Cultural intelligence is defined as the capability to adapt effectively across different national, organizational and professional cultures Earley, Ang and Tan, An unlikely leader in the sustainability movement is Wal-Mart.
Take the example of IT operations. Never before have people been required to work together with colleagues and customers from so many different cultures and countries.
An emerging stream of research in international management has called these new relational skills "cultural intelligence". Not only do these organizations embrace a diverse workforce internally, they are better suited to serve a diverse external clientele.
Organizations, as they desire to become flatter, will need to be clear about how they need to respond to the tension between centralization and decentralization. Some encourage mentoring; in others, each employee looks out for himself. There are fewer levels of management, and workers are empowered to make decisions.
On the other hand, networks have distinct disadvantages. Key Takeaway Trends include ethical challenges, rapid technological change, a flattening world, sustainable business practices, demographic trends, and the global marketplace.
There is an Trends affecting organizational behavior debate between the heterogenists and the homogenists concerning the impact of greater diversity in organizations. Fortunately, this shift also presents an opportunity for organizations to staff more flexibly and for employees to consider the tradeoffs between consistent, full-time work within a single organization versus the changing nature of work as a temporary employee, contract worker, or consultant—especially while developing a career in a new industry, in which increased exposure to various organizations can help an individual get up to speed in a short amount of time.
For example, sales of the Toyota Prius, which combines combustion engine efficiency with hybrid electric technology, have been dramatic and have helped propel Toyota to record market share and profits.
The forces of aggregation and disaggregation throw up new challenges for organizations, for example, the use of independent contractors, joint ventures, strategic partnerships and alliances even with competitors. FLAT In a greater competitive marketplace, speed or response time is critical.
Also, they argue, people who work within decentralized organizations feel empowered and energized. Integration and exclusion coexist uneasily side-by-side in organizations.
One advantage of networks is that organizations have greater flexibility and thus they can become more competitive in the global marketplace. On another level, because of globalization, the fates of people living and working in different parts of the world are becoming intertwined.
This practice can involve temporary employees, consultants, or even offshoring workers. Companies that compete fiercely in some markets form strategic alliances in others; government guidance and regulation are required to make markets work effectively; and "think globally, act locally" has been adopted as business strategy or as a mantra to deal with the challenges of doing business in the globalized economy.
The challenge therefore is for management to manage the tension produced by heterogeneity versus homogeneity.
On the other hand, organizations also have an opportunity to leverage a proactive stance toward innovative processes that can result in even greater profits for their products. In many organizations, diversity can produce negative dynamics such as ethnocentrism, stereotyping and cultural clashes.
However, flat organizations create a new tension between decentralization and centralization. Among the drivers of decentralization are communications technologies that allow companies to push decision-making away from the core. Charles Handy, author of The Age of Paradox, coined the term shamrock organization, which is an organization comprising one-third regular employees, one-third temporary employees, and one-third consultants and contractors.
Organizations with greater diversity can understand and penetrate wider and enhanced markets. Retrieved June 1,from the Microsoft Web site: Aging Workforce and the Millennial Generation You have probably heard that the American workforce is aging. Please share examples of this.Organizational Trends Organizational Trends According to Organizational Behavior (OB, ), decision making is defined as the process of choosing a course of action for dealing with a problem or opportunity.
Five Trends that Are Dramatically Changing Work and the Workplace By Joe Aki Ouye, Ph.D. This paper identifies five trends that are dramatically changing work and workplaces.
locations, the push of responsibilities to lower organizational levels, and. Organizational Behavior Skills Needed by Managers by Antonia Lawrence - Updated September 26, Managers of businesses large and small can become more effective by adopting organizational behavior tools to help.
Organizational Behavior Trends. Introduction Organizational Behavior is the study of what people think, feel, and do in and around organizations.
Organizational Culture is the basic pattern of common assumptions, values, and beliefs leading the way employees within an organization think about and act on problems and mi-centre.comzational Trends.
The challenge for organizational behavior is managing teams consisting of different nationalities separated not only by culture and language but also in time and space.
Key Takeaway Trends include ethical challenges, rapid technological change, a flattening world, sustainable business practices, demographic trends, and the global marketplace. An emerging trend in Organizational Behavior is the incorporation of analytic tools in measuring the metrics.
Tools like PCA (Principle Component Analysis), Factor Analysis are helping measure previously vaguely defined parameters.
Many older concepts are being challenged in their validity, for.Download