Transcript Quality Gurus - Plymouth University

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”
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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 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
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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 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
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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 stereotyping
individual 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 and
would end up worse off.
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Cultural phenomena
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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
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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
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Sustainable Leadership Grid comparing Rhineland and Anglo/US models
Rhineland
Anglo/US
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
yes
no
grow their own
import managers
Organisational culture
strong
a challenge
People priority
strong
lip-service
high is a given
difficult to deliver
Retaining staff
strong
weak
Skilled workforce
strong
challenged
Social responsibility
strong
underdeveloped
Environmental responsibility
strong
underdeveloped
broad focus
shareholders
self-governing
manager-centred
Grid Elements
CEO concept
Long-term perspective
Management development
Quality
Stakeholders
Teams
Uncertainty and change
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Union-management relations
considered process
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co-operation
fast adjustment
conflict
Change management
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Hierarchy of change intensity
Reactive
Adaptation
Re-creation
Anticipatory
Tuning
Re-orientation
Incremental Discontinuous
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Attention from senior management
Intensity hierarchy
Adaptation
Re-creation
Tuning
Re-orientation
Organisational complexity
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Kotter’s eight stages
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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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Kotter’s eight errors
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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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Kotter’s five consequences
arising from the eight errors
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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 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.
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http://www.change-management.net/
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Some URLs for
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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
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