situational theory presented by Hersey and Blanchard, 1969-1977); the Transactional model (1958-1979);and finally the Transformational approach (1977-1989). This volume of theoretical work is categorized under four generational groups. These are in chronological order: Trait theories, Behavioral theories, Contingency theories, and Transf ormational theories. Across sectional, leadership becomes an interdisciplinary field with contributions from political science, psychology education, history, agriculture, public administration management, community studies, law, medicine anthropology, biology, military sciences, philosophy and sociology. In many of these disciplines, leader ship is now an established subfield (Goethals, et al., 2004 p. xxxiv). These different approaches to leadership across management and organizational literature particularly the researches made in the second half of last century call for different leadership styles, and competencies. However, Hofstede (1980) argued that most process leadership theories share a common factor which is their advocacy for à ¢Ã¢â€š ¬Ã‚ ¦participation in the managers decisions by his/her subordinates participative management' (Hofstede, 1980 p. 56). As referenced above, the past century witnessed a remarkable change in the field of leadership research and the major in-depth wave of studies started in seventies and eighties. Two features stand out when the current situation is compared to that of today. These two features are the greater optimism about the field and its greater methodological diversity (Bryman, 2004). However, the evolution of leadership theories did not stop at this stage, a new era emerged in which researchers attempt to develop a more integrated approach to leadership (Vilkinas, et al., 2006). One of the most important theoretical advancement toward this result is the Competing Values Framework (CVF) for leadership (Quinn, et al., 1981, 1983), (Denison, et al., 1993), (Cacioppe, 1998), (Vilkinas, et al., 2006). 2.2.2.2 Definition of leadership Different scholars come up with different theories and consequently introduce their definition to the term leadership based on their respective areas of study. Leaderships guru, Bernard M. Bass (1990) for instance, considers leadership as one of the worlds oldest preoccupations and that its understanding has figured strongly in the quest of knowledge. Leaders of organizations or nations who were described as effective leaders did not have necessarily the same traits, which poses a challenge to the traits theory, especially when it come to the secondary attributes. Researchers traced the lives of these leaders and came up with general characteristics that distinguish leaders from subordinates. John Gardner, in his book On Leadership by Free Press in 1989, studied a large number of North American organizations and leaders and came to the conclusion that there were some qualities or attributes that did appear to mean that a leader in one situation could lead in another. These characteristics included: Physical vitality and stamina; Intelligence and action-oriented judgment; Eagerness to accept responsibility; Task competence; Understanding of followers and their needs; Skill in dealing with people; Need for achievement; Capacity to motivate people; Courage and resolution Trustworthiness; Decisiveness; Self-confidence; Assertiveness; and finally Adaptability/flexibility (Doyle, et al., 2001). On the contrary, leadership gurus Bass and Stogdill conceive leadership as the focus of group processes, as a matter of personality, as a matter of inducing compliance, as the exercise of influence, as particular behaviors, as a form or persuasion, as a power relation, as a instrument to achieve goals, as an effect of interaction, as a differentiated role, as initiation of structures, and as many combinations of these definitions. Under each phrase above, scholars define leadership, and the handbook defines leadership as à ¢Ã¢â€š ¬Ã‚ ¦ an interaction between two or more members of a group that often involves a structure or restructuring of the situation and the perceptions and expectations of the members. Leaders are agents of change-persons whose acts affect other people more than other peoples acts affect them, (Bass, 1990 pp. 20-21) Bass and Stogdill (1990) present above a competency-based definition, which comes after an extensive digest of the various concepts and approaches of organizational leadership. This definition goes along with Chemers (200) who defines leadership as process of  social influence  in which one person can enlist the aid and support of others in the accomplishment of a common task (Chemers, 2002). As leadership is a process not a person; involves influence; occurs in groups; and involves a common goal, Northouse (2010) defines leadership as à ¢Ã¢â€š ¬Ã‚ ¦ a process whereby an individual influences a group of individuals to achieve a common goal (Northouse, 2010 p. 3). Following the same path yet in a wider scope, John W. Gardner (1993) defines leadership as à ¢Ã¢â€š ¬Ã‚ ¦the process of persuation or example by which an individual (leadership team) induces a group to pursue objectives held by the leader or shared by the leaderand his/her followers (Gardner, 1993 p. 1) Another example of the process perspective leadership is found in Burns book Leadership (1978), in which he introduced two types of leaders: transformational leader and transactional leader, presenting a new approach to leadership literature. Burns (1978) said, à ¢Ã¢â€š ¬Ã‚ ¦ transforming leadership ultimately becomes moral in that it raises the level of human conduct and ethical aspiration of both leader and the led, and thus it has a transforming effect on both. (Homrig, 2001). However, these two types are deemed as modern leadership styles in the organizational contexts. The argumentative set of definitions brought above are built on the interaction between a leader and follower, rather than the personality traits or behaviors of a leader, although leadership traits approach suggests otherwise. This approach suggests that if these traits are truly present in a person, they will manifest themselves almost without regard to the situation in which the person is functioning (Gardner, 1993 p. 6). The researched confidently can argue that a leader is identified by followers/subordinates as well as an organization or any collective effort with a common goal that provides situational context in which he/she practices leadership. However, having those traits identified in a person, but without people of context, the traits will make of him/her a leader just for the sake owning them. In conclusion, it can be inferred that leadership is process of complex behavior whereby a person is set to inspire, and motivate his/her followers toward achieving common goals that are not effectively achievable otherwise. 2.2.2.3 Leadership vs. Management Both leadership and management are used in organizational context with little sensitivity to the terms especially when the right balance is maintained among all organizational elements that include people, processes, design, system, and technology. However, Doyle, et al. (2001), argued that not all managers, for example, are leaders; and not all leaders are managers. An attempt to make a distinction between managing and leading, one risk of this separation is that management is pushed into the background. Technically there is an overlap of domains and activities between management and leadership and thus in literature you will find managerial leadership (Gosling Mintzberg, 2003). Although leadership is not confined to management, there is wide agreement that the most successful organizations have strong, effective leaders. Most organizations contain both formal and informal leaders, some of which are in management positions, some are not (Albarran, 2006). To lead is to take risks on behalf of purpose and the greater good.   