1. Undestanding global perspectives
1.1. Challenges of going global
1.1.1. stop using unethical suppliers --> losing jobs in those suppliers
1.1.2. change in local labor market conditions when a new factory being invested overseas
1.2. What is a global perspective?
1.2.1. a way of looking at the world around us that shapes how we think about humans, societies, cultures, and organisations
1.2.2. making an effort to consider things from different points of view and understanding the impacts of decisions across the globe
1.2.3. being curious about different cultures and understanding that there are different ways to “do business” and make decisions across the globe
1.3. Benefits
1.3.1. easier for organisations to do business overseas
1.3.2. understand different cultures and can see opportunities within them
1.3.3. Observing how organisations do business overseas can create ideas for our own organisations to try
1.4. Hofstede’s cultural framework
1.4.1. six categories
1.4.1.1. Power Distance Index
1.4.1.1.1. considers the extent to which inequality and power are tolerated
1.4.1.1.2. High power distance index: inequity, power differences, bureaucracy, high respect for rank and authority
1.4.1.1.3. Low power distance index: organisational structures are flat, feature decenstralised decision-making responsibility, participative style of management, and place emphasis on power distribution
1.4.1.2. Collectivism vs. Individualism
1.4.1.2.1. considers the degree to which societies are integrated into groups and their perceived obligations and dependence on groups
1.4.1.2.2. Individualism: a greater importance placed on attaining personal goals, a person’s self-image in this category is defined as “I”
1.4.1.2.3. Collectivism: a greater importance placed on the goals and well-being of the group, a person’s self-image in this category is defined as “We”
1.4.1.3. Uncertainty Avoidance Index
1.4.1.3.1. considers the extent to which uncertainty and ambiguity are tolerated
1.4.1.3.2. high uncertainty avoidance: low tolerance for uncertainty, ambiguity, and risk-taking, the unknown is minimised through strict rules, regulations, etc
1.4.1.3.3. low uncertainty avoidance: a high tolerance for uncertainty, ambiguity, and risk-taking, the unknown is more openly accepted, and there are lax rules, regulations, etc.
1.4.1.4. Femininity vs. Masculinity
1.4.1.4.1. considers the preference of society for achievement, attitude towards sexuality equality, behaviour, etc.
1.4.1.4.2. Masculinity: distinct gender roles, assertive, and concentrated on material achievements and wealth-building
1.4.1.4.3. Femininity: fluid gender roles, modest, nurturing, and concerned with the quality of life
1.4.1.5. Short-Term vs. Long-Term Orientation
1.4.1.5.1. considers the extent to which society views its time horizon
1.4.1.5.2. Long-term orientation: future, delaying short-term success or gratification in order --> achieve long-term success, emphasises persistence, perserverance, long-term growth
1.4.1.5.3. Short-term orientation: near future, delivering short-term success or gratification --> emphasis on the present, quick results and respect for tradition
1.4.1.6. Restraint vs. Indulgence
1.4.1.6.1. considers the extent and tendency for a society to fulfill its desires
1.4.1.6.2. Indulgence: a society allows relatively free gratification related to enjoying life and having fun
1.4.1.6.3. Restraint: a society suppresses gratification of needs and regulates it through social norms
2. Achieving multidisciplinary teams
2.1. Diverse team draw on diverse perspective --> expand number of choices
2.2. Multidisciplinary team has team members acrossing business units
2.3. Example of multidisciplinary team: one member from HR, another from Finance, another from IT, another from Sales and from Operations
2.4. team members who are pulled together who would not normally be working together in a traditional team structure
2.5. Benefits
2.5.1. understanding of the impacts of those decisions is expanded
2.5.2. add more data to help inform better decision
3. Achieving diversity
3.1. Achieving diverse workplaces
3.1.1. Breaking free from existing ways of thinking and doing to achieve real diversity and inclusion
3.2. Diversity and inclusion practices
3.2.1. to obtain a diverse workforce: operate in a safe and inclusive manner
3.2.2. Benefits: to drive innovation, to offer different perspective, help organisations attract top talent, dirving performance and improving decision making
3.2.3. Example: organisations in the technology sector often have a workforce with a disproportionate number of males --> attracting and retaining more female employees
4. Valuing diversity
4.1. Diversity
4.1.1. Any dimension: differentiate groups and people from one another
4.1.2. Visible or tangible: age, ethnicity, gender
4.1.3. Invisible or intangile: thoughts, perspective, experiences, belief systems, faith, culture, and sexual orientation
4.2. Equity and inclusion
4.2.1. Equity
4.2.1.1. Promotion of justice, impartiality, fairness withing the procedures, processes, and distribution of resources
4.2.2. Inclusion
4.2.2.1. A state of being valued, respected, and supported
4.3. Diversity and decision making
4.3.1. Diverse perspectives matter in business decision making
4.3.2. increasing diverse and inclusive --> make better decisions
4.3.3. outperforming industry peers on profitability has increased over time, lacking diversity are getting steeper
4.3.4. Need to pay attention to inclusion
4.3.5. McKinsey & Company research in gender diversity
5. Using cultural intelligence
5.1. Definition
5.1.1. Intelligence quotient (IQ): measure of ability to reason and used to assess human intelligence
5.1.1.1. High IQ - high abilities in reasoning
5.1.2. Cultural intelligence (CQ): capability of an individual to function effectively in situations characterised by cultural diversity
5.1.2.1. CQ components
5.1.2.1.1. CQ Drive
5.1.2.1.2. CQ Knowledge
5.1.2.1.3. CQ Strategy
5.1.2.1.4. CQ Action
5.2. Individuals with high CQ
5.2.1. aren't experts in every kind of culture
5.2.2. skills in new environments with confidence, informed judgements based on obervations and evidence
5.2.3. excel at understanding unfamiliar or ambiguous behaviour
5.2.4. recognise shared influences among particular groups, to identify the impact of a particular culture
5.2.5. know that cultural influences are complex and interconnected
5.3. CQ and decision making
5.3.1. cultural intelligence predicts adjustment, well-being, cultural judgment and decision-making, task performance in culturally diverse settings
5.3.2. be easier and more efficient to make decisions with a group of like-minded people
5.3.3. to develop a decision-making process that manages bias, enables a variety of ways for a diversity of individuals to share their point of view, and ultimately reach a decision
6. Indigenous perspectives
6.1. Aborginal and Torres Strait Islander people
6.1.1. is "Indigenous Australian"
6.1.2. referred as Koori, Murri or Nunga
6.1.3. Aboriginal identities link to language groups and traditional country
6.1.4. describe as "saltwater people", "freshwater", "rainforest", "desert", or "spinifex"
6.1.5. Consensus approach
6.1.5.1. made through collective discussion and consultation
6.1.5.2. known as consensus decision making
6.1.5.3. maintain harmonious relationships to share ideas and raise concerns
6.1.5.4. building legitimacy
6.1.6. Governance and culture
6.1.6.1. influenced by how these cultures view governance and traditions
6.1.6.2. differences between decision making within cultures, capitalist organisations
6.1.6.3. organisations can learn and enhance decision making