The document discusses several models for organizational culture change including Schein's model of culture change mechanisms, Cameron and Quinn's six steps for designing and implementing culture change, and Lewin's three-stage process of change. It also covers reasons why organizations resist change, methods for assessing resistance to change, and approaches for responding to and dealing with resistance through models like Strebel's contrasting change paths, Beer, Eisenstat and Spector's six steps to effective change, and Kotter and Schlesinger's possible ways of dealing with resistance.
The document discusses resistance to organizational change. It describes Kurt Lewin's view that resistance occurs when individuals perceive a change as threatening. It then identifies factors that can contribute to resistance at the individual, group, and organizational level, such as economic concerns, social factors, psychological reasons, past success, bureaucratic inertia, limited resources, and sunk costs. The document uses Nokia as an example, explaining that reasons for its decline included being more of a hardware company, underestimating the importance of software and the transition to smartphones, and a lack of innovation.
The document discusses the seven dimensions of culture according to Trompenaars:
1. Universalism vs Particularism - whether rules or relationships take precedence. Universalistic cultures follow rules equally while particularistic cultures consider relationships and situations.
2. Individualism vs Communitarianism - whether people focus on themselves or the group. Individualistic cultures prioritize individual goals and communitarian cultures prioritize group goals.
3. Specific vs Diffuse - how separate work and personal lives are. Specific cultures keep them separate while diffuse cultures integrate them.
4. Affective vs Neutral - whether emotions are openly displayed. Affective cultures openly share feelings and neutral cultures keep feelings private.
This document discusses managing cultural diversity in the workplace. It defines cultural diversity as acknowledging the existence of broad cultural groups within a culture, including factors like language, race, ethnicity, values, and social responsibilities. Cultural values, which can differ across cultures, include traits like time orientation, family obligations, and communication patterns. The document suggests cultural diversity in the workplace can provide benefits but also risks, and explores how managers can integrate diversity principles, research needed changes, communicate with staff, and provide programs to effectively manage diversity and change.
This document discusses managing organizational change and innovation. It defines organizational change and compares views on how change occurs. Managers need to understand how to deal with employee resistance to change and stress during change processes. The document outlines techniques for implementing planned changes through organization development activities and discusses how to stimulate innovation. It provides strategies for reducing stress and encouraging creativity, such as establishing wellness programs, fostering idea champions, and building a culture that supports innovation.
Fons Trompenaars is a Dutch author known for his work on cross-cultural communication and management. He identified seven dimensions of national culture differences: universalism vs particularism, individualism vs communitarianism, specific vs diffuse, achievement vs ascription, neutral vs affective, sequential vs synchronic, and internal vs external control. The document provides definitions and examples of each dimension, such as how individualism values personal responsibility over group responsibility. It also discusses how these dimensions appear differently in cultures like Turkey, China, and the US.
I often use this presentation to introduce/re-introduce change management concepts to leaders prior to starting a new organizational development initiative.
The document discusses several models for organizational culture change including Schein's model of culture change mechanisms, Cameron and Quinn's six steps for designing and implementing culture change, and Lewin's three-stage process of change. It also covers reasons why organizations resist change, methods for assessing resistance to change, and approaches for responding to and dealing with resistance through models like Strebel's contrasting change paths, Beer, Eisenstat and Spector's six steps to effective change, and Kotter and Schlesinger's possible ways of dealing with resistance.
The document discusses resistance to organizational change. It describes Kurt Lewin's view that resistance occurs when individuals perceive a change as threatening. It then identifies factors that can contribute to resistance at the individual, group, and organizational level, such as economic concerns, social factors, psychological reasons, past success, bureaucratic inertia, limited resources, and sunk costs. The document uses Nokia as an example, explaining that reasons for its decline included being more of a hardware company, underestimating the importance of software and the transition to smartphones, and a lack of innovation.