To manage is to mitigate risk on behalf of the bottom line.   A successful organization does both as well as a successful executive. A valuable employee at any level of the organization does both too (McBride, 2010). Although Gardner (1993) believes that leaders perform managerial jobs, he made several points to differentiate managers from leaders. The manager is more tightly linked to an organization than is the leader. Although he stresses on the interchangeable roles of leaders and managers, he argues that leaders do not necessarily have organizations and used Ghandi who was a leader before he had an organization (Gardner, 1993 p. 4). This leads to the term managerial leadership which is more practical in terms of leadership development and training. 2.1.2.4 Leadership Models and Tools As highlighted above, leadership has been studied extensively and dimensionally for more than a century (Seters, et al., 1990). The remarkable change and dimensional development in leadership research resulted in the introduction of several models and frameworks on leadership. Some researchers combine more than one theoretical framework to come up with a unique approach based on the scope of their studies. Yet, each approach is based on a theoretical framework whether it examines leaders personality traits, and behaviors or examine leadership as a process of interaction. Numerous tools and instruments have been developed to examine, study, and evaluate the impact of leadership in search of developing effective leaders (Ladyshewsky, 2007). Over the last decade the 360-degree review process has become a very popular tool in evaluating the impact of Leadership Development programs. The 360-degree assessment is now replacing the traditional performance appraisal (Toegel, et al., 2003). Despite its growing popularity, is not without its weaknesses. Some of these weaknesses include collusion to promote self-interests and selection of raters who will influence results positively. This reduces the value of the 360-degree review because the opportunity for receiving accurate feedback is lessened. Managers, peers and subordinates may also ground their responses using different perspectives because of their relationship to the ratee. These tools give a comprehensive understanding of the roles, and behaviors of leaders/managers One of the recent popular tools is The Leadership Circle Profile (TLCP), which contributes effectively to major advances on the best 360 instruments. As a validated tool, TLCP is designed to measure a battery of key leadership competencies. The Leadership Circle Profile is designed to integrate many of the best theoretical frameworks from the leadership, adult development, psychological and spiritual bodies of knowledge. Few, if any, 360 tools have a theoretical framework to complement their research base. TLCP has a rich and integrated theory base. This allows practitioners to use multiple frameworks that help the client connect the data to deeper insight (Anderson, 2006). Bryman (2004) concludes that leadership research is dominated by a single kind of data gathering instrument-the self-administered questionnaire. The field is replete with countless studies that employ questionnaires within the context of experimental, cross-sectional, and longitudinal designs. The Ohio State LBDQ scales, Fiedlers LPC scale, and more recently the Multifactor Leadership Questionnaire (MLQ), which exemplify respectively the style, contingency and new leadership phases of the fields development, are emblematic of this feature. The questionnaire has become the instrument of choice for researchers working in a variety of different theoretical traditions and within different research designs. The Full Range Leadership Development Theory provides the backbone for analyzing the leadership style of each manager by using the MLQ (Saad, 2008). The different tools and models create more confusion for organizations, leaders/managers, and researchers which is more valid or more appropriate as each assumes and defines different set of competencies (Cacioppe, et al., 2000). Regardless of the confusion between these models and framework in the leadership literature, none can argue if one particular framework to be right while others are wrong. Rather, the most appropriate frameworks should be based on empirical evidence, should capture accurately the reality being described (in other words, they should be valid), and should be able to integrate and organize most of the dimensions being proposed (Cameron, et al., 2006). One of the most popular leadership-management assessment instruments that integrates several aspects of leadership and previous models is the Competing Values Framework (CVF) introduced by Quinn and colleagues in 1981 and 1983. The CVF has been the subject of several organizational studies ever since. In all previous studies, it achieved high level of reliability and validity (Yu, et al., 2009) based on all empirical studies structured around the concept of organizational effectiveness (Quinn and Rohrbaugh, 1983; Quinn  et al., 2003; Belasen, et al., 2008; (Cameron, et al., 2006); (Denison, et al., 1993) (Ladyshewsky, 2007) (Quinn, 2006) (Vilkinas, et al., 2006) (Vilkinas, et al., 2009). The CVF instrument is developed to study the behavioral complexity of leaders (Denison, et al., 1993) and a later stage the CVF, which was developed in the early 1980s as a tool to examine the organizational culture and its variables was introduced as a framework of leadership effectiveness (Cameron, et al., 2006) (Belasen, et al., 2008). 2.1.3 The Competing Value Leadership 2.1.3.1 Theory and Definition The Competing Values Framework was developed initially from research conducted on the major indicators of effective organizations (Cameron, et al., 2006, p 33). It was developed as a result of empirical research on the question of what makes organizations effective (Quinn, et al., 1981) followed by studies of culture, leadership, structure, and information processing (Denison, et al., 1995) (Cameron, et al., 2006). Those conducting the preliminary research asked certain key questions like: What are the main criteria for determining if an organization is effective or not? What key factors define organizational effectiveness? When people judge an organization to be effective, what indicators do they have in mind? A spatial model was developed from the judgment data. It indicated that three value dimensions, focus (taskpeople), structure (controlflexibility), and time (short-termlong-term) underlie conceptualizations of organizational effectiveness. Furthermore, the model suggested some fundamental criteria of organizational effectiveness that differentially reflect these three value dimensions (Quinn, et al., 1981). However, Quinn and Rohrbaugh (1983) conducted further analysis and came up with two major dimensions; (a) one that differentiates a focus on