Archive for the ‘Business Books’ Category

Do First World Countries Really Impose an “Anti-Immigration” Curriculum on Third-World Countries?

February 26, 2012

Anti-Immigration Plot?

Among some in the educational establishment in Northwest Africa, the idea is spreading that the new skills-based educational pedagogy is actually an “anti-immigration” plot hatched by first-world countries to “keep third-world workers in their own countries.”  I even heard of a college professor of education who is teaching this to prospective teachers, who are asked to implement the new pedagogy.

What is actually happening with the new pedagogy, however, is the result of the new global communication revolution of internet penetration into third-world countries.

World Internet Users, 2011

In the past, as explained in The Globalization Paradox (2011), the Industrial Revolution spread from England, to the European countries, and to some of the New World (North America, Australia, and New Zealand), but not much further.  These parts of the world had two distinct advantages (which up-and-coming third-world countries are now trying to do something about):  1.)  they had enough educated and skilled workers to run the new factories, and 2.)  they had good institutions–well functioning legal systems, stable politics, restraints on expropriations by the state–to generate incentives for private investment and market expansion.

Other countries had to depend on “importing” skills and institutions, and they used intercontinental labor mobility to do so.

Imported labor building American railroads

This era is now coming to an end.   Internet communication and improved transport of goods via supertankers enables companies to move operations elsewhere, because it is more cost-effective, rather than the more expensive alternative of importing labor.   Therefore, any country who wants those jobs must prepare its labor force.

This revolution is NOT happening because of a first-world PLOT designed by governments.  It is an unanticipated effect of internet communications.   Many, many individual companies are making these decisions on their own.  Many are now forced to in order to compete with those who have already done so.

Forward-thinking third-world governments are now realizing this, and are beginning to create the conditions which will enable some of their citizens to obtain jobs in the new world marketplace, or to become entrepreneurs and create their own businesses.

Education in Libya, North Africa

For example, in North Africa, in just one decade, schools have been built all over the country, and for the first time, the majority of children are in school. Those who are graduating from college, having succeeded in their education, are now clamoring for jobs.

The only middle school in this rural area of Northwest Africa

Two problems exist.  First, the countries are small, and the market size served by businesses is small (except in textiles, tourism, and agriculture).  Therefore, the profitability of acquiring new equipment and technologies is small for the average business, which still remains family-based, and therefore provides limited opportunities for employment to average workers without family connections.

Tunisian college students

Second, most local college graduates are not from the elite classes (the elite usually send their sons and daughters to foreign universities).  Many of these graduates feel that the elites are in cahoots with the local governments, and that these elites block improvements in others’ economic positions that would threaten their own power.  This is a great part of what the Arab Spring movement is about.  The newly-educated middle classes want a democratic meritocracy, rather than an oligarchy of the elites.

By implementing the new skills-based pedagogy, they are actually attempting to insure that what is being taught has some usefulness in the real world, as well.   However, it is not only in the third-world where these pedagogies are being implemented; they are now de rigueur in much of the first world, too.

This trend has now been taken to an extreme, however, as was illustrated to me recently by a friend in England, “I was amazed to see how rigidly it is implemented these days in my daughter’s school.  When you go to parents’ evenings, the teachers actually do have enormous A3-size spreadsheets with hundreds of tiny squares on a grid.  Teachers find the student’s name, and move along the row, saying things like, ‘Uses adjectives to express emotion in a third party – level 4A;’ or in history, ‘deducing a specific social condition from a contemporary artwork – level 5B.’  It is all incredibly mechanical, and if you ask how they are doing overall, there is no such thing.”

A Page from the British National Curriculum

What is happening in third-world North African education is now no different that what is happening in Europe.  It is not a plot.  However, this trend in Europe appears to have gone much too far, into uselessness!

Is it something new that first-world countries are against importation of unskilled labor?  Yes, and no.  First-world countries are mostly interested in protecting the middle-tier of jobs, rather than those at the very top or the very bottom.  These are the jobs that every country wants to reserve for their own workers, and that they do not want immigrants filling.  This is nothing new.

Middle-tier, white-collar desk jobs

No country minds importing workers at the very high skill end, where those skills don’t exist, and where they may benefit by learning those skills from the imported workers.  Also, most countries continue to import workers for the very lowest level of jobs, such as migrant farm labor, or office cleaning at night.

