change management culture
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Organisation cultures
Change management
MST326 lecture 10
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Fons Trompenaars:
Riding the waves of culture -
understanding cultural diversity inbusiness
International managers have it tough.
They must operate on a number ofdifferent premises at any one time.
These premises arise from
their culture of originthe culture in which they are working, and
the culture of the organisation which
employs them
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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 uswe live and breathe through it
What one culture may regard as essential,may not be so vital to other cultures
e.g. material wealth
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Culture is the context
in which things happen If you are going to do business
with 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
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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
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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
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Layers of culture
The outer layerartefacts and products (explicit)
language, food, buildings, markets, fashion
The middle layernorms - right or wrong behaviour
values - good or bad aspirations/desires
The inner layerbasic assumptions (implicit)
survival within the culture
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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 pattern
spread around some average value
BEWARE of stereotypingindividual personality mediates the culture
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Hard work?
hard work is essential
to a prosperous society
OR
do not work harder than other members
of the group because then we would
all be expected to do more andwould end up worse off.
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Cultural phenomena
Authority
Bureaucracy
Creativity
Good fellowship
Verification Accountability
all experienced in different ways!
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Performance
Pay for individual performance
NL, UK, USA
Recognition of benefits to colleagues
France, Germany, Asia
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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
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Verbal communication
Anglo-Saxon
when A stops, B starts
Latin
interruptions imply interest
Oriental
space to reflect on what the other said
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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
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Non-verbal communication
eye contact
body language
personal space
touching
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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
S i bl L d hi G id i Rhi l d d A l /US
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Grid ElementsRhineland Anglo/US
CEO concept top team speaker decision maker, hero
Decision making consensual manager-centred
Ethical behaviour an explicit value ambivalent
Financial markets challenge them follow them
Innovation strong a challenge
Knowledge management shared a challenge
Long-term perspective yes no
Management development grow their own import managers
Organisational culture strong a challenge
People priority strong lip-service
Quality high is a given difficult to deliver
Retaining staff strong weak Skilled workforce strong challenged
Social responsibility strong underdeveloped
Environmental responsibility strong underdeveloped
Stakeholders broad focus shareholders
Teams self-governing manager-centred
Uncertainty and change considered process fast adjustment
Sustainable Leadership Grid comparing Rhineland and Anglo/USmodels
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Change management
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Hierarchy of change intensity
Reac
tive
Re-orientation
Re-creationAdaptation
Tuning
Antic
ipatory
Incremental Discontinuous
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Attention from senior management
Int
ensityhierarc
hyRe-orientation
Re-creationAdaptation
Tuning
Organisational complexity
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Kotters 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
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Kotters 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
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Kotters five consequences
arising 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
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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.
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http://www.change-management.net/
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Some URLs forChange 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