MGMT 510 – INTERNATIONAL MANAGEMENT – DOHA 2011
Class 1, November 12, Portland
Agenda for Today
Course Overview Objectives and Competencies Design Topics Assignments
Culture Culture and Leadership Cultural Intelligence
Qatar Cultural Heritage Leadership Opportunities and Challenges
Concluding Thoughts
Course Overview
COURSE OBJECTIVES
Globalization can provide enormous strategic opportunities for firms today. Understanding the global environment provides the knowledge of those opportunities, as well as the cultural, political, market and regulatory issues that make managing globally a complex and challenging endeavor. This course will provide an understanding of the comparative advantage of nations, the challenges and opportunities presented by sustainable development issues, and firm strategic opportunities. It will be framed from the perspective of firms in the renewable energy sector deciding where to make a significant capital investment.
Course OverviewMBA COMPETENCIES Global Awareness: Effective leaders recognize and
understand the interconnections of the global economic, political, societal and environmental systems and the impact these interconnections have on organizations’ strategies, operations and people.
Sustainability: Effective leaders recognize and understand the interconnections of the global economic, political, societal and environmental systems and the impact these interconnections have on organizations’ strategies, operations and people.
Leadership: Effective leaders think with the future in mind and act with strategic intent. They understand and embrace risk-taking, diplomacy, and conflict resolution. Ultimately, they bear accountability for expanding scope of consciousness.
Assignments and Grading
The grading for the course is allotted for the following course requirements.
(1) Pre-Departure Culture Report 15% DUE December 2 by 5:00 pm
(2) Pitch Phases 2 minute pitch 5% Monday, December 125 minute pitch 10% Tuesday, December 1310 minute pitch 25% Wednesday, December 14
(3) Professionalism 15% Week in Doha
(4) Comparative Investment Opp Report 30% DUE January 13 by 5:00 pm
Culture and Leadership
Culture and Leadership
Culture and Leadership
Culture and Leadership
Culture and Leadership
Culture and Leadership
Culture and Leadership
Culture and Leadership
Culture and Leadership
Culture and Leadership
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Cultural Intelligence
The ability to adapt to new cultural settings
Capability to cooperate effectively with other people from a dissimilar cultural background and understanding
Ability to function in Culturally Diverse situations
Thomas & Inkson (2003) Early & Ang (2003) Early, Ang & Tan (2006)
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Cultural Intelligence
CQ finds a place alongside the different components of intelligence:
Emotional Intelligence (EQ)
Social Intelligence (SQ)
CQ picks up where EQ leaves off by taking the impact of culture on interactions into
account
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Cultural Intelligence
Meta-Cognition (Head)Learning StrategiesClues to shared understandings
Motivation (Heart)Overcome setbacksHigh Self-Efficacy & Confidence
Behaviour (Body)Mirror Customs & GesturesAdopt Habits & Mannerisms
Cultural Intelligence
Top three management challenges in 21st Century global organizations
EIU survey results Based on 555 senior executives Across 68 nations
1. Understanding customer demands across culture
2. Managing cross-border teams3. Finding cross-cultural talent
Cultural Intelligence
Globalization and domestic diversity make cultural intelligence an essential set of capabilities for employees in contemporary organizations.
Cultural Intelligence (CQ) is the capability to function effectively in situations characterized by cultural diversity
Cultural Intelligence
A key individual capability that reduces use of overly simplistic stereotypes
enhances sensitivity to cultural differences
enhances relationships and performance in multicultural situations
Cultural Intelligence
Cultural Intelligence
Multiple Intelligences More than General Mental Ability Emotional Intelligence (EQ) Cultural Intelligence (CQ)
CQ = State-Like Capability That can be enhanced by training and experience
Cultural Intelligence
CQ-Strategy Making sense of multi-cultural experiences
CQ-Knowledge Understanding cultural similarities and differences
CQ-Motivation Channeling attention toward other cultures
CQ-Behavior Verbal and non-verbal flexibility to fit different
cultures
CQ - Strategy
CQ-Strategy is a person’s capability to make sense of inter-cultural experiences.
acquire and understand cultural knowledge. Reflect on own thought processes and those
of others. Includes
strategizing before an inter-cultural encounter,
checking assumptions during an encounter, and
adjusting mental maps when actual experiences differ from expectations.
CQ - Knowledge
CQ-Knowledge is a person’s understanding of how cultures are similar and how cultures are different.
reflects general knowledge structures and mental maps about cultures.