The document discusses the seven dimensions of culture according to Trompenaars:
1. Universalism vs Particularism - whether rules or relationships take precedence. Universalistic cultures follow rules equally while particularistic cultures consider relationships and situations.
2. Individualism vs Communitarianism - whether people focus on themselves or the group. Individualistic cultures prioritize individual goals and communitarian cultures prioritize group goals.
3. Specific vs Diffuse - how separate work and personal lives are. Specific cultures keep them separate while diffuse cultures integrate them.
4. Affective vs Neutral - whether emotions are openly displayed. Affective cultures openly share feelings and neutral cultures keep feelings private.
This document discusses managing cultural diversity in the workplace. It defines cultural diversity as acknowledging the existence of broad cultural groups within a culture, including factors like language, race, ethnicity, values, and social responsibilities. Cultural values, which can differ across cultures, include traits like time orientation, family obligations, and communication patterns. The document suggests cultural diversity in the workplace can provide benefits but also risks, and explores how managers can integrate diversity principles, research needed changes, communicate with staff, and provide programs to effectively manage diversity and change.
This document discusses managing organizational change and innovation. It defines organizational change and compares views on how change occurs. Managers need to understand how to deal with employee resistance to change and stress during change processes. The document outlines techniques for implementing planned changes through organization development activities and discusses how to stimulate innovation. It provides strategies for reducing stress and encouraging creativity, such as establishing wellness programs, fostering idea champions, and building a culture that supports innovation.
Fons Trompenaars is a Dutch author known for his work on cross-cultural communication and management. He identified seven dimensions of national culture differences: universalism vs particularism, individualism vs communitarianism, specific vs diffuse, achievement vs ascription, neutral vs affective, sequential vs synchronic, and internal vs external control. The document provides definitions and examples of each dimension, such as how individualism values personal responsibility over group responsibility. It also discusses how these dimensions appear differently in cultures like Turkey, China, and the US.
I often use this presentation to introduce/re-introduce change management concepts to leaders prior to starting a new organizational development initiative.
Chapter 12 Motivation Across Cultures.pptxahmedknight1
This document summarizes key concepts from Chapter 12 of the textbook "International Management Ninth Edition Luthans | Doh" regarding motivation across cultures. It discusses universalist and content/process assumptions of motivation theory. It examines hierarchy-of-needs theory, two-factor theory, achievement motivation theory, and process theories like equity theory and goal-setting theory. It assesses international findings on these theories and discusses job design, work centrality, and reward systems in a cross-cultural context.
The document discusses process innovation. It defines process as a combination of activities used to produce products or services. Process innovation involves adopting new ideas and technologies to business functions. Process innovation can increase profits, improve efficiency and productivity, enhance customer value, and reduce waste. Some techniques for process innovation discussed include business process reengineering, total quality management, lean production, kaizen, 5S, and six sigma. The document also covers value chains and how they are managed.
3 Reasons Why Age Diversity in the Workplace is ImportantARMazzotta123
Workplace diversity is a hot industry topic these days. But much of the discussion tends to focus on adding diversity through gender and ethnicity. While this type of workplace diversification is extremely important, age diversity is another equally important piece of the story.
Trompenaars and Hampden-Turner identified seven cultural dimensions along which cultures can be classified based on their research on business executives. These seven dimensions are universalism versus particularism, communitarianism versus individualism, neutral versus emotional, diffuse versus specific cultures, achievement versus ascription, human-time relationship, and human-nature relationship. Their 1997 book "Riding The Waves of Culture" explores these seven value orientations between cultures.
Rizal observed depressed conditions in the town schools of the Philippines in terms of physical infrastructure, limited curriculum, and ineffective teaching methods. The schools had poor facilities, were located only in major towns, and lacked furniture and resources. The curriculum was also very limited, focusing only on basic reading, writing, and arithmetic for boys and girls as well as sewing and household skills for girls. Teaching methods emphasized memorization and used Spanish as the medium of instruction, which many students did not understand well. Rizal recommended using the native language for instruction and making elementary education compulsory in Philippine law.
