Applied Growth Transitions

www.appliedgrowth.com

Leadership Cultural Intercepts

implications for operations

Salvador Z. Zamudio, MBA

Why Do it?

• Labor ManagementMake the best use of available labor 60%-70% is at stake

• Planning Short Term-Long Term-Strategic Create effectiveness by design• Succession Planning Who is your leadership base Manager-

Supervisor-Team Lead

C I P M

Policies Procedures

Structure

Process Improvement

Processes

System

C I P M

Integration

Culture

Methodology

Planning

Planning

C I P M

Clear Accountability

Clear Consequences

Clear Expectations

Defined Authority

Direction

C I P M

Process Improvement

Process Documentation

Evaluation

Pilot Test

Efficiency Gains

C I P M Cultural Attitudes Towards Planning

• Planning - mostly short term

• Spontaneous activity - modus operandi

• Time - valued differently

• Pervasive Concept -“It’s good enough”

• Power Distance - huge barriers

• Group - more important than self

C I P M Cultural Attitudes towards Planning

• Assuming Responsibility -“Hard to do”

• Saving Face - ”More important than success”

• Strong Affiliation with the “Patron Image”

• Nepotism - “ A Default Management System”

• Questioning authority seems “Not a good thing to do”

C I P M Cultural Attitudes towards Planning

• Planning - “is for the Jefes”

• Self initiative - “not a strong suit, without trust”

• Doers - “not planners”

• Fatalistic view of the future -“So why plan ahead?”

• Cultural and language barriers - Critical issues

Incertitude Stage- New Employee is not sure about new situation. Comparison between the old and the new take place.

Transition Stage- Adaptation Participation, Employee feels he can work with new conditions and looks for opportunities to become involved.

Resentment Stage- Negative event triggers digression to previous stage (Employee may become disgruntled).

Resignation Stage- Employee accepts new conditions and lives with it (Employee falls back on fatalistic outlook).

Integration Stage - (Employee assumes responsibility) Sees value in learning new things, language and other skills)

2

4

5

3

6

Fear Stage - New Employee does not understand world around him/her.

1

Leadership Cultural Intercepts

Leadership Cultural Intercepts

Leadership Cultural Intercepts

Leadership Cultural Intercepts

Leadership Cultural Intercepts

Leadership Cultural Intercepts

Leadership Cultural Intercepts

Leadership Cultural Intercepts

Leadership Cultural Intercepts

Leadership Cultural Intercepts

Leadership Cultural Intercepts

Leadership Cultural Intercepts

LeadershipSolutions

Questions and

Feedback

Resources

Balogh, A., Gaál, Z., & Szabó, L. (2011). RELATIONSHIP BETWEEN ORGANIZATIONAL

CULTURE AND CULTURAL INTELLIGENCE. Management & Marketing, 6(1), 95-

110. Retrieved from http://search.proquest.com/docview/859007562?accountid=39364

Dolores Sánchez Bengoa, Hans, R. K., & Vrontis, D. (2012). A new organisational memory for

cross-cultural knowledge management. Cross Cultural Management, 19(3), 336-351.

doi:http://dx.doi.org/10.1108/13527601211247080

Emmerling, R. J., & Boyatzis, R. E. (2012). Emotional and social intelligence competencies:

Cross cultural implications. Cross Cultural Management, 19(1), 4-18.

doi:http://dx.doi.org/10.1108/13527601211195592

Kohnen, J. (2012). Leading with cultural intelligence: The new secret to success. The Quality

Management Journal, 19(3), 70-71. Retrieved from

http://search.proquest.com/docview/1028011021?accountid=39364

Mouton, N., Sine Nørholm Just, & Gabrielsen, J. (2012). Creating organizational

cultures. Journal of Organizational Change Management, 25(2), 315-331.

doi:http://dx.doi.org/10.1108/09534811211213973

Nongo, E. S., & Ikyanyon, D. N. (2012). The influence of corporate culture on employee

commitment to the organization.International Journal of Business and

Management, 7(22), 21-28. Retrieved from

http://search.proquest.com/docview/1353608739?accountid=39364

Orij, R. (2010). Corporate social disclosures in the context of national cultures and stakeholder

theory. Accounting, Auditing & Accountability Journal, 23(7), 868-889.

doi:http://dx.doi.org/10.1108/09513571011080162

Salvador Z. Zamudio

www.appliedgrowth.com