What is new is that both Islamic terrorism has been increasing in Europe, and migrating groups have been attempting to impose ideological change on their host societies.  This has definitely had a backlash  effect on the general willingness to accept immigrants, both in Europe and in America, especially from Muslim countries.

This restriction on jobs is even true for me as a first-world immigrant to a third-world country, where I find most jobs are reserved for people who are citizens.  As a non-citizen immigrant, I am only permitted to do for which it can be “proved” by the company I work for that a citizen cannot fill the position, or else I must be self-employed.  I want to point out that third-world countries have equally strong anti-immigration policies as do first-world countries.

Northwest Africa has been implementing a new educational pedagogy the past few years, which requires teachers to mark each student on specific skills mastered (similar to my English friend’s experience, described above), as well as to use modern group activities and other interesting delivery methods.

Crowded classrooms in Northwest Africa

One of the reasons teachers have been striking for several years is that most teachers feel this is too difficult and requires too much work when each teacher has over 300 students each week ( compared with typical American teachers having up to 180 students per week). One middle school teacher I know says, “I teach 13 classes of 45 students each, with each class lasting once a week for two hours.”   An incredible amount of material has to be covered.  This teacher felt that if he had three classes of 15 students each, or even his own classroom (he has to move from room-to-room) he might be able to fully implement the new educational pedagogy.

Educational trends swing with the pendulum as much as other social trends do.  We are still clearly in the upswing of this trend toward skill boxes.  I predict that the current trend will continue for another twenty years before it is scrapped in Europe, and educational trends head in another direction.

–Lynne Diligent

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Understanding North African Work Behavior: A Comparative Analysis

February 4, 2012

Europeans criticize Americans for working too much....

Where do the different work attitudes in different countries come from?

Americans are criticized by Europeans for “working too hard,” and “not having any culture.”  Americans in Europe often criticize Europeans for having anti-business attitudes and being cultural snobs.  The Asians, on the other hand, make Americans look extremely lazy!  In French-speaking North Africa, we have a curious mixture of pro- and anti-business sentiments.  Business and money are extremely respected, yet nothing works well.  Businesses are extremely inefficient, and services are terrible (including government services).

There are now a number of good books written on  differing work attitudes in various countries.  Three of my favorites are The Seven Cultures of Capitalism, Working for the Japanese:  Inside  Mazda’s American Auto Plant, and Au Contraire!  Figuring Out the French.  But these books don’t explain where these attitudes originated from.

The answers are to be found in the historical experiences of various countries.  The major difference which sets America apart from Europe, in work attitudes today, is that America has no history of feudalism.

European work attitudes, with their emphasis on free time for workers and quality of life came directly out of peasant attitudes and revolts against feudalsim.   Peasants were the lowest class of society, were highly oppressed,  heavily taxed, and were at the mercy of justice systems operated by the social classes who took advantage of them.  When we study Feudalism as a system, we do not normally address how the peasants felt about it.  In fact, peasants did not passively accept the situation, century-after-century.  Peasant uprisings and revolts were a common occurrence.  Later, as Feudalism’s authority began to weaken, the new urban workers widened the base of the lower class, against the princes and the lords.  The upper classes used nepotistic practices to maintain their control over the bureaucracy.

The remnants of these attitudes are found today in European attitudes toward work, where laws and the public demand that workers have plenty of free time and are not “taken advantage of” by those in management (the old lords and princes).

Promotions into management are not awarded to competent workers; rather only people who are from certain families, or who went to the top categories of schools are permitted into the management tracks.  Decision-making in French corporations follows a strict hierarchy, and authority belongs to the office a person holds, rather than to the individual.  French managers tend to make the decisions and collaborative teamwork is discouraged.  Co-workers tend to feel in competition with each other.

New York offices of the French Investment banking company, Calyon.

American work attitudes, in contrast,  were not not born out of feudalism, but out of freedom, individualism, and capitalism.  One of the main reasons Americans left Europe was because they rejected the class system.  (This is why American bosses occasionally make the office coffee, to demonstrate to workers that they are not “above” others in social class.)  In America, one’s social standing at birth does not prohibit one from rising to a prominent position (whether Abraham Lincoln or Barack Obama).