flexibility, discretion, and dynamism from a focus on stability, order, and control; and (b) a second that differentiates a focus on an internal orientation, integration, and unity from a focus on an external orientation, differentiation, and rivalry (Cameron, et al., 2006, p 34). Figure 1: The Competing Values Framework Together these two dimensions form four quadrants, with four different organizational cultures. Figure 1 illustrates the relationships of these two dimensions to one another. What is notable about these four core values is that they represent opposite or competing assumptions: flexibility versus stability and control, internal versus external. The upper left quadrant, for example, identifies values that emphasize an internal, organic focus, whereas the lower right quadrant identifies values that emphasize an external, control focus. Similarly, the upper right quadrant identifies values that emphasize an external, organic focus, whereas the lower left quadrant emphasizes internal, control values. The competing or opposite values in each quadrant give rise to the name for the model, the Competing Values Framework. The resulted quadrants are labeled to distinguish their most notable characteristics-clan, adhocracy, market, and hierarchy, which were derived from the scholarly literature. They also match key management theories about organizational success, approaches to organizational quality, leadership roles, and management skills (Cameron, et al., 2006, p 35-37). 2.1.3.2 The Competing Values Approach to Leadership The Competing Values Framework (CVF) has been named as one of the forty most important models in the history of business (Cameron, 2010). The framework was developed as a result of extensive empirical researches focusing on organizational effectiveness (Quinn, et al., 1983). It predicts that balancing the full range of leadership roles should help managers perform their job effectively; yet, limited cognitive and emotional resources constrain employment of the full range of roles (Belasen, et al., 2008). 2.1.3.3 The CVF Leadership Quadrants In keeping with the emphasis of this model on behavioral complexity and leadership as a portfolio of capabilities, the eight roles in the model are defined in terms of a set of skills necessary to perform each role (Denison, et al., 1993 p. 6). The figure 2 below highlights the rights managerial leadership roles. Figure 2 Eight CVF roles of managerial leadership (Denison, et al., 1993 p. 6 27) Figure 2 suggests a spatial model with eight separate roles presented in terms of two underlying dimensions, with a specific set of relationships among these roles. The roles should take the form of a circle within these two dimensions, such that some pairs of roles (such as the monitor and the coordinator) should be very closely related, while other pairs of roles (such as the mentor and the producer) should be far less closely related. Opposite roles are presumably more contradictory and adjacent roles are more similar. One might expect, for example, that a leader who was highly proficient as a mentor would also have facilitator skills in their behavioral portfolio, but might be somewhat less likely to be highly proficient as a director or producer (Denison, et al., 1993 p. 9). 2.1.3.4 The CVF Leadership Roles As we have seen above the CVF has four quadrants with four types of cultures, the Competing Values leadership model divides each of its four quadrants into two leadership roles (Quinn, et al., 1983), (Denison, et al., 1993), (Cameron, et al., 2006), (Belasen, et al., 2008), (Cameron, 2010). The CVF leadership quadrants and roles are explained below (Denison, et al., 1993, pp. 6-8). The upper-right quadrant, which the effectiveness framework links to open-systems theory and the process of adaptation to the organizations external environment, defines two leadership roles: Innovator Role The innovator is creative and envisions, encourages, and facilitates change. Broker Role The broker is politically astute, acquires resources and maintains the units external legitimacy through the development, scanning, and maintenance of a network of external contacts. Moving clockwise to the lower right quadrant, labeled the rational goal model in the effectiveness framework, two more leadership roles are specified. These roles emphasize the rational pursuit of goals external to the group, and the leaders role in defining and motivating the attainment of those goals. Producer Role The producer is the task-oriented, work-focused role. The producer seeks closure, and motivates those behaviors that will result in the completion of the groups task. Director Role The director engages in goal setting and role clarification, sets objectives, and establishes clear expectations. The lower left quadrant is referred to in the effectiveness framework as the internal process model and places primary emphasis on internal control and stability. Two additional leadership roles are specified in that quadrant. Coordinator Role The coordinator maintains structure, does the scheduling, coordinating, and problem solving, and sees that rules and standards are met. Monitor Role The monitor collects and distributes information, checks on performance, and provides a sense of continuity and stability. The upper left quadrant is referred to in the framework as the human relations quadrant, placing primary emphasis on human interaction and process. Two final leadership roles are defined within that quadrant. Facilitator Role The facilitator encourages the expression of opinions, seeks consensus, and negotiates compromise. Mentor Role The mentor is aware of individual needs, listens actively, is fair, supports legitimate requests, and attempts to facilitate the development of individuals. 2.1.3.5 Leadership Effectiveness Extensive research by management scholars has identified critical competencies that characterize the most effective leaders and the most effective organizations worldwide. Quinn and Cameron (2006) introduced an instrument that assesses 20 key areas of leadership competency based on the Competing Values Framework. The leadership skills being assessed were not arbitrarily selected, but were derived from more than a dozen studies of leadership effectiveness. Figure 3 The Competing Values Framework culture, leadership, value drivers, and effectiveness. The focus of this study is to identify the competing values leadership roles of the chief editors of the participant newspapers, rather than assessing their competencies. Therefore, the suggested leadership competency assessment by Quinn, et al. (2006) will not be used in this study. However, it is of paramount significance to get a comprehensive view of the CVF different instruments. The congruence of leadership competencies and organizational culture leads to effectiveness, according to Quinn and Cameron (2006). To create value, managers competencies must be congruent with their organizations dominant culture. Demonstrating leadership competencies in the quadrants that dominate the organizations culture is associated with higher levels of success for the leader (Cameron, et al., 2006, p. 160). The management guru, Drucker (2006) in his book Effective Executive argued that effective executives should be able to manage time; choose what contributed to the organization; know where and how to mobilize strength for best effect; setting the right priorities; and knitting all of these together with effective decision-making. 