The Vigilance Project IM Final
The Vigilance Project—
A Case Study
Peter G. Dominick, Ph.D.
Instructor’s Manual
1
© 2008 SHRM. Peter G. Dominick, Ph.D.
EMPLOYEE AND
L ABOR REL ATIONS
The Vigilance Project—A Case Study
CONTENTS
Teaching Plan................................................................................................................................................ 3
Teaching Notes ............................................................................................................................................ 7
Flip Chart Template . .................................................................................................................................. 21
Hofstede’s Cultural Values Dimensions ....................................................................................................... 22
References and Related Readings ................................................................................................................ 24
2
© 2008 SHRM. Peter G. Dominick, Ph.D.
The Vigilance Project—A Case Study
TEACHING PLANS
Introduction
This case provides an opportunity to look at how several different factors interact to affect conflict and team performance.
These include contextual issues like a merger, cultural values and physical location. They also include team dynamics and leadership and, last but not least, intrapersonal and interpersonal needs and concerns. Remind students that the case is presented largely from the perspectives of the Americans involved.
Recommended Pre-Reading
Instructors may choose their own modules and reading assignments on conflict, team facilitation and team effectiveness.
The following sources were used by the author in writing this case study and may be helpful to instructors:
Fisher, R., and Shapiro, D. (2005). Beyond reason: Using emotions as you negotiate. New York: Penguin Books. www.beyond-reason.net
Hofstede, G.H. (2003). Cultural dimensions web site:
A Case Study
Peter G. Dominick, Ph.D.
Instructor’s Manual
1
© 2008 SHRM. Peter G. Dominick, Ph.D.
EMPLOYEE AND
L ABOR REL ATIONS
The Vigilance Project—A Case Study
CONTENTS
Teaching Plan................................................................................................................................................ 3
Teaching Notes ............................................................................................................................................ 7
Flip Chart Template . .................................................................................................................................. 21
Hofstede’s Cultural Values Dimensions ....................................................................................................... 22
References and Related Readings ................................................................................................................ 24
2
© 2008 SHRM. Peter G. Dominick, Ph.D.
The Vigilance Project—A Case Study
TEACHING PLANS
Introduction
This case provides an opportunity to look at how several different factors interact to affect conflict and team performance.
These include contextual issues like a merger, cultural values and physical location. They also include team dynamics and leadership and, last but not least, intrapersonal and interpersonal needs and concerns. Remind students that the case is presented largely from the perspectives of the Americans involved.
Recommended Pre-Reading
Instructors may choose their own modules and reading assignments on conflict, team facilitation and team effectiveness.
The following sources were used by the author in writing this case study and may be helpful to instructors:
Fisher, R., and Shapiro, D. (2005). Beyond reason: Using emotions as you negotiate. New York: Penguin Books. www.beyond-reason.net
Hofstede, G.H. (2003). Cultural dimensions web site:
References: Ball, D., McCulloch, W., Geringer, M., Frantz, P., and Minor, M. (2006). International business: The challenge of global competition, 9th edition Bartlett, C., and Ghoshal, S. (1998). Managing Across Borders. Harvard University Press. Bradner, E., and Mark, G. (2002). Why distance matters: Effects on cooperation. Dynamics 31(4), 339-351. Crouch, A., and Yetton, P. (1988). Manager-subordinate dyads—relationships among task and social contact, manager friendliness and subordinate performance in management groups Erskine, L. (2006). A tale of two dimensions: Perceptions of relational distance between leaders and followers. Paper presented at the 21st Annual Conference of the Society for Industrial and Organizational Psychology Fisher, R., and Shapiro, D. (2005). Beyond reason: using emotions as you negotiate. Penguin Books. Graham, J. (2003). Culture and human resources management. The Oxford handbook of international business, Alan M. Hayakawa, S.I. (1992). Language in thought and action, 5th Edition. Harcourt. Haythornthwaite, C. (1999). A social network theory of tie strength and media use: A framework for evaluating multi-level impacts of new media Hinds, P.J., and Mortenson, M. (2005). Understanding conflict in geographically distributed teams: The moderating effects of shared identity, shared context and spontaneous communication Hofstede, G.H. (2003). Cultural dimensions web site. http://www.geert-hofstede.com/hofstede_dimensions.php. Hofstede, G.H. (1984). Culture’s consequences: Individual differences in work-related values. Sage Publications. Hofstede, G.H. (2001). Culture’s consequences: Company values, behaviors, institutions and organizations across nations (2nd ed.) Ibarra, H. (1995). Race opportunity and diversity of social circles in management networks. Academy of Management Journal, 38(3), 673-703. Javidan, M., Dorfman, P.W., Sully de Luque, M., and House, R.J. (2006). In the eye of the beholder: Cross cultural lessons in leadership development from project GLOBE Jehn, K. (1997). A qualitative analysis of conflict type and dimensions in organizational groups. Administrative Science Quarterly, 42, 530-557. Polzer, J. (2003). Identity issues in teams. Cambridge, MA: Harvard Business School Publishing (#9-403-095). Wageman, R. (2001). The meaning of interdependence. In M.E. Turner (Ed.), Groups at work: Theory and research, pp.