Who you were at birth has nothing to do with who you will be, or might be.  In America, it is “up to you” to make what you will of your life.  In America, no one cares who you ARE.  They care what you have DONE, what you have ACCOMPLISHED.  This is why Americans generally give the highest pay, promotions, and status in business to those who accomplish the most (rather than those who went to impressive schools, but who do not perform once employed).  Anyone can reach the top tier by becoming rich, if they are smart enough, and willing to work hard enough.  This is what every American teaches their children from the time they are two years old.

Management by Objectives chart

These attitudes are seen today in the American tradition of Management by Objectives, which involves participative goal setting, then choosing a course of action, and decision-making in line with those actions.  Employees are measured against these standards.  Unfortunately, American managers often find that management by objectives does not work well in many other parts of the world, such as in North Africa.

Satchel Paige - a victim of American racism in baseball

In America, the problem has been racism, not classism.   The class-based problems and conflicts of Europe have been replaced in America by race-based problems.   While minorities have now been absorbed into society through the past battles of Martin Luther King, past affirmative action (preferential hiring practices based on race), and by becoming members of the professional and middle classes, some disaffected groups and individuals are still very anti-white.

These individuals feel a group solidarity against the white culture.   This same feeling also applies to certain religious groups and groups of new immigrants from various nations to America throughout our history.  They were discriminated against on the basis of national origin until each group became well-integrated after two or three generations.

In the same way, many Europeans and North Africans feel a class-solidarity against those above or below them, which influences work behavior in those countries, in the same way that race conflicts affect work attitudes among anti-white groups in America.  (The Arab Spring movement is partly about hope of the middle classes in the North African countries for abandoning nepotism and moving toward meritocracy.)

America continues to work on these race-based conflicts, but in reality, skin color and culture do continue to be a barrier to certain groups.  White Americans, using the example of Abraham Lincoln, have always told their children since the age of two, “You could grow up to be president.”  However, since the election of Barack Obama to the presidency, now for the first time, black Americans can also tell their children the same thing.

Barack Obama

Today in French-speaking North Africa, there are remnants of attitudes from both the feudal system and modern French systems.  Work behavior of employees and managers here is extremely confusing for North Americans.  While some people work hard and well, these people are rare, and should be especially appreciated (and rewarded).

Instead of being helpful to customers, and cooperative with employees or co-workers, most North-African employees (especially those not in management) tend to set up little “fiefdoms” and act like little Napoleons within their sphere of influence.

If someone comes to them with a request or a problem, instead of facilitating the process, they act as “gatekeepers” and often try to create problems and obstacles where none existed before.  (Yes, some of them expect bribes, but even those who are not looking for bribes tend to behave this way.)  Instead of sharing information so that the organization can function smoothly, both managers and employees are extremely secretive with information, insuring that the organization lurches along from crisis-to-crisis, and problem-to-problem.  This seems similar to business practices in France, in some ways.

There seems to be a sort of “class war” going on between management and employees in most North African companies.  Managers generally come from certain families, and have gone to certain schools.  Employees, neither from important families nor important schools,  have little stake in making the organization function well, and their main interest seems to be in working slowly and inefficiently, specifically making sure that no employer “takes advantage” of them by making them work “too hard.” Employees’ interests seem to usually be diametrically opposed to management’s interests, and many employees (not all) come into a job the very first day with the attitude that they expect an employer will try to exploit them.

Queuing at a government office in North Africa

When employees or co-workers are asked why they don’t give their best effort and take pride in their work, they often answer, “What will it get me if I do?  I will not get paid any more.”  Yet, most say, if presented in theory with a theoretical doubling or tripling of salary for a given job, that the work effort would be exactly the same, that this would not solve the problem.  Therefore, the real problem lies in the attitude behind the work.  Employees immediately assume that their personal interests are in opposition to their employer’s interest, and that they must do everything they can to “protect themselves” instead of everything they can to “do the job right.”

                         

While most Americans view themselves as working hard for a chance to get ahead, and believe in more possibilities in their future, employees in class-based societies usually don’t believe they will be able to get ahead, or be rewarded for their efforts, no matter how hard they work.  Their societies are not meritocracies, and this accounts for their reluctant attitudes at work.

recalitrant employees, passive-agressive employees

Many employees in North Africa behave in a passive-aggressive manner at work, saying "yes," but secretly sabotaging their employers.