2.1.3.6 CVF Model Application Though the framework is most often thought of as a leadership tool it has shown to have many important advantages. The CVF can be used for all aspects and levels in organizations. For example, It can be applied to personal style, yet the same framework can also be used to assess communication, leadership, organizational culture, core competencies, decision making, motivation, human resources practices, quality, employee selection, organizational capabilities, organizational change patterns, strategy, financial performance and many others (Cameron, 2010). The CVF is an approach to thinking that is, to interpreting or making sense of complex phenomena as well as to developing a repertoire of competencies and strategies that address the complexities being encountered (Cameron, et al., 2006). Criticism Development of the CVF Model Beyond the organizational effectiveness, the CVF has been studied and tested in numerous organizations for the past 25 years by scholars and professional experts not only in the United States but also in China (Vilkinas, et al., 2009); Australia (Vilkinas, et al., 2006); Malaysia (Yiing, et al., 2009); Yemen (Al-Marhadhi, 1996) and elsewhere. As a tool, the CVF is not only used in academic research, but also in as an assessment tool in the service industry (Degraff, et al., 2010). Although the model has been widely used in management and leadership research and development, it receives some criticism and further development by other researchers. Hooijberg (1996)  questioned the two dimensions of the CVF model and some of the questionnaire items that measure the leadership role distributed across the model. According to Cacioppe et al (2000), who reference the work of Hooijberg (1996) the CV framework, for instance, does not adequately capture vision or customer orientation roles or competencies that are fundamental to many models of leadership and management. As a result, Cacioppe and Albrecht developed a framework that used several of the aspects of the CV model supported by research with modifications to a number of roles and question items (Cacioppe, et al., 2000). Further application and empirical testing of the CVF led to further advancement. In response to developing researches, Quinn and colleagues developed the model further. In Australia, for instance, the Integrated Competing Values Framework (ICVF) was approached by Vilkinas and her co-authers who introduced the Integrator, as the ninth leadership role (Vilkinas, et al., 2006). Why the CVF? The Competing Values Framework provides a theory of effective leadership through managing tensions, which is the subject of this research. It includes predictions that congruence among disparate elements in organizations leads to success, paradoxical management is required for effectiveness, and comprehensive strategies and tactics representing all parts of the are needed to create value. (Cameron, et al., 2006, p.158-159). The selection of the CVF as a framework for this research is not because it is the best model or framework, but rather because of the significance it has left on leadership and organizational effectiveness, through hundreds of studies around the world. Moreover, the simplicity of the model; and its relevance to the internal and external competing environments of newspapering in Yemen represent supportive factors for selection. Besides, the CVF as a model can be applied as a multi-purpose model to assess leadership effectiveness; leadership managerial competencies, organizational culture, and overall organizational effectiveness. The abundance of literature on CVF, its measurement tools, research questionnaires, and analysis frameworks contribute positively to be the chosen model for this research. The CVF has been adopted in various organizational contexts as an assessment as well as a development tool. According to Quinn and Cameron (2006), the CVF is valid and significant for organizational and personal contexts alike. Chapter II: Literature Review Part 2 Yemeni Newspaper Industry 2.2.1 Introduction This part of the literature review is dedicated to the newspaper history, background and industry in general. A discussion of the environment, newspapers exist is given with examples and citations from existing literature. The overall part aims to present a comprehensive view of newspapering in Yemen with existing merits and challenges. 2.2.2 Background The Republic of Yemen embarked on democracy, political plurality and public freedoms in 1990 after northern and southern parts of the country were reunified. The reunification gave birth to a national constitution which guarantees political and social rights and public freedoms including freedom of the press. The emerging democracy in Yemen and plurality of the political system necessitated the plurality of media as one of the main pillars of a healthy democracy. Although the state continues to control the broadcast media including TV and radio until today, a wide spectrum of print media outlets exists. Although, Yemen has known journalism as early as 1872 when the Turks established a printing press and issued Yemen and then Sanaa newsletters in both Arabic and Turkish (The Evolution and Development of Journalism in Yemen, 2008) Free press plays a key role in sustaining and monitoring a healthy democracy, as well as in contributing to greater accountability, good governance, and economic development. People need to be able to watch the performance of their government and public authorities through a free and independent coverage of relevant news and events. Media as an educational tool is supposed to contribute to raise peoples awareness about their rights and duties. It is assumed that the news media can best fulfill its functions in a democracy if there is a rich and pluralistic information environment that is easily available to all citizens. There is a large body of American literature which suggests that if TV has taken over from the press as our main source of news this may limit our capacity to learn about public affairs; newspapers are believed to be far more effective than television at conveying detailed information necessary to understand complex and detailed policy issues (Norris, Fall 2000). In Yemen today, there are three major types of media: broadcast (TV and Radio); print (newspapers and magazines); and electronic (internet). 2.2.3 Classification of Print Media in Yemen The print media, which includes newspapers and magazines, in Yemen is categorized into three categories from ownership perspective: public or state-run newspapers, political or partisan newspapers, and privately owned newspapers (Al-Asaadi, 2007, Raja, 2010). However, Hassan Mansour (2009) added a fourth category that includes newspapers published by civil society organizations or trade unions, which I believe shoul

Human Resources Management in the Asia Pacific Essay

