Time Perception 2

7/28/2019 Time Perception 2

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Course name:Organisational Behaviour II Lecturer:Teresa Carla Trigo Oliveira

Students name: Ruther Philippine Serac Cristina

2012-2013



CONTENTS:

Introduction

Chapter I – Cross Cultural differences inperception of time as inputs in MNTs

Chapter II - MNTs and Team Processes2.1. Terminology

2.2. Transition phase processes

2.3. Action phase processes

2.4. Interpersonal processes

Chapter III – Implications for Outcomes

Conclusion



INTRODUCTION

Cross-cultural differences:

A set of cultural dimensions along whichdominant value systems can be orderedaccording to: Relations between people,Motivational orientation, Attitudestoward time.

Perception of time

Human perception of duration is subjective and variable: it refers to the sense of time, which differs from other senses since timecannot be directly perceived but must be

reconstructed by the brain.

Culture is ―the collective programming of the mind which distinguishes the members of one human group from another‖.

Geert

Hofstede

(

2

October

1928 inHaarlem,

Netherlands

)

isan influential Dutc

h

researcher in the fields

of organizational studies

and more concretely

organizational culture,

also cultural economics

and management

http

://geert

-hofstede.com/

national

-culture.html



http://www.youtube.com/watch?v=Q3i-auGmXyk



MNTS vs HOMOGENEOUS TEAMS

Advantages of MNTs

increased

inovation

higher

quality solutions

to

global business

problems

higher

creativity

team

level

satisfaction

Disadvantages of MNTs

conflicts

among

team

members

lower

levels

of

trustamong

them

lower

levels

of

socialintegration

different

conceptualization

of

time



CONTENTS:

Introduction

Chapter I – Cross Cultural differences inperception of time as inputs in MNTs

Chapter II - MNTs and Team Processes2.1. Terminology





Conclusion



CHAPTER I – CROSS CULTURALDIFFERENCES IN PERCEPTION OF

TIME AS INPUTS IN MNTS

There are 2 models that have a crucial role in teameffectiveness:

1. IPO Input Process Output

2. IMOI Input Mediator Output Input

Inputs OutputsEmergent states

Team processes



Time perception as input

Inputs =Temporaldiversity

Outputs

Increased efficiency:

Performingrequirements

(speed, quality,long-term vs short-term demands)

Problems in: interpretationof paces of work

planning of activities

conflictsDecreasedtimeliness

Lower quality

outputs



Time perception as input

Hofstede’s cultural dimension:

LTO High LTO Low LTO

How much society values -long term traditions and values

Family is the basis of society Strong work ethicHigh value placed on education and

training

Promotion of equality High creativity Individualism

*Nations withasterisks are membersof the Group of Eight (G-8).

based on 56 countries

analyzed by Geert Hofstede.



Introduction

Chapter I – Cross Cultural differences in

perception of time as inputs in MNTs

Chapter II - MNTs and Team Processes

2.1. Terminology





Conclusion



CHAPTER II - MNTS ANDTEAM PROCESSES

2.1. Terminology There are 10 distinct processes –>

generalised in 3 main processes:

Transition phase =evaluation of the entire activity before starting to accomplishthe tasks

Action phase = direct attempts towards goal attainment

Interpersonal phase = emphasize the grade of effectiveness during the first two processes




According to Marks (2001):

Team process is members' interdependent acts that convert inputs tooutcomes through cognitive, verbal, and behavioral activitiesdirected toward organizing taskwork to achieve collective goals.

Mission analysis According to PAST – PRESENT – FUTURE oriented people

Goal Specification

Strategy formulation : Polychoronic vs Monochronic approachs

1

2

3



Polychronic vs Monochronicapproaches

WEAK MID-LOW MID-HIGH STRONG

Need to avoid

uncertaintyMONOCHRONIC POLYCHRONIC

Long Term

orientationMONOCHRONIC POLYCHRONIC

Distance to power POLYCHRONIC MONOCHRONIC

Individualism POLYCHRONIC MONOCHRONIC

Masculinity MONOCHRONICMONOCHRONIC /

POLYCHRONIC




http://www.innovint.com/downloads/pdf_files/monochronic-polychronic-test.pdf

WEAK MID-LOW MID-HIGH STRONG

Need to avoid

uncertainty

Long Term orientation

Distance to power

Individualism

Masculinity



Which list most accurately describes you?

