Page 90 - Fundamentals of Management Myths Debunked (2017)_Flat

CHAPTER 3 • Integrative Managerial Issues 89
are employed. (High: Egypt, China, and Morocco. Moderate: Japan, Israel, and Qatar. Low:
Denmark, Sweden, and New Zealand.)
• Performance orientation. This dimension refers to the degree to which a society encourages
and rewards group members for performance improvement and excellence. (High: United
States, Taiwan, and New Zealand. Moderate: Sweden, Israel, and Spain. Low: Russia,
Argentina, and Greece.)
• Humane orientation. This cultural aspect is the degree to which a society encourages and
rewards individuals for being fair, altruistic, generous, caring, and kind to others. (High:
Indonesia, Egypt, and Malaysia. Moderate: Hong Kong, Sweden, and Taiwan. Low:
Germany, Spain, and France.)
The GLOBE studies confirm the validity of Hofstede’s dimensions and extend his
research rather than replace it. GLOBE’s added dimensions provide an expanded and updated
measure of countries’ cultural differences. It’s likely that cross-cultural studies of human
behavior and organizational practices will increasingly use the GLOBE dimensions to assess
differences between countries.

Try It 1!
If your professor has assigned this, go to the Assignments section of mymanagementlab.com to
complete the Simulation: Managing in the Global Environment.

What Does Society Expect from

Organizations and Managers?

3-2 Discuss how It’s an incredibly simple but
society’s potentially world-changing idea.
expectations are What is it? The business model followed by TOMS
influencing shoes: For each pair of shoes sold, a pair is donated to
managers and a child in need. As a contestant on the CBS reality show
organizations. The Amazing Race, Blake Mycoskie, founder of TOMS,
visited Argentina and “saw lots of kids with no shoes
who were suffering from injuries to their feet.” He was
so moved by the experience that he wanted to do something. That something is what TOMS
Shoes does now by blending charity with commerce. Those shoe donations—now over
35 million pairs—have been central to the success of the TOMS brand.
What does society expect from organizations and managers? That may seem like a hard
question to answer, but not for Blake Mycoskie. He believes that society expects organiza-
tions and managers to be responsible and ethical and to give something back. However, as
we saw in the highly publicized stories of notorious financial scandals at Enron, Bernard
Madoff Investment Securities, HealthSouth, and others, some managers don’t act responsibly
or ethically.

How Can Organizations Demonstrate Socially
Responsible Actions?

Few terms have been defined in as many different ways as social responsibility—profit maxi-
mization, going beyond profit making, voluntary activities, and concern for the broader social
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system are but a few. These descriptions fall into two camps. On one side is the classical—or
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purely economic—view that management’s only social responsibility is to maximize profits.