Nowadays China becomes one of the hottest market places all over the world. From the viewpoint of the investors, China seems to be the most potential market with the huge market and attractive economic situation. The apparent result is the increase in number of foreign investments put into China. Gentran Machinery (GM) is one of the foreign investors of China. It has a joint venture (JV) in Hangzhou. Although GM has been quite successful in its operations showing an average annual growth of 12 percent in sales volume, net profits and its stock value during the past 20 years, it is noted that the joint venture in China is struggling along and is already way behind schedule. In order to address the possible problems in the JV and find solutions, some issues are to be discussed. Global assignment of managers has been a traditional method of operating international companies. The importance of transferring knowledge, upskilling remote or local managers and instilling best practice throughout a multinational organization has long been recognized as a source of competitive advantage for those firms able to expand successfully. The failure of rate of global assignments, and indeed international expansion, has throughout history been nothing less than fantastic. Although it is obvious that the expatriate managers don’t know the local labour markets and local education system, have the communication, culture, and language problems, they are familiar with the corporate culture, have advanced management skills, and also have stronger informal linkages with decision makers in the parent company. Many companies send their home country employees to foreign subsidiaries (Hutchings 2002). In the GM case, it is indicated that there isn’t a modern management system in the JV and the JV managers are at only the Chinese traditional stage of management development and they haven’t effective and efficiency management knowledge and skills. As a result, it is impossible to reduce the number of expatriate managers. Contrarily, the number of expatriate managers should be increased, because they can input the modern concepts and skills of management, help to build an effective and efficiency management system, and train the Chinese managers so that they are competent for their positions in JV. However, the selection of expatriate managers is important. According to  Hutchings (2002, p. 32), ‘Maximising the performance of expatriate managers can be defined as sending an employee to a host country operation capable of achieving the best results for the expatriate, the organisation and the host country in terms of adaptability and political, business, culture and social sensitivity. To achieving such adaptability and sensitivity, the company should pay significant attention to careful selection of expatriate for the host culture in which they will be employed, and provide on-going support (Hutchings 2002). There are a number of factors which an organisation needs to be taken into consideration to predict expatriate success. These factors include technical competence on the job; personality traits; environment variables; and family situations (Hutchings 2002). The expatriates should exhibit tolerance toward differences in race, creed, culture, customs and values. They should also have high motivations. Another criterion is that of behaviour, being defined as non-judgemental, showing tolerance for ambiguity and displays of respect (Hutchings 2002). Moreover, the expatriate’s spouse and family should be analysed. These include: the spouse’s inability to adjust; the employee’s inability to adjust; the employee’s personal or emotional immaturity; and other family problems (Hutchings 2002). Obviously, Richard Hamel (the controller of JV), who is not the type of manager necessary to facilitate the success and changes needed in the JV because he is not aggressive, innovative, and creative, should certainly be replaced. However, because of the lacks of Chinese managers and the situations discussed above, Hamel should be replaced by another suitable expatriate manager. After successfully selecting the suitable expatriate manager, on-going support is important for them. In the GM case, it is noted that although the physical accommodations are acceptable, the expatriate managers suffer from extreme emotional pressure particularly in the form of loneliness. These managers have only one emotional outlet – work. They cannot speak Chinese and have no alternative forms of entertainment that involve interactions with people. Their lifestyle can best be described as one of ‘prison inmate’. This situation indicates that the expatriate managers have not been supported well. The parent company should solve this problem. Firstly, effective training programmes can help the expatriates adjust to living and  working conditions in the new host country. Appropriate intercultural training and support can help expatriates cope with a workforce and management colleagues with drastically different cultural inclinations and reduce the stress of being alone in a foreign land. Such training should provide a clear picture of the challenges they are about to face, both in their professional and private life. The training should include general country information on the Chinese culture and tradition in written, verbal or audio / visual form as a helpful orientation for the beginning of living and working in the host country; cross-cultural seminars where the trainees can apply and deepen their knowledge of the Chinese culture and mentality; Chinese language courses to introduce expatriates and their accompanying partners some basic language skills; field trip to obtain the first impression of the country, working and living conditions; meetings with experienced expatriates who can give practical tips or useful suggestions directly related to the job or private life in China. Secondly, medical and psychological assistance and counselling should be provided. Thirdly, the on-going support to spouse and the family is important. The importance of providing information housing, health, and schooling has been acknowledged (Hutchings 2002). Fourthly, a local contact person with western culture exposure can help expatriates with their first orientation in the new living and working environment. Finally, the good relationship between the expatriate and local employees can also help to improve the living condition. After successfully selecting and supporting the expatriate managers, another important issue for JV is change the traditional management system in JV and how to train the Chinese managers. Traditionally, for a long time the promotion system in Chinese state-owned enterprises has been based on seniority of workers and staff rather than on performance. For example, a cadre can be promoted to senior ranks but cannot be demoted regardless of his capability or performance. This has resulted in a phenomenon where there are too many high-ranking officials with too few rank-and-file staff, and there is over-staffing with too few staff actually performing work (Chen 1989). Thus, a new incentive system based on performance should be established for the Chinese managers and works. The ‘performance-related pay’ is the key component of the total rewards program – and offers  employees the opportunity to share in the success of the company which is a direct result of the collective performance of each of its employees. When excellent performance is acknowledged and rewarded, people are more motivated and work smarter (Bartol, et al, 1998). Moreover, employees want to work in an environment that is productive, respectful, provides a feeling of inclusiveness, and offers friendly setting (Ramlall, 2004). The good relationships between managers and employees, as well as between employees provide the belongingness and love in the company. In addition, employees prefer to