This document discusses cross-cultural communication and negotiation. It describes how communication styles can differ between high-context and low-context cultures, with high-context cultures using more implicit and indirect styles that rely on nonverbal cues. It also discusses differences in verbal communication styles between cultures, such as elaborate vs. succinct, contextual vs. personal, and affective vs. instrumental styles. Additionally, it covers nonverbal communication barriers like proxemics, kinesics, and chronemics. Effective cross-cultural communication and negotiation requires understanding these cultural differences in communication approaches.
The document discusses the expatriate experience. It defines an expatriate as a person residing in a country other than their home country, either temporarily or permanently. It notes that globalization has increased opportunities for short term international assignments. The document outlines opportunities for organizations in utilizing expatriates, such as technical skills and relationships building. However, it also discusses problems faced by expatriates, such as work pressure, lack of communication, and feeling like foreigners upon returning. It recommends training for expatriates in cultural awareness and adaptation.
This document discusses international human resource management and labor relations. It provides an overview of international HRM, factors affecting it, and different staffing policies like the ethnocentric, polycentric, and geocentric approaches. It also discusses labor relations, factors influencing it, the role of trade unions, and reasons why workers join trade unions. The objectives of trade unions are to provide benefits like equitable wages, job security, and support to its members.
Tour Guide Intercultural Communication CompetenceHora Tjitra
In the rapid expansion of global tourism, tour guides play an important role in bridging cultures. Having an excellent intercultural communication competence (ICC) will be critical for their success. Based on the behavioral expectation model (Pavitt & Haight, 1985), Leclerc & Martin (2004) showed cross-cultural variations of the tour guides’ ICC among the American, French and German travelers. However this study also raises question about the appropriateness of applying ICC frameworks, developed in the US, to other cultures.
This document discusses the concept of culture and Hofstede's cultural dimensions model. It defines culture as ways of living that are learned rather than innate. Hofstede's model examines power distance, individualism, masculinity vs femininity, uncertainty avoidance, and long-term orientation as key dimensions to analyze differences in cultures. The document then provides characteristics and cultural patterns for some countries, including Japan with its emphasis on harmony and uncertainty avoidance, Germany with its focus on planning and orderliness, China with its long-term investments in organizations, and Mexico with its collectivism and emphasis on family.
Presentation based on Harvard Business Review article: "What is Disruptive Innovation?", by Clayton M. Cristensen, Michael E. Raynor, and Rory McDonald – December, 2015 issue.
The theory of disruptive Innovation was introduced in the article: "Disruptive Technologies: Catching the Wave", by Joseph L. Bower and Clayton M. Christensen from the HBR january–february 1995 issue.
Here are some key points that could be discussed:
- Hofstede's model provides a useful framework for analyzing and comparing cultural differences, but it also has limitations since cultures are complex and not fully defined by these dimensions.
- People's experiences and perspectives are shaped by their cultural background, so seeing issues through another cultural lens aided by models like Hofstede's can foster cross-cultural understanding.
- However, models also risk overgeneralizing or oversimplifying cultures. Individual experiences within a culture can vary widely.
- Overall, Hofstede's dimensions seem most helpful when used as a starting point for discussion rather than a definitive analysis, and with an understanding of both their benefits and limitations
Philippine Economic Zone Authority (PEZA) Expat HandbookKirk Go
This document is a handbook for expatriates published by the DOLE-PEZA Technical Working Group Region 7. It contains messages from Secretary Roque of the Department of Labor and Employment, Director General de Lima of PEZA, and Director Cayanong of DOLE Region 7. The bulk of the document is the handbook itself, which provides information on labor laws and standards in the Philippines relevant to expatriates, including on minimum wage, holidays, overtime pay, leaves, benefits, security of tenure, and dispute resolution. It also includes directories of DOLE and PEZA offices in Region 7.
