Organisation cultures Change management

MST326 lecture 10
8 March 2007 MATS326/culture.ppt

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
8 March 2007 MATS326/culture.ppt

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
8 March 2007 MATS326/culture.ppt

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
8 March 2007 MATS326/culture.ppt

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

8 March 2007

MATS326/culture.ppt

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
8 March 2007 MATS326/culture.ppt

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
8 March 2007 MATS326/culture.ppt

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 stereotyping
individual personality mediates the culture
8 March 2007 MATS326/culture.ppt

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 and would end up worse off.
8 March 2007 MATS326/culture.ppt

Cultural phenomena
Authority Bureaucracy Creativity Good fellowship Verification Accountability
all experienced in different ways!
8 March 2007 MATS326/culture.ppt

Performance
Pay for individual performance
NL, UK, USA

Recognition of benefits to colleagues

France, Germany, Asia

8 March 2007

MATS326/culture.ppt

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

8 March 2007

MATS326/culture.ppt

Verbal communication
Anglo-Saxon
when A stops, B starts

Latin
interruptions imply interest

Oriental
space to reflect on what the other said
8 March 2007 MATS326/culture.ppt

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
8 March 2007 MATS326/culture.ppt

Non-verbal communication
eye contact body language personal space touching

8 March 2007

MATS326/culture.ppt

Corporate cultures
Family Eiffel tower Guided missile
project-oriented

person/hierarchy task/hierarchy task/egalitarian person/egalitarian

MATS326/culture.ppt

power-oriented culture role-oriented culture

Incubator
fulfilment-oriented
8 March 2007

Sustainable Leadership Grid comparing Rhineland and Anglo/US models

Rhineland Anglo/US Grid Elements CEO concept Decision making Ethical behaviour Financial markets Innovation Knowledge management Long-term perspective Management development Organisational culture People priority Quality Retaining staff Skilled workforce Social responsibility Environmental responsibility Stakeholders Teams Uncertainty and change 8 March 2007 top team speaker consensual an explicit value challenge them strong shared yes grow their own strong strong high is a given strong strong strong strong broad focus self-governing considered MATS326/culture.ppt process decision maker, hero manager-centred ambivalent follow them a challenge a challenge no import managers a challenge lip-service difficult to deliver weak challenged underdeveloped underdeveloped shareholders manager-centred fast adjustment

Change management

8 March 2007

MATS326/culture.ppt

Hierarchy of change intensity

Reactive Anticipatory Adaptation Re-creation

Tuning

Re-orientation

Incremental Discontinuous
8 March 2007 MATS326/culture.ppt

Attention from senior management

Adaptation

Re-creation

Intensity hierarchy

Tuning

Re-orientation

Organisational complexity
8 March 2007 MATS326/culture.ppt

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
MATS326/culture.ppt

8 March 2007

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
MATS326/culture.ppt

8 March 2007

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

8 March 2007

MATS326/culture.ppt

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 else of 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.
8 March 2007 MATS326/culture.ppt

http://www.change-management.net/

8 March 2007

MATS326/culture.ppt

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://www.managementfirst.com/articles/articles_print/communications_print.htm

http://home.snafu.de/h.nauheimer/index.htm
http://www.managementfirst.com/articles/resistance.htm http://www.outsights.com/systems/columbo/columbo.htm

8 March 2007

MATS326/culture.ppt