function in environments that provide a challenge, offer new learning opportunities, significantly contributes to the organization’s success, offers opportunities for advancement and personal development based on success and demonstrated interest in a particular area (Ramlall, 2004). The employee’s self-actualization need is fulfilled by open-door policies and â€Å"let’s try† approaches. Competition should be encouraged. These approaches will largely motivate the employees. The managers of JV should also share as much as information with employees, encourage autonomy and participation. Furthermore, to keep equity, the reward system should be managed by expatriate managers until the Chinese manager change their traditional attitude. Finally, the award system can be managed by all level of managers; each level of managers should responsible for their subordinations. The performance based reward system should base on the responsibility system. It is obvious that the distribution of responsibility including management responsibility and employees’ responsibility in JV is not adequate. Company should specify all position, prescribes job descriptions, procedures, routines, and rules. However, the description of procedures and routines is not detail. There are only some suggestions and references. Company’s ‘let’s try’ and ‘accepts failure’ approaches encourage employees to try any ways to accomplish their job. Employees are largely motivated to look for the most suitable way to finish their works. The suggestions and references of the work procedures and routines protect the employees from excessive autonomy so that they would not fell lonely and without support (Bolman, &a Deal, 2003). The authorization system should be established. In this system, each level of managers has their corresponding authority and responsibility which  is clearly identified. The training of Chinese managers is also important. There are external training and internal training. In case of internal training, it should be decided what to teach and how to maximise the learning effect of the participants. The teaching programmes and materials should contain knowledge and skills necessary for effective management performance. Appropriate teaching methods (for example, practical or theoretical learning or the combination of the two methods) in order to achieve the training goals should be chosen. Moreover, the trainees should be able to make use of the technical know-how or management skills after the training: this can be reached through a job empowerment, a transfer to a corresponding workplace or a promotion. In these training, the Chinese managers should also learn the modern concepts of the management. The external training can include the MBA program, exchanging manager to international branch of company, etc. The main purpose of the training is to change the tradition management attitude and to learn modern management skills. In the GM case, the communication of directives, ideas, concepts, and action items, from the American management to the Chinese management and vice versa is a major problem within the JV. Misunderstanding and ineffectiveness of communication are caused usually by faults of both sides: one side expressing its intention vaguely and the other side not listening very attentively. As the case studies show, expatriates may feel unsatisfied with refusal of responsibilities by local employees, while Chinese managers complain about the lack of trust of their foreign bosses. The problem is accentuated by language difficulties. The language issue is the most significant individual obstacle facing the partners in the JV. Although there are currently three translators on the payroll, only one is really a capable translator. The language barrier can be overcome by replacing the unsuitable translators, increasing the number of translators. Also, the Chinese employees can be required to learn English. On the other hand, in the expatriate managers training which is introduced above, the Chinese language course is included to teach the basic language skills to the expatriates. In addition, the culture barrier is another important problem in JV. According to Hofstede (cited in Pan, & Zhang 2004, p. 83), culture is a kind of ‘collective programming of the mind, which distinguishes the members of one category of people from another’. It is obvious that the Chinese culture is different from the West Culture. Because it has been widely accepted that cultural difference greatly affects human thinking and behaviour, the significant differences between USA and China seem to affect some aspects of their management practice (Pan, & Zhang 2004). To overcome this barrier, one of possible solutions is to encourage a cultural adaptation or learning process which may increase the congruence between culturally different partners and ultimately improve the effectiveness of international business relationship (Lin 2004). According to Gudykunst and Kim (cited in Lin 2004, p. 36), adaptation is a ‘process wherein parts of a system move in a direction that i ncreases the congruence or fit’. In the cultural different environment, cultural adaptation occurs when individuals acquire an increasing level of fitness or compatibility in the new cultural environment. Cultural adaptation is expressed in different forms and at different levels. There are three levels of cultural adaptation including understanding, adjusting, and learning (Lin 2004). Cultural adaptation could involve many essentials including language (verbal and non-verbal), economics, religion, politics, social institutions, values, attitudes, manners, customs, material items, aesthetics and education. In juxtaposition, smooth transition and successful integration of managers going abroad on business would require the individual’s cultural orientations to be determined. From an international business standpoint it is crucial for the long-term success of a company to establish and manage good relationships across cultures (Lin 2004). Another ways to overcome the communication barrier is relationship. The expatriate managers need to build good relationship with their Chine colleagues. Relationship, the term ‘Guan xi’ is used in China, are very important in getting on in Chinese society. In China, four culture factors are grouped into relationship (or Guanxi): group orientation (the need to live in his/her community, all his/her identity was related to his/her  group); Renqing (if you do me a favour, it means I owe you something. I will pay back someday, as well as you are also expecting me to payback the favour one day.); Ganqing (friendship which implies an expectations and obligation of getting /granting favourable responses from/to ones friends); and Face (the concept of saving face or losing face indicating a person’s social status. Having face means that one has good connection within the community, which makes everything done smoothly. But losing face means one get trouble or feels embarrassed in certain circumstance. (Luk et al. 1996) In China, Guanxi is crucial for employees to gain a sense of being together and a sense of communicating with on anther. Researchers also indicate that the job satisfaction and job involvement may well be related to the quality of one’s Guanxi network (Hong, & Engestrom 2004). As a result, in Chinese JV, Guanxi is unavoidable. Actually, the Guanxi has positive and negative potential