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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

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Organisation cultures Change management

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  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

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