MORE ON INTERNATIONAL
PROJECT MANAGEMENT
SOME MANAGEMENT
THEORIES
- Universal school: No differences
exist in managerial behavior across cultures. Manager’s behavior should be the same,
despite cultural variation, when functions to be performed remain unchanged.
- Economic school: A nation’s
economic and industrial development affects managerial behavior. It relates the
differences in managerial behavior across countries to the level of economic development
and industrialization. (Hostede, however, found that leadership style varies from one
country to another regardless of the economic situation.)
- Socio-cultural school:
Socio-cultural factors have an important effect on managerial behavior and attitudes.
Principles and functions of of management are universal, but the methods and management
application are dependent on cultural variables. Culture is a crucial determinant of
management effectiveness.
CROSS-CULTURAL TRAINING
PROGRAM
- Step 1: Site managers to be given
a general idea of cultural differences and similarities across countries.
- Step 2: Site managers should
receive some cultural training regarding religion, values, tradition, language, and
sensitivity.
- Step 3: Site managers should
receive accurate information about the type and number of nationalities who are involved
in the project. Information should include cultural differences and similarities of each
group with diverse cultural background with respect to the manager’s own culture.
- Step 4: Training directed toward
the employees themselves who come from different cultures. Clashes and misunderstanding
between employees can thus be minimized.
MANAGERIAL STYLE
- Task oriented: Concerned with
technical aspects of the job—organization, planning, quality control, productivity,
and project completion.
- Employee oriented: Concerned with
understanding the cultural differences of work groups, having sincere interest in their
cultures, solving their problems, establishing and maintaining a rapport with all
individuals on a project.
- Task-n-Employee oriented: A
combination of both styles. A "hi-hi" style, this paradigm is supported by a
considerable number of researchers. A "hi-hi" leader is one who combines both
high employee and high task orientation.
Figure 1. Combination of Task and Employee Oriented Managerial Styles
Figure 2. Overall Effectiveness of Project Manager
Figure 3. The Allegiance Matrix