consequences (Hong, & Engestrom 2004). On the one hand, even if technocratic qualifications have become more necessary, but at the same time Guanxi is another major factor in determining who should be promoted. Workers and staff who have special ‘Guan xi’ with the superiors in power, either through family connections or forming special clues, normally get promoted over others lacking the relationship (Nyaw 1995). On the other hand, Guanxi can enhance the trust between the managers and employees or within the group of employees. Chinese workers regard good Guanxi with them as one of the most important qualifications of being a good leader (Hong, & Engestrom 2004). This is not conflict with the modern management approaches. In the American-lead JV, the expatriate managers can enhance the trust with Chinese employees through developing the Guanxi with them so that the resistance of changes can be reduced and the performance can be more effective and efficiency. However, the weakness of Guanxi should be avoided by establish a completed set of rules and regulars. According to Bolman and Deal (2003), there are several methods to coordinate individuals and units through a variety of horizontal and vertical linkages. The vertical linkages including authority, rules and policies, and planning and control system enable higher levels coordinate and control the work of subordinates. Firstly, the authority is the most basic and ubiquitous way of integration. Secondly, it is noted that the rules, policies, standards, and  standard procedure limit discretion and help ensure predictability and uniformity (Bolman, & Deal. 2003). The company should allow all employees to discuss the rules and standards and encourages them to make suggestions. Through discussion, the rules and standards become clearer for employees and prevent the lack of creativity. The clear and suitable rules and standards are the base for successful planning and control. There are two major approaches to control and planning including performance control and action planning (Mintzber g, as cited in Bolman, & Deal, 2003). The ‘performance-related pay’ bases on the performance control. Because the rules and standards are clear and suitable, the target are measurable, the performance control measures and motivates. The forms of vertical coordination are typically more formalized. But it is not always effective. Lateral techniques such as formal and informal meetings, task forces, coordinating roles, and network are more flexible and may be used to fill the void (Bolman, & Deal, 2003). Formal meetings are undertaken regularly. Moreover, the task forces or project teams can be always assembled in JV to coordinate development of new products or services. The organizational intranet should also be developed in the JV. The network enhances the decentralization and democracy in the company because the bias of organizational intranet toward decentralization, teaming, and cross-functional, and cross geographical work makes it well attuned to complexity and change (Steward, as cited in Bolman, & Deal, 2003). But the networks are difficult to control. It becomes a challenge for managers. As a conclusion, there are many aspects that affect the way international business is conducted. Differences in social, culture, economic, legal and political conditions can greatly affect the way globalised businesses are managed. Doing business abroad presents enormous challenges simply because countries and societies are so incredibly different. There is a need to appreciate not only that these differences exist, but also to appreciate how these differences impact doing business abroad. Doing business abroad requires flexibility to conform to the value systems and norms of that country. Adaptation can embrace all aspects of an international business’s operations in a foreign country, from the way deals are negotiated, to the appropriate incentive pay systems, to the organization structure, product  names, and relations between management and labour. What works in one country most likely will not work in another. It is also noted that clearly maximising the cultural adaptability skills of expatriates and the avoidance of expatriate failure in host country subsidiaries is of major concern to organisations. Maximising the cross-culture performance of expatriate managers in JV must be an integral element of the strategic human resource management planning of organisations in the 21st century as the pace of globalisation necessitates that an increasing number of organisations must think globally and ensure that their expatriates are prepared and supported to do the same. (Hutchings 2002)

Flannery OConnor Good country Peoeple Free Essay Example, 1500 words

She goes on solitary walks and doesn’t like â€Å"dogs or cats or birds or flowers or nature or nice young men† (O’Connor, 18). In short, she adopts an attitude that loudly announces that she hates everyone and everything: an attitude that proclaims, ‘KEEP OFF! ’ Joy/Hulga affects to despise the ‘good country people’ she is surrounded by, only to further isolate herself from her surroundings. She contemptuously refers to Mrs. Freeman’s daughters, Glynese and Carramae, as ‘Glycerin’ and ‘Caramel, ’ and just manages to tolerate Mrs. Freeman. (O’Connor, 18). In truth, she is using this apparent scorn to shun interpersonal relationships. She uses people to divert attention away from herself: â€Å"Even Glynese and Carramae were useful when they occupied attention that might otherwise have been directed at her† (O’Connor, 15). She uses this ploy to avoid any communication about her encounter at the gate with Pointer and plies Mrs. Freeman with questions about her daughters so that she is not left in an intimate situation with her mother. She has chosen the name, ‘Hulga, ’ â€Å"purely on the basis of its’ ugly sound† (O’Connor, 16) as yet anothe r device to chase people away. We will write a custom essay sample on Flannery O'Connor Good country Peoeple or any topic specifically for you Only $17.96 $11.86/pageorder now She is disturbed and irritated by Mrs. Freeman’s deliberate use of the name and â€Å"would scowl and redden as if her privacy had been intruded upon† (O’Connor, 16). She is afraid that Mrs. Freeman’s speculative gaze and use of the foreboding name are attempts â€Å"to penetrate far behind her face and reach some secret fact† (O’Conor, 16). Her disdain is only a pretense which hides her fear of people and is exposed as such when she pleads with Manley Pointer, â€Å"Aren’t you just good country people? † revealing that, like her mother, she too â€Å"defines good country people as people who are friendly, outgoing, simple and honest† (Sipe, Page 3, Para 1). Joy/Hulga builds particularly strong barriers between herself and her mother, as the person closest to her and the one most likely to penetrate her defenses. She employs many small tactics as her instruments of repulsion. She slams d oors, locks herself into her room, is deliberately rude, dresses sloppily and is quick to criticize her mother. She refuses to even walk over the fields with Mrs. Hopewell, resorting to ugly remarks and gloomy expressions to put her off. She uses Mrs. Freeman to avoid time alone in her mother’s company. She deliberately exaggerates the stumping of her leg, although â€Å"she could walk without making that awful noise† (O’Connor, 17), because the ugly sound irritates her mother.

