Agt planning methodology
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The document discusses leadership and cultural intercepts in operations and planning. It outlines reasons for effective labor management, planning, and succession planning. It introduces the CIPM model for integrating culture, methodology, and planning. The model focuses on clear accountability, expectations, authority, and process improvement. Cultural attitudes towards planning are examined, such as a short-term focus and the view that planning is for managers. Stages of cultural adaptation for new employees are identified. The document provides resources on organizational culture and cultural intelligence for leadership solutions.
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Agt planning methodology
- 1. Applied Growth Transitions www.appliedgrowth.com Leadership Cultural Intercepts implications for operations Salvador Z. Zamudio, MBA
- 2. Why Do it? • Labor Management Make 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
- 3. C I P M Policies Procedures Structure Process Improvement Processes System
- 4. C I P M Integration Culture Methodology Planning Planning
- 5. C I P M Clear Accountability Clear Consequences Clear Expectations Defined Authority Direction
- 6. C I P M Process Improvement Process Documentation Evaluation Pilot Test Efficiency Gains
- 7. 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
- 8. 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”
- 9. 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
- 11. 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
- 27. Resources
- 28. 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