1. Managing across Cultures
MGMT 544:
Managing across Cultures
Professor Xiao-Ping Chen
University of Washington
Spring, 2005

2. International Human Resource Management
Discussion of Pfeffer & Veiga’s article
A brief review of HRM issues
Case debate: Black and Decker

3. Seven practices of successful organizations:
Employment Security
e.g., GM Saturn plant; Southwest Airlines
Selective Hiring
e.g., Southwest Airlines; Lincoln Electronics; Enterprise Rent-A-Car
Self-Managed Teams and Decentralization as Basic Elements of Organizational Design
e.g., Whole Foods Markets

4. Seven practices of successful organizations:
Comparatively High Compensation Contingent on OP
e.g., Home Depot
Extensive Training
e.g., Men's Wearhouse; Motorola; Disney
Reduction of Status Differences
e.g., Wal-Mart; Southwest Airlines
Sharing Information
e.g., Whole Foods Markets; Springfield ReManufacturing Corporation (SRC's "open-book management")

5. HRM Issues (A brief review)
Recruiting and selection
Job analysis
Psychological tests (ability, personality, EQ…)
Training and development
Training content and method
Career development
Performance appraisal
Performance appraisal methods
Rewards
Compensation
Labor relations

6. Question
Will the same HR practice achieve the same effects in different cultures?
e.g.
Participative decision making
Employee empowerment

7. Eastern Hemisphere and the ADP Initiative
Black & Decker
Eastern Hemisphere and the ADP Initiative

8. Problem Definition
Bill Lancaster must determine what type of performance appraisal and management development system should be adopted in the Eastern Hemisphere.

9. Background Information
In 1993, Black & Decker’s International Group was split into Latin America and the Eastern Hemisphere
Bill Lancaster was appointed President of Black & Decker Eastern Hemisphere in 1995

10. Reporting Relationships

11. Eastern Hemisphere Headquarters in Singapore
New factories in Singapore, India, and China
1000 employees in early 1996
Growth plans call for significant increase in employment by 2001
Pressure to improve results

12. Current Management Situation
Bad managers/disparity in management styles (empowerment vs. authoritarian)
“MBO” rating scale method being used only for performance evaluation, not joint goal setting
Lack of growth and development

13. MBO-Management By Objective
1. Employee performance discussed by manager and employee
2. Clear, comprehensive objectives established
3. Criteria set for assessing progress
4. Follow-up meetings scheduled

14. ADP-Appraisal Development Plan
1. Input from peers
2. Input from subordinates
3. Self-review from employee
4. Formal assessment prepared by manager
5. Performance objectives and career development plans developed by employee and manager
6. Objectives and plans summarized and submitted to human resource manager.

15. What to do? Implement ADP immediately?
Implement the Hybrid plan by Anita Lim?
Debate