North African  employees’ typical productivity is about one-quarter to one-third of an American worker (not everyone–there are some very hard-working North Africans; and certain regions have these problems more than other regions).  Their jobs are “protected” by labor laws which prevent the employer from replacing them no matter how poorly they work.  It can be done, but it is extremely expensive and indemnities increase for every year the employee was with the company.  There are only three acceptable reasons to fire an employee:  being caught stealing, showing up drunk, or not showing up at all repeatedly.  Those reasons do NOT include being habitually late or doing poor work.

Looking at French-speaking North Africa as a whole, unfortunately, from the employee’s  viewpoint, exploitation is rife throughout every level of the society.  Few businesses are corporations.  Most are individual or family-controlled enterprises, large and small.  Nepotism is the order of the day, from finding a job, to being promoted, to getting anything done in the society.

French-speaking North Africa

Business owners tend to exploit anyone working for them who is not a family member, while non-productive family members often have a title and a salary, while doing little.  People are less often employed for their skills than for who they are, or who they know.  Of course, this makes services notoriously bad for consumers.  But even those who lament the exploitation of workers in their own workplace often come home and exploit the labor of those below them.

One secretary, who previously in tears because her boss overworked her and treated her poorly,  turned right around and did exactly the same thing to the assistant she later got.  Some in the middle classes cry over being exploited at work and turn right around and exploit their own maids at home.  As a teacher, I saw over-and-over young students complaining about adults and older children who spoke to them rudely, using insulting words.  But the minute they become older themselves, they turn around and do the same thing.

All this exploitation is about power, which seems to be the main point of interest of each person in the society.  Everyone wants to know precisely who has the authority for what, and authority is never delegated to others as it is in American culture.  This also may be similar to France, but even more extreme in North Africa.

Every time a new employer-employee relationship is created (whether in an office, or a housewife at home with a maid), most employees are not thinking about if their new boss will be kind or provide them with reasonable working conditions.  It is already assumed that they will not.  Instead, they are thinking, “How powerful will I be able to be in this relationship?”  (This may be starting to change with some of the younger generation who are becoming educated and, after the Arab Spring, are hoping for meritocratic changes to take place.)

This concern about power is where foreign managers and expats run into trouble.  American managers aren’t generally thinking about using power and maintaining it.  They are thinking about how to facilitate cooperation, collaboration, and effective problem-solving.  Unfortunately, kindness and consideration (even in speech) is viewed as “weakness” in North Africa, and immediately, the subordinate maid or employee with the “power interest” mentality begins to take advantage, secretly sabotaging the goals of the manager.  The most serious dilemma for the expat manager becomes how to treat employees well (a sincere desire), while at the same time getting them to put forth a good effort toward accomplishing the goals which are important to the manager or employer.

–Lynne Diligent

American Problems in International Business

January 28, 2012

 

The Seven Cultures of Capitalism compares the business cultures of the United States with Britain, Germany, Sweden, the Netherlands (Holland), France, and Japan.  Other countries, such as Singapore, Italy, and Australia are sometimes mentioned.  While not a new book, the content is still just the knowledge international businesspeople need today.

According to British author Charles Hampden-Turner and Dutch author Alfons Trompenaars, some of the biggest problems faced by Americans in International Business are:

1.)  The United States invents extremely well (whose creativity correlates with an inner-directed society), but sometimes isn’t able to follow through well with the subsequent phase of innovation (improving and changing the product in order to to better serve customer’s ideas of how to use it, something at which the Japanese excel).

2.)  American firms become extremely vulnerable at the point where they must serve a maturing market (just where Japanese industry strikes and makes massive inroads).

3.)  Inner-directed Americans sometimes encounter problems in world marketing because customers using the products often do not share the logic of the designers.

4.)  America’s inner-directedness prevents the U.S. from forming the cooperative structures necessary to compete internationally at the level of value-added chains, industries, or nations .  (Three examples given of when America was able to close ranks to fight a larger problem were the Great Depression, World War II, and after the launch of Sputnik.)   Other nations, especially Asian nations, are able to do this much more effectively.

Historically, large economic combinations have been viewed negatively in America’s experience.   The Sherman Antitrust Act and other antitrust policies came about because America views collusion as the inevitable consequence of joining together.  Turner and Trompenaars believe that Americans see cooperation between firms as collusion against consumers. and that their fears are not groundless.

–Lynne Diligent


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