Monochronic People Polychronic People

Tend to do one thing at a time Do several things at the same time

Are not easily distracted Are suceptible to distractions

Commit to work Commit to relationships

Place importance on deadlines Place less importance on deadlines

Stick to plans Change plans often and easily Value and respect privacy Value connection

Relate punctuality to reputationRelate punctuality to therelationship

Accept short term relationships----Lean towards life time

relationships




3 forms of strategy formulation Delibrate planning

Need of polychronic approach: deadline to respect requires multitasking behaviours

Contingency planning

Need of mostly polychronic profiles for formulating alternatives a priori

Reactive strategy adjustmentMonochronic people are less affected to long term defined strategic path changes

http://www.youtube.com/watch?v=2ol9zYw4Chg&playnext=1&list=PL9D9C1245395C2D48&feature=results_video

What must we take in account when we are facing a transitionperiod?

Some social personal characteristics would influence our attitudes attime of planning and apply a strategy?









2.3. Action Phase Processes

In theory there are 4 action phaseprocesses: coordination, goalmonitoring, systems monitoring, backup behaviour.

Coordination – the teamsynchronize the timing of their behaviour and share pertinentinformation.

Goal monitoring – discussionsamong team members regardingtheir progress and the changes thathave to be made.

Backup behaviour – reassurence or assistance of a member

with his role or providing him feedback.

Systemmonitoring– observation regarding

project activities if they are happen according toplanning



http://www.youtube.com/watch?v=oCubvV99a1c



Goal monitoring process:Case Study

The situation: ―For years, rather 2 ½ years, I had a Portuguese boss, with whom I gotalong awfully well. There were absolutely no problems of hierarchy, and we workedtogether a lot on important dossiers. He calls me to his office, <<hey, I was calledfrom the Cabinet, a crisis, they need a briefing on such and such topic for thecommissioner within an hour, because a press guy or someone from Parliament is on

his way, or something like that>>. Quite a tricky subject, where you knew that's not just cut and paste, but you're thinking…‖

The preferred approach: ―I'll have to think about that, how do we do that, how do weapproach this, and where we get that from. And there's hardly any time and you haveto put this on paper and it has to look good and so on.‖

The applied approach: ―What does the Portuguese say? <<Let's have a coffee first!>>

I'm not exaggerating, I've had this a couple of times with this guy and also withothers, the old Italian with whom I worked at the beginning. This was really stressful. You have one hour for something you'd like to have a whole afternoon for, and then you're not sure whether it can be done, and he says, let's go for a coffee first. From my previous experience, I knew that there might be different ways of how to get the jobdone, and thus I started to analyze the situation.‖

"THE IMPACT OF CULTURE ON INTERACTIONS: FIVE LESSONS LEARNED FROM THE EUROPEANCOMMISSION" - Anne-Katrin Neyer, Anne-Wil Harzing



Conclusion:

If there is enough time to work on

the task at hand, people feel morerelaxed, are more willing to adapt toothers’ behaviour, and try to find amiddle ground.

Under time pressure, individuals rely on their own culturallydetermined behaviour and increases two types of culturally determined behaviour: the style of criticizing and differences in work styles.




Style of

criticizing

Southern european countries: indirect way of criticizing, depersonalised

nature of the critique

Northern european countries:straight-to-point approach of criticizing

Austrian culture: diplomatic in theircritique

Work style

Southern europeancountries

more relational-orientedextended explanations importance of personal

relationships in theinteraction

Northern european countries:

more task-oriented straight to the point focuses on getting the job done, clarifyingroles and responsibilities, planning projects,

monitoring operations and performance




Are all actions necessary timeoptimization?

Systems monitoring

For deadline dependant teams:

Time is an external ressource so a monetary

value. Also task valuation is relied on the timededicated to it.

Backup behaviour

Defferenciation between task and social time:Is social life is loss of time optimization?

