MGMT615 Cultural Synergy, Fall 09

MGMT615 Cultural Synergy, Fall 09 - Module Multicultural...

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Unformatted text preview: Module : Multicultural Leadership: Leading Globally and Creating Cultural Synergy Linda L. Smith Fall, 2009 MGMT615: Intercultural Communication and Leadership Leading People in the Organization Leading People in the Organization of the Future of the Future • Passing the Baton • Long-term focus on leader development • Retention • Selection, identification, compensation, recognition, development and intrapreneurship • Learning across cultures • Self awareness, feedback, learning and respect • Learning to lead • Diversity, diagnostics, maturity, success metrics, culture of leaders Leadership • Ten Commitments of Effective Leaders: • Model the Way • Find your Voice • Set the example • Inspire a Shared Vision • Envision the Future • Enlist Others • Challenge the Process • Search for opportunities • Experiment and take risks • Enable Others to Act • Foster Collaboration • Strengthen Others • Encourage the Heart • Recognize Contributions • Celebrate the Values and Victories Kouzes and Posner Leadership Roles Leader As Change Agent, Risk Taker Leader As Communicator Leader As Learner Leader As Motivator Leader As Multi- culturalist Leader As Exemplar Leader As Mentor, Coach, Team Leader Leader As Visionary, Strategist Leader Perspectives Why does Multiculturalism Matter to Leaders? • Why should a leader care ? • Demographic realities • Technological advances • Customer expectation • Competitive advantages • Leveraging differences • Attracting employees • Attracting customers • Extending reach • Increased competitive advantages • Bottom line improvements • Increased revenues • Reduced costs – absenteeism and retention • Costs of non-compliance • Productivity improvements • Other… Why does Multiculturalism Matter to Leaders? What Multiculturalism Matters? • 80% of the globe is not white and 50% is not male • Implications? • Can it impact? • New product development • New ideas • New perspectives • Better communication • New cooperation • PepsiCo Experience: • 2000: • 11% of management were minorities • 24% women • 2004: • Minorities: 17% • Women: 29% • 1% of the 8% revenue growth in 2004 came from diversity inspired efforts What Multiculturalism Matters? • IBM Experience: • Since 1995, IBM’s Worldwide Management Council has evolved to include 52% women, US-born minorities or non-US citizens. • Business with minority and women owned firms in the US: • Increased from $10M in 1998 to $300M in 2001 What Multiculturalism Matters? • Harley Davidson Experience: • Management Team: • Women and minorities: • 1995: 5% • 2004: 25% • Business with minority and women in 2004: • Women: 10% • Minorities: 7% What Multiculturalism Matters? Other Examples...
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MGMT615 Cultural Synergy, Fall 09 - Module Multicultural...

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