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Chapter Three: 3.1 SHIFTS IN THE CULTURE

Chapter Three: 3.1 SHIFTS IN THE CULTURE. INTRODUCTION RECOGNIZING SIGNIFICANT SHIFTS IN THE CULTURE ECONOMIC CHANGE AND CULTURAL SHIFT HOW NEW TECHNOLOGY CAUSES SHIFT HOW FOREIGN INTERVENTION CAUSES SHIFT IMPLICATIONS FOR THE MANAGER SUMMARY EXERCISE.

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Chapter Three: 3.1 SHIFTS IN THE CULTURE

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  1. Chapter Three: 3.1SHIFTS IN THE CULTURE INTRODUCTION RECOGNIZING SIGNIFICANT SHIFTS IN THE CULTURE ECONOMIC CHANGE AND CULTURAL SHIFT HOW NEW TECHNOLOGY CAUSES SHIFT HOW FOREIGN INTERVENTION CAUSES SHIFT IMPLICATIONS FOR THE MANAGER SUMMARY EXERCISE.

  2. Chapter Three: 3.2FACTORS THAT CAUSE THE CULTURE TO SHIFT The culture may shift in response to significant changes in the business environment. This chapter examines the influence of the following; • economic change (3.3) • technology (3.4) • foreign intervention (3.5)

  3. Chapter Three: 3.3THE THREE MAIN STAGES OF TECHNOLOGICAL DEVELOPMENT A company develops its technology by • acquiring an existing technology; e.g. one transferred by a joint venture partner • adapting an existing technology to meet local needs • creating new technology.

  4. (3.3) The development of new technology empowers the company to ai. create the same numbers of old products or services more efficiently aii. create greater numbers of old products or services b. create new products or services c. develop new organizational structures that regulate the new work roles resulting from use of the technology.

  5. Chapter Three: 3.4OUTSIDE INTERVENTION MAY INFLUENCE THE CULTURE WHEN • the outsiders are respected • they have regular contacts with significant groups within the local society; they create relationships and build role models • leading members of the local society want change, and existing local structures are incapable of implementing this change • the outsiders offer the desired change.

  6. Chapter Three: 3.5OUTSIDER INTERVENTION IN THE ORGANIZATIONAL CULTURE Intervention is more likely to cause long-term changes in the organizational culture when • the outsiders are respected-both as individuals and as representatives of their organization. Their interventions meet perceived needs • the outsiders have regular contacts with significant groups within the local company; they create relationships and role models • influential managers in the local company champion the change proposals made by the outsiders.

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