6-3 Improving Performance

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Southern New Hampshire University *

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645

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Management

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Apr 3, 2024

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1 Article Analysis: Improving Performance Cynthia Tomblin Southern New Hampshire University OL 645: Ethics, Law, and Politics in HR Due Date: March 12, 2023

2 Article Summary The required article is written from a study of the following: Russian and French managers which studied their perceptions of culture in each environment. The author of the study interviewed both Russian managers working in France and French managers who were working in Russia and compared the perceptions that both cultures had to their perceptions of the management culture in each country. The results of the study showed that managers based their perceptions of management in other cultures based upon the characteristics which they find important in their won culture. He French managers found the Russian managers to be short-term oriented due to the French managers long term orientation due to their different approach to time. The Russian managers (Muratbekova-Touron, 2011). This solidified what the author had theorized because what the French managers believed was based not only on what they believed to be true about the Russian managers and Russian culture, but what they believed about their won as well. The study further emphasized the asymmetrical nature of assumptions and mutual perception that French and Russian managers working on each other’s countries do not use the same dimensional cultured thinking to compare their cultures to another (Muratbekova-Touron, 2011). Studied Characteristics The characteristic of the French and Russian managers all has to do with a hierarchical system. The study explained that a hierarchy leads to greater. The study also looked at Universalism and respect for the rules. The study found that the French mangers were less likely to micromanage their staff while the Russian managers were less diplomatic and placed more

3 pressure on their employees than their French counterparts. The Russian managers seemed to be more direct and brutal with their staff as well, compared to the French managers. When it comes to a collaboration with HR in dealing with financial risks, there should always be open communication and discussions on what to do in a crisis. The HR department should be key in the development and training of an emergency plan for when a crisis should arise. In addition to communication with HR and having a plan in place, there should also be a variety of leadership styles used to resolve the issue (Martinuzzi, 2019). The seven styles of leadership are autocratic, authoritative, pacesetting, democratic, affiliative, coaching, and lassiez- faire. The Autocratic leadership style is also known as the do-as-I-say style where the leadership thinks they know more and can male better decisions on their own without input from the rest of their team (Martinuzzi, 2019). The authoritative leader is a visionary who engages and energizes their team and sets the expectations. The leader who is a pacesetter sets high expectations on his or her team and gets things done quickly. This is also known as the do-as-I- do form of leadership. The democratic leader shares any information that will affect the work of his or her team. This leader is known as the participative leader and a spirit of teamwork and cooperation. The affiliative leader fosters a work environment that is collaborative and is a people-come-first leader. This leader opens the A door for his or her team to connect on some level. The coaching leader is one that everyone has the power to lead and gives little direction to his or her team, allowing them to see and utilize their own talents and abilities. The Laissez-Faire leader is detached from his or her team and is better at leading a group of self-starters or experienced employees. Differences in Cultural Perception and Stereotypes

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4 A manager becomes compromised when he or she allows cultural perceptions and stereotypes to invade his or her ideas on how to best utilize an employee’s skill and ability. The cultural perceptions used by the Russian managers to differentiate themselves from their French peers were universalism, hierarchy, and particularism, feminism versus masculinity, space, and language. When looking at the differences between the two groups, the differences were found in space, time, communication, human nature and language, with the most significant differences coming from the views on hierarchy (Muratbekova-Touron, 2011). The French managers struggled with centralization which includes their view on hierarchy, as well as respect. When it came to apprehension with authority, the French were less apprehensive than the Russians. For the French managers who previously worked in a highly hierarchal position, it was difficult to dela with the centralization and demand for respect that came from the Russian managers as well as the micromanagement that went along with it. When it came to the French perceptions and stereotypes of the Russian culture, they were extremely negative. To the French, the Russians were bureaucratic, disinterested in their job, and authoritarian (Muratbekova-Touron, 2011). From the article’s viewpoint, there was no trust between Russian managers and French employees. From her previous research, the author found that the most important differences between the two groups were power distance and affectivity dimensions. One of the stereotypes that the French believed was Russian money means money from Russian mafia. Due to this belief, the French clients did not trust the Russian managers. This would force the Russian companies that were based in France to hire French workers. Both French and Russian cultures have characteristic that could be used as a positive for the other group, but because these cultures have perceptions that seem to determine their belief systems on

5 how they believe or act that are so strong that they have allowed these perceptions to become reality, which is unfortunate. Tactics for HR to Improve Work Performance A performance improvement plan, or PIP, is a great way to monitor or improve performance for an employee who may be concerning or for the entire team to help them perform to their potential. A PIP is a great tool in an HR protocol for either one employee or multiple employees to utilize that outlines detailed steps on how o improve, outlines goals for the employee to work to (Ravindran, 2018). This can be a positive action by HR that ensures all employees are working to the standards that were previously set during their initial training. In addition, HR can also implement strategies that will allow the employee to grow personally as well as professionally. Employee satisfaction surveys should also be utilized as well, which would lead to greater understanding of all areas that need improvement. A diverse culture should also be implemented and communicated. A diverse culture helps the company promote achievement and assist the employee to reach his or her full potential. Promoting a diverse culture or onboarding cultural diversity training would be beneficial for the French and Russian managers. It was very clear that the French and Russian managers did not understand each other’s culture which made it hard for them to relate to one another. It would be beneficial for both groups to learn about each other’s cultures even if it is just a basic understanding to gain factual information and not rely on preconceived notions of what the different cultures are like. References

6 Tomblin, C (2022) Article Analysis: Performance Management [unpublished assignment submitted for OL 645] Southern New Hampshire University Muratbekova – Touron, M. (2011). Mutual perception of Russian and French managers. The International Journal of Human Resource Management Vol.22, No.8. Ravindran, V. (2018). Why Performance Improvement Plan is a Dreaded HR Jargon. Retrieved from https://www.linkedin.com/pulse/20141108074714-5278408-why-performance- improvement-plan-is-a-dreaded-hr-jargon

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