organisation cultures change management
Download
Skip this Video
Download Presentation
Organisation cultures Change management

Loading in 2 Seconds...

play fullscreen
1 / 26

Organisation cultures Change management - PowerPoint PPT Presentation


  • 142 Views
  • Uploaded on

Organisation cultures Change management. MST326 lecture 10. Fons Trompenaars: “Riding the waves of culture - understanding cultural diversity in business ”. “International managers have it tough. They must operate on a number of different premises at any one time. These premises arise from

loader
I am the owner, or an agent authorized to act on behalf of the owner, of the copyrighted work described.
capcha
Download Presentation

PowerPoint Slideshow about 'Organisation cultures Change management' - ellison


An Image/Link below is provided (as is) to download presentation

Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.


- - - - - - - - - - - - - - - - - - - - - - - - - - E N D - - - - - - - - - - - - - - - - - - - - - - - - - -
Presentation Transcript
organisation cultures change management

Organisation culturesChange management

MST326 lecture 10

MATS326/culture.ppt

fons trompenaars riding the waves of culture understanding cultural diversity in business
Fons Trompenaars:“Riding the waves of culture - understanding cultural diversity in business”
  • “International managers have it tough.They must operate on a number of different premises at any one time.
  • These premises arise from
    • their culture of origin
    • the culture in which they are working, and
    • the culture of the organisation which employs them”

MATS326/culture.ppt

the meaning of culture
The meaning of culture
  • A fish only discovers its need for water when it is no longer in it
  • Our own culture is like water to a fish
    • it sustains us
    • we live and breathe through it
  • What one culture may regard as essential,may not be so vital to other cultures
    • e.g. material wealth

MATS326/culture.ppt

culture is the context in which things happen
Culture is the contextin which things happen
  • “If you are going to do businesswith the French, you will first have to learn how to lunch extensively” [FT].
  • Gross generalisation?:
    • Southern (catholic) Europe
      • people first, business second
    • Northern (protestant) Europe
      • business first, people second

MATS326/culture.ppt

basic cultural differences
Basic cultural differences
  • relationships with people
  • attitudes to time
    • a direct line to the future
    • a respect for past, present and future
  • attitudes to the environment
    • nature as a thing to be feared or emulated

MATS326/culture.ppt

relationships with people
Relationships with people
  • Universalism vs particularism
    • greater good or unique circumstances
  • Individualism vs collectivism
    • the individual vs the group
  • Neutral vs emotional
    • expression of feelings
  • Specific vs diffuse
    • direct approach or deep understanding
  • Achievement vs ascription
    • how status is accorded

MATS326/culture.ppt

layers of culture
Layers of culture
  • The outer layer
    • artefacts and products (explicit)
    • language, food, buildings, markets, fashion
  • The middle layer
    • norms - right or wrong behaviour
    • values - good or bad aspirations/desires
  • The inner layer
    • basic assumptions (implicit)
    • survival within the culture

MATS326/culture.ppt

culture as a normal distribution
Culture as a normal distribution
  • Not all people in a culture have identical sets of artefacts, norms, values and assumptions
  • .... but there is usually a patternspread around some average value
  • BEWARE of stereotyping
    • individual personality mediates the culture

MATS326/culture.ppt

hard work
Hard work?

hard work is essentialto a prosperous society

OR

do not work harder than other members of the group because then we wouldall be expected to do more andwould end up worse off.

MATS326/culture.ppt

cultural phenomena
Cultural phenomena
  • Authority
  • Bureaucracy
  • Creativity
  • Good fellowship
  • Verification
  • Accountability
    • all experienced in different ways!