Is a work-life wealthy for anybody?



2.4. Interpersonal phaseprocesses

1 - Affect management

• Social cohesion• Pace of life

diversity

• Deadlineapproach

2 - Motivationand confidence

building

• Individual level:feedback and

motivation• Periods of silence

3- Conflict management

• Preemptiveconflictmanagement

• Reactiveconflictmanagement



2.4. Interpersonal phase processes Affect Management

Control paces of lifediversity

Ressourcesallocations

Timepressure

management

Regulatingemotions

FAST PACE OF LIFE

-Ireland-Japan

-Germany

SLOW PACE OF LIFE

-Brazil- Indonesia-Mexico

VS.

l h



2.4. Interpersonal phase processesMotivation and confidence building

Motivationand

confidence building

Back up behaviour

Providingfeedback to share

goals VS.

Western

teammates:

Feedback =individual progress +successSilence period =uncomfortable

Eastern teammates:

Feedback =collectiveSilence period =

cultural heritage



Case study: CROSS-CULTURAL DIFFERENCES INNONVERBAL INTERPERSONAL BEHAVIOURS

Non verbal attitudes Japanese USA Brazilian

SILENT PERIODS 5.5 3.5 0

(Number of silent periods

greater

than 10 seconds, per 30 minutes)CONVERSATIONAL 12.6 10.3 28.6

OVERLAPS

(Number per 10 minutes)

FACIAL GAZING 1.3 3.3 5.2

(Minutes of gazing per 10 minutes)

TOUCHING 0 0 4.7

(Not including handshaking, per 30 minutes)



2.4. Interpersonal phase processesConflict management

Case: How to manage a multicultural team? Conflict

http://hbr.org/2006/11/managing-multicultural-teams/ar/1

When a major international software developer needed to produce a new product quickly, the project manager assembled a team of employees fromIndia and the United States.

From the start the team members could not agree on a delivery date for theproduct. The Americans thought the work could be done in two to three weeks; the Indians predicted it would take two to three months. As time went on, the Indian team members proved reluctant to report setbacks inthe production process, which the American team members would find outabout only when work was due to be passed to them. Such conflicts, of course, may affect any team, but in this case they arose from cultural

differences. As tensions mounted, conflict over delivery dates and feedback becamepersonal, disrupting team members’ communication about even mundaneissues. The project manager decided he had to intervene— with the resultthat both the American and the Indian team members came to rely on himfor direction regarding minute operational details that the team shouldhave been able to handle itself.



















3 consequences:

F

i r s tThe manager

became so

bogged down by quotidianissues

S e c o

n dOver delay

T h

i r dThe team

never

learned to work togethereffectively

Temporally process coordination

Temporally behaviour understanding

2.4. Interpersonal phase processesConflict management



Introduction


perception of time as inputs in MNTsChapter II - MNTs and Team Processes

2.1. Terminology





Conclusion



CHAPTER III - IMPLICATION FOR OUTCOMES

PROCESS is priority to look forward

To avoid misunderstandings

To start building trust between MNTsmembers

Make the process respected anyway

By exercise a strong leadership at C-level

By having a strong organizational cultureas prerequisite

The risk of unsatisfaction, underperform, uncohesivenessis HIGHER within MNTs than in unicultural team mainly because of time perception management



What is your experience with or in virtualcross-cultural teams?

Various nationalities with few real meetings.



Introduction


perception of time as inputs in MNTsChapter II - MNTs and Team Processes

2.1. Terminology





Conclusion



Conclusions

The main issues that have to be taken into consideration when wediscuss about MNTs as diversity in perception and use of time are:

Leadership in MNTs – time management skills

Virtual nature of the majority of MNTs

Individualism/collectivism

Cultural norms should not be applied too strictly: Labelling all the people from a cultureas being polychronics or monochronics

People working within the sameorganization also share an organizationalculture



―Time is the coin of your life. It is theonly coin that you have, and only youcan determine how it will be spent. Be

careful lest you let other people tospend it for you‖

Carl Sandburg



THANK YOU

FOR YOUR

TIME

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Time Perception 2

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