Agt planning methodology
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Transcript of Agt planning methodology
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.
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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