Change Management Culture

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8 March 2007 MATS326/culture.ppt

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



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



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.



Cultural phenomena

Authority

Bureaucracy

Creativity

Good fellowship

Verification Accountability

all experienced in different ways!



Performance

Pay for individual performance

NL, UK, USA

Recognition of benefits to colleagues

France, Germany, Asia



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



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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8 March 2007 MATS326/culture ppt

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

Change Management Culture

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