Includes knowledge about economic and legal
systems, norms for social interaction, religious
beliefs, aesthetic values, language in different cultures, and cultural values.
CQ - Motivation
CQ-Motivation is a person’s capability to channel attention toward experiencing other cultures and interacting with people from different cultures.
Reflects magnitude and direction of energy applied
toward learning about and functioning in cross-cultural situations.
Includes intrinsic value people place on culturally
diverse interactions and sense of confidence that they can function
effectively in settings characterized by cultural diversity.
CQ – Behavior
CQ-Behavior is a person’s capability to adapt behavior so it is appropriate for different cultures.
Reflects verbal and non-verbal flexibility.
Includes a flexible repertoire of behavioral responses
that are appropriate to a variety of situations and
capability to modify both verbal and nonverbal behavior based on those involved in a specific interaction or in a particular setting.
So, where is it exactly that we’re going together?
And I don’t mean simply in terms of geography…but let’s start there…
Who are the Qatari?
Bedouin – trace descent from nomads of Arabian Peninsula
Hadar – mostly descend from migrants from present-day Iran, Pakistan and Afghanistan
Abd – literally means “slaves”; descend from slaves from east Africa.
Source: Fighali, 2007
All Qatari citizens
Who lives in Qatar?
About 1.5 million males and about 350 thousand females
About 300,000 Qataris with the rest… 20% other Arab nations 20% Indian 13% Nepali 10% Filipino 7% Pakistani 5% Sri Lankan 5% other
Source: Fighali, 2007
20% Qatari80% Immigrant
What are “their” values?
The basic values most commonly Collectivism,
In-group, Interdependence, Shame Hospitality
Prestige, Checks-and-Balances Honor
Face-saving Influence of Bedouin values remains strong,
despite the fact that around 90% of the population in the region presently resides in villages or cities
Source: Fighali, 2007
What are some traits of communication?
Indirect high-context
Elaborate expressive
Affectiveness Emotional (rather than logical)
Source: Fighali, 2007
What influences Qatari leadership?
Islamic values Bedouin traditions Oil (and Gas) wealth Expatriates/immigrant labor force Globalization
Source: Abdalla, 2001
Qatar: Opportunities and challenges
In 2010, Qatar was the fastest growing economy in the world with a real GDP growth rate of 19.40 percent.
Since 2008, Qatar has been consistently ranked among the top three fastest growing economies in the world.
Qatar's oil and natural gas industries account for 50 percent of GDP, 85 percent of export earnings and 70 percent of the government's revenue.
Source: Business Insider
Qatar: Opportunities and challenges
One of the lowest unemployment rates in the world, with only 0.5 percent of the labor force unemployed.
Qatar’s residents are considered to be the wealthiest in the world. Qatar’s GDP per capita (PPP) is the highest in the world at US$88,232.51. By 2015 it's expected to rise to US$116,996.84.
Source: Business Insider
Qatar: Opportunities and challenges
Qatar - The Global Competiveness Report 2011-12 Transition from Factor-driven to Efficiency-driven economy Basic Requirements: Ranks 12th
Institutions, Infrastructure, Macroeconomic Environment, Health and Primary Education
Efficiency Enhancers: Ranks 27th
Higher ed & training, goods market efficiency, labor market efficiency, financial market development, technological readiness, market size
Innovation and Sophistication Factors: Ranks 16th
Business sophistication, innovation
Source: The Global Competiveness Report 2011-12, World Economic Forum
Qatar: Opportunities and challenges
“Qatar is developing at an unprecedented speed. Its rapid spatial development, natural resource use and exceptionally high population growth are posing major environmental challenges. In order to ensure that future generations of Qataris can sustain the opportunities enjoyed by current generations, economic development and protection of the environment must be balanced.”
Source: Advancing Sustainable Development, Qatar National Vision 2030
Qatar: Opportunities and challenges
1. Modernization and preservation of traditions;2. The needs of this generation and the needs of
future generations;3. Managed growth and uncontrolled expansion;4. The size and quality of the expatriate labour
force and the selected path of development; and
5. Economic growth, social development and environmental management.
Source: Advancing Sustainable Development, Qatar National Vision 2030
Concluding Thoughts
Culture Report Reasons for and approaches to “Pitch”
assignment Reasons for and approaches to
“Comparative” assignment
Concluding Thoughts
What does a ‘successful experience’ look like to you?
How will you ensure a ‘successful experience’ for yourself?
What role(s) do your peers play in helping you have a ‘successful experience’?
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