1. MGMT 510 – INTERNATIONAL MANAGEMENT – DOHA 2011 Class 1, November 12, Portland

2. 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

3. 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.

4. Course Overview MBA COMPETENCIES G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. S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. L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.

5. 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 12 5 minute pitch 10%Tuesday, December 13 10 minute pitch 25%Wednesday, December 14 (3) Professionalism 15%Week in Doha (4) Comparative Investment Opp Report30%DUE January 13 by 5:00 pm

6. Culture and Leadership

16. Cultural Intelligence 16 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)

17. Cultural Intelligence 17 CQ finds a place alongside the different components of intelligence: Emotional Intelligence (EQ) Social Intelligence (SQ) Social Intelligence (SQ) CQ picks up where EQ leaves off by taking the impact of culture on interactions into account

18. Cultural Intelligence 18 Meta-Cognition (Head) Learning Strategies Clues to shared understandings Motivation (Heart) Overcome setbacks High Self-Efficacy & Confidence Behaviour (Body) Mirror Customs & Gestures Adopt Habits & Mannerisms

19. Cultural Intelligence  Top three management challenges in 21 st Century global organizations EIU survey results Based on 555 senior executives Across 68 nations 1. Understanding customer demands across culture 2. Managing cross-border teams 3. Finding cross-cultural talent

20. 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

21. 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

22. 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

23. 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

24. 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.

25. 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.

26. 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.

27. 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.

28. 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…

30. 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

31. 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% Qatari 80% Immigrant

32. 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

33. What are some traits of communication?  Indirect  high-context  Elaborate  expressive  Affectiveness  Emotional (rather than logical) Source: Fighali, 2007

34. What influences Qatari leadership?  Islamic values  Bedouin traditions  Oil (and Gas) wealth  Expatriates/immigrant labor force  Globalization Source: Abdalla, 2001

35. 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

36. 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

37. Qatar: Opportunities and challenges  Qatar - The Global Competiveness Report 2011-12  Transition from Factor-driven to Efficiency-driven economy  Basic Requirements: Ranks 12 th Institutions, Infrastructure, Macroeconomic Environment, Health and Primary Education  Efficiency Enhancers: Ranks 27 th Higher ed & training, goods market efficiency, labor market efficiency, financial market development, technological readiness, market size  Innovation and Sophistication Factors: Ranks 16 th Business sophistication, innovation Source: The Global Competiveness Report 2011-12, World Economic Forum

38. 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

39. 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

40. Concluding Thoughts  Culture Report  Reasons for and approaches to “Pitch” assignment  Reasons for and approaches to “Comparative” assignment

41. 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’?