as part of the task 4 we were supposed to comment (troll in some cases) colleague blogs'
and i started by commenting in blogs of close friends and people i know and has something to say (a characteristic that is hardly found nowadays)
i signed as "pabs" just for some internet security reasons in these blogs
John Henry's
Karen Pereira's
Juan Fernando's
Luz Maria's
Carlos Roldan's
Tuesday, August 24, 2010
/Pygmalion Effect
The task for this week was looking, or create a case where the Pygmalion effect was present.
Before start discussing a case is better to have some basis of what is the Pygmalion effect. I have found an interesting video that explain in a broad basis the Pygmalion effect, this theory explains that the performance of someone is higher when the leader, boss, teacher, and some others put high expectations on them.
This effect is broadly seen nowadays specially when new people with high degrees of education or a lot of experience come into a company, their bosses and coworkers have high expectations on them, so they feel the pressure of those groups and tend to work harder in order to give the results desired.
Another case I might have found is in this article of the new york times where Italian farmers decided to engage civil disobedience and planted genetically modified seeds of corn, that might help them eradicate a plague that destroys their fields; the Pygmalion effect could be that the farmers will tend to see greater changes with the usage of this new seed, even if the results are not so evident, and blame the government for not allowing them to use this modified crop before.
On the other hand we can observe that the Pygmalion effect can bias our point of view, thinking that a discrete increase in the performance is the change we were waiting for. So those issues like the Pygmalion, and some other self-fulfilling prophecies can mislead the study of someone performance.
Bibliography:
- CRM Learning (2008) “Pygmalion Effect: Managing the Power of Expectations, 3rd Ed” available at: http://www.youtube.com/watch?v=9Wl_MZc1cTU&NR=1
- Takao Inamori, Farhad Analoui, "Beyond Pygmalion effect: the role of managerial perception", Journal of Management Development, Vol. 29 Iss: 4, pp.306 – 321.
- Rosenthal, E. (2010, August 23) “In the fields of italy, a conflict over corn”. The new york times, Online edition avaliable at: http://www.nytimes.com/2010/08/24/world/europe/24modify.html?_r=1&ref=world
Before start discussing a case is better to have some basis of what is the Pygmalion effect. I have found an interesting video that explain in a broad basis the Pygmalion effect, this theory explains that the performance of someone is higher when the leader, boss, teacher, and some others put high expectations on them.
This effect is broadly seen nowadays specially when new people with high degrees of education or a lot of experience come into a company, their bosses and coworkers have high expectations on them, so they feel the pressure of those groups and tend to work harder in order to give the results desired.
Another case I might have found is in this article of the new york times where Italian farmers decided to engage civil disobedience and planted genetically modified seeds of corn, that might help them eradicate a plague that destroys their fields; the Pygmalion effect could be that the farmers will tend to see greater changes with the usage of this new seed, even if the results are not so evident, and blame the government for not allowing them to use this modified crop before.
On the other hand we can observe that the Pygmalion effect can bias our point of view, thinking that a discrete increase in the performance is the change we were waiting for. So those issues like the Pygmalion, and some other self-fulfilling prophecies can mislead the study of someone performance.
Bibliography:
- CRM Learning (2008) “Pygmalion Effect: Managing the Power of Expectations, 3rd Ed” available at: http://www.youtube.com/watch?v=9Wl_MZc1cTU&NR=1
- Takao Inamori, Farhad Analoui, "Beyond Pygmalion effect: the role of managerial perception", Journal of Management Development, Vol. 29 Iss: 4, pp.306 – 321.
- Rosenthal, E. (2010, August 23) “In the fields of italy, a conflict over corn”. The new york times, Online edition avaliable at: http://www.nytimes.com/2010/08/24/world/europe/24modify.html?_r=1&ref=world
Tuesday, August 3, 2010
/Assignment 2.
Organizational Behavior and International Business Managers
With regard to Organizational behavior, describe the main role that international business managers may play in the negotiation arena and the importance of developing cross cultural management skills.
Managers nowadays find themselves in a new business order and hierarchy, the national borders are becoming lighter everyday, but still in this globalized days the profession requires some expertise regarding cross cultural management, there are some aspects in the negotiation that still deals, in everyday bases, with the culture, specially since cross cultural negotiations are being done more currently.
A small previous research about culture might be enriching to the negotiation process, mainly because some cultures tend more to use some negotiation approaches, this doesn’t happens in every occasion, but if it does it will gave the negotiator a huge advantage in the table.
A clear example of culture in negotiations are the Chinese way of doing business, probably you have heard about the Guanxi, Business men in China rather get to know the other party’s interests, and get closer to the other negotiator(s) in the firsts rounds of negotiating, which usually happens in informal scenarios, than to get straight to business. Those small details might seem non important to us, but when you want to have a cross cultural negotiation you better start re-evaluating your perspective.
The manager needs to study previously the culture they’re engaging with, a previous study and knowing the other party’s background ensures a more balanced negotiation, and less intercultural difficulties, another recommendation that is made really often is the discretion, the negotiators need to think about what they’re about to say or do, those words, or gestures might compromise the outcome.
Another culture is critic in the negotiating table, the organizational culture; the negotiator has to be an ambassador of the company overseas, they need to reflect what the company stands for, they’re the company’s face, so everything that comes out from the negotiator is previously evaluated, not only what information he holds, the way he speaks, but also the looks, the gestures and the social behavior has to be taken into account.
Those are just small tips that are taken into account at the time to deal with different cultures, maybe there are hundreds of them, but those are crucial, and comprehend some others.
Image taken from:
http://www.mftrou.com/image-files/conflict-management2.gif
Bibliography:
Mead, Richard. 2004. International Management: Cross-Cultural Dimensions London: Blackwell Publishing. Chapter 1.
With regard to Organizational behavior, describe the main role that international business managers may play in the negotiation arena and the importance of developing cross cultural management skills.
Managers nowadays find themselves in a new business order and hierarchy, the national borders are becoming lighter everyday, but still in this globalized days the profession requires some expertise regarding cross cultural management, there are some aspects in the negotiation that still deals, in everyday bases, with the culture, specially since cross cultural negotiations are being done more currently.
A small previous research about culture might be enriching to the negotiation process, mainly because some cultures tend more to use some negotiation approaches, this doesn’t happens in every occasion, but if it does it will gave the negotiator a huge advantage in the table.
A clear example of culture in negotiations are the Chinese way of doing business, probably you have heard about the Guanxi, Business men in China rather get to know the other party’s interests, and get closer to the other negotiator(s) in the firsts rounds of negotiating, which usually happens in informal scenarios, than to get straight to business. Those small details might seem non important to us, but when you want to have a cross cultural negotiation you better start re-evaluating your perspective.
The manager needs to study previously the culture they’re engaging with, a previous study and knowing the other party’s background ensures a more balanced negotiation, and less intercultural difficulties, another recommendation that is made really often is the discretion, the negotiators need to think about what they’re about to say or do, those words, or gestures might compromise the outcome.
Another culture is critic in the negotiating table, the organizational culture; the negotiator has to be an ambassador of the company overseas, they need to reflect what the company stands for, they’re the company’s face, so everything that comes out from the negotiator is previously evaluated, not only what information he holds, the way he speaks, but also the looks, the gestures and the social behavior has to be taken into account.
Those are just small tips that are taken into account at the time to deal with different cultures, maybe there are hundreds of them, but those are crucial, and comprehend some others.
Image taken from:
http://www.mftrou.com/image-files/conflict-management2.gif
Bibliography:
Mead, Richard. 2004. International Management: Cross-Cultural Dimensions London: Blackwell Publishing. Chapter 1.
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