Ernesto Che Guevara - 1643 Words

A. Plan of Investigation Question: Was Ernesto â€Å"Che† Guevara the revolutionary hero as depicted in today’s pop culture, or was he a vicious murderer, obsessed with the destruction of capitalism? Methods: This investigation will describe Che Guevara’s involvement in Latin American independence movements, focusing specifically on his involvement with Fidel Castro’s â€Å"26th of July† movement. His actions and words will be analyzed, and his conduct this period of political upheaval will be used as evidence in order to answer the investigative question. B. Summary of Evidence 1. Guevara’s Revolutionary Involvement from 1928-1954 Ernesto Guevara, born in 1928 in Rosario, Argentina, was not born poor. He lived in middle-class comfort,†¦show more content†¦D. Analysis Ernesto Guevara has earned the praise of many who claim him as the champion of freedom against tyranny and the standard-bearer for the â€Å"just revolution†. But Che has also been condemned for his violent and cruel nature, which is prevalent the many executions that he carried out during his active years in revolutionary activity. Che personally executed his own soldiers if they were suspected of anti-revolutionary sentiment. According to Che’s personal diary, the first execution that he carried out was that of Eutà ­mio Guerra. â€Å"Che inspected the entry and exit wounds, very much the doctor, writing down that he had slept fine with what he had done.† (The True Story 22:50) Che had no remorse for executing someone who he had been close to for the past two years. Given the circumstances, an execution of a suspected spy may not be cause for remorse, but the executions that follow the fall of the Batista regime were anything but just. The trials conjured up b y Fidel and Che in order to appease the masses were for show, much like the Moscow trials of Stalin’s great purge. If deemed guilty by the judges, who did not deliberate at great lengths to decide one’s guilt or innocence, the accused would be pushed up against one of the firing squad walls and shot on the spot. There were no appeals and no arguments. When asked if there was proof toShow MoreRelated Ernesto Che Guevara Essay2914 Words   |  12 PagesChe Guevara, a revolutionary in Cuba, has become an internationally recognized figure. While many people are familiar with his achievements of helping to overthrow and rebuild the Cuban government, his image has expanded well beyond his political success. Che’s picture has been seen all over the world, in every imaginable context. Many people associate Che Guevara with the very word â€Å"revolution,† while others remember Che as a brutal and ruthless guerilla. While everyone has their own interpretationRead MoreErnesto Che Guevara Essay1914 Words   |  8 PagesErnesto Che Guevara Ernesto Che Guevara, a doctor and revolutionary in Bolivia, was assassinated by the American CIA for many political reasons, thus becoming a legend and idol after the Latin American Revolution. In the United States Che is remembered only as a relic of the 1960 revolution. In Europe he became a pop icon among the youth with little or no historical reference. Only in Cuba does his legacy stand for the hope and faith of the Latin American people. Ernesto Guevara de laRead More Ernesto Che Guevara Essay2680 Words   |  11 PagesErnesto Che Guevara Ernesto Che Guevara has undeniably been one of the most powerful icons of the past fourty years. The Argentine revolutionary has had his picture widely printed on shirts and posters and has become a symbol for the (often young) anarchist. Yet, how many of us really understand or know what Che stood for? 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However, to some people, he is considered both a mass murderer and a terrorist. Even though some view Ernesto Che Guevara as a murderer, he was an idealist and an intellectual with a genuine desire to change Latin America. Ernesto Che Guevara as an Intellectual and Idealist To begin with, it can be noted that Guevaras revolutionary mind andRead MoreErnesto Che Guevara, Helder Camara and Bell Hooks on Mussolinis Fascist View1918 Words   |  8 PagesLate twentieth century theorists Ernesto â€Å"Che† Guevara, Helder Camara, and Bell Hooks all reject Mussolini’s fascist view, in which individuals’ lives have no meaning outside of their participation in a totalitarian state (Mussolini, 6), and propose ideologies that target an end to limitations in which negate the opportunity for thymotic recognition in individuals. For Camara and Guevara, the poverty based injustices perpetuated globally in underdeveloped nations by world powers is the primary detrimentRead MoreA Journey to Political and Social Activism in Ernesto Che Guevaras Motorcycle Diaries1832 Words   |  8 PagesSocial Activism In Ernesto Che Guevara’s The Motorcycle Diaries Global Development Studies Holler Book Review Emily Gjos November 12th, 2012 Motorcycle Diaries by Ernesto â€Å"Che† Guevara is an autobiographical account that outlines the journey of Marxist revolutionary Che Guevara, then a 23-year-old medical student. Che and his friend Alberto leave their hometown of Buenos Aires, Argentina, in January 1952 on the back of an asthmatic and sputtering motorbike. Guevara inadvertently goesRead MoreBiography Of Ernesto Che 1545 Words   |  7 PagesErnesto â€Å"Che† Guevara was born on June 14, 1928, in Rosario, Argentina. He came from a wealthy upper-class family but leftist ideas. Most of the family’s wealth came from an inheritance left to Ernesto’s mother. Most of that wealth was lost due to different business ventures that the family invested in. During this time the family moved to several areas of Argentina, eventually settling on a plantation in the jungle region of the country. Very quickly it became obvious to the family that ErnestoRead MoreEssay Che Guevara796 Words   |  4 Pagesï » ¿Che Guevara    The late Ernesto ‘Che’ Guevara was a genuine leader. His cause was to liberate  Cuba  from a corrupt military dictatorship, and resist  United States  interference in Cuban political affairs (â€Å"More or Less†, 2002). In the beginning this cause was just, but his passion grew to hatred, which inevitably consumed him. Che personified a collectivist but real concern for people, and truly came to believe that the key to realising that concern was through armed, savage, anti-imperialist politicalRead MoreResearch Paper on Che Guevara4218 Words   |  17 PagesResearch Paper on Chà © Guevara | Globalization | 11-10-2012 | Table of contents Introduction 2 Revolution 3 Chà © Guevara’s existence, and relationship with revolution 4 The Cuban Revolution 8 The Influence of Chà © Guevara on Latin America 12 Conclusion 17 Bibliography 18 Introduction I decided to write this research paper because we were assigned to find an issue or subject within Latin America to write about. One of the most widely known and influential revolutionary