1 / 26

Organisation cultures Change management

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

ellison
Télécharger la présentation

Organisation cultures Change management

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. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Organisation culturesChange management MST326 lecture 10 MATS326/culture.ppt

  2. 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

  3. 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

  4. 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

  5. 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

  6. 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

  7. 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

  8. 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

  9. 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

  10. Cultural phenomena • Authority • Bureaucracy • Creativity • Good fellowship • Verification • Accountability • all experienced in different ways! MATS326/culture.ppt

  11. Performance • Pay for individual performance • NL, UK, USA • Recognition of benefits to colleagues • France, Germany, Asia MATS326/culture.ppt

  12. 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

  13. 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

  14. 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

  15. Non-verbal communication • eye contact • body language • personal space • touching MATS326/culture.ppt

  16. 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

  17. Sustainable Leadership Grid comparing Rhineland and Anglo/US models MATS326/culture.ppt

  18. Change management MATS326/culture.ppt

  19. Adaptation Re-creation Tuning Re-orientation Hierarchy of change intensity Reactive Anticipatory Discontinuous Incremental MATS326/culture.ppt

  20. Adaptation Re-creation Tuning Re-orientation Attention from senior management Intensity hierarchy Organisational complexity MATS326/culture.ppt

  21. 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

  22. 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

  23. 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

  24. 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

  25. http://www.change-management.net/ MATS326/culture.ppt

  26. 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

More Related