MATS326/culture.ppt

performance
Performance
  • Pay for individual performance
    • NL, UK, USA
  • Recognition of benefits to colleagues
    • France, Germany, Asia

MATS326/culture.ppt

globalisation
Globalisation
  • When in Rome ... ?
  • Some products seem to transcend cultures
  • consider dining at McDonalds
    • fast food for a fast buck in New York
    • a show of status in Moscow or Beijing

MATS326/culture.ppt

verbal communication
Verbal communication
  • Anglo-Saxon
    • when A stops, B starts
  • Latin
    • interruptions imply interest
  • Oriental
    • space to reflect on what the other said

MATS326/culture.ppt

verbal communication1
Verbal communication
  • Anglo-Saxon
    • some rising and falling of tone
  • Latin
    • exaggerated changes in tone
  • Oriental
    • self-controlled monotone
    • lower flatter voice implies higher position

MATS326/culture.ppt

non verbal communication
Non-verbal communication
  • eye contact
  • body language
  • personal space
  • touching

MATS326/culture.ppt

corporate cultures
Corporate cultures
  • Family person/hierarchy
    • power-oriented culture
  • Eiffel tower task/hierarchy
    • role-oriented culture
  • Guided missile task/egalitarian
    • project-oriented
  • Incubator person/egalitarian
    • fulfilment-oriented

MATS326/culture.ppt

change management
Change management

MATS326/culture.ppt

hierarchy of change intensity

Adaptation

Re-creation

Tuning

Re-orientation

Hierarchy of change intensity

Reactive

Anticipatory

Discontinuous

Incremental

MATS326/culture.ppt

attention from senior management

Adaptation

Re-creation

Tuning

Re-orientation

Attention from senior management

Intensity hierarchy

Organisational complexity

MATS326/culture.ppt

kotter s eight stages
Kotter’s eight stages
  • establish a sense of urgency
  • create a guiding coalition
  • develop a vision and strategy
  • communicate the change vision
  • empower employees
  • generate short term wins
  • consolidate gains for more change
  • anchor new approaches

MATS326/culture.ppt

kotter s eight errors
Kotter’s eight errors
  • too much complacency
  • under-powered coalition
  • under-estimating power of vision
  • seriously under-communicating vision
  • permitting obstacles to block change
  • failing to generate short term wins
  • declaring victory too soon
  • not anchoring changes in the culture

MATS326/culture.ppt

kotter s five consequences arising from the eight errors
Kotter’s five consequencesarising from the eight errors
  • new strategies not implemented well
  • gains do not achieve expected synergies
  • long time-scales and high costs
  • down-sizing does not control costs
  • anticipated results not realised

MATS326/culture.ppt

how do you manage change http cmckc meridianksi com kc cmc portal manage2 asp
How do you manage change?http://cmckc.meridianksi.com/kc/cmc_portal/manage2.asp
  • In the words of Fred Nickols, "The honest answer is that you manage it pretty much the same way you\'d manage anything elseof a turbulent, messy, chaotic nature…"
  • The first thing you do is jump in. You can\'t do anything about it from the outside.
  • A clear sense of mission or purpose is essential.
  • Build a team. "Lone wolves" have their uses, but managing change isn\'t one of them. On the other hand, the right kind of lone wolf makes an excellent temporary team leader.
  • Maintain a flat organizational team structure and rely on minimal and informal reporting requirements.
  • Pick people with relevant skills and high energy levels. You\'ll need both.
  • Toss out the rule book. Change, by definition, calls for a configured response, not adherence to prefigured routines.
  • Shift to an action-feedback model. Plan and act in short intervals. Do your analysis on the fly. No lengthy up-front studies. Remember the hare and the tortoise.
  • Set flexible priorities. You must have the ability to drop what you\'re doing and tend to something more important.

MATS326/culture.ppt

some urls for change management
Some URLs for Change Management
  • http://www.janus.org/
  • http://home.att.net/~nickols/change.htm
  • http://www.change-management.net/
  • http://www.change-management.org/
  • http://home.snafu.de/h.nauheimer/index.htm
  • http://www.managementfirst.com/articles/articles_print/communications_print.htm
  • http://www.managementfirst.com/articles/resistance.htm
  • http://www.outsights.com/systems/columbo/columbo.htm

MATS326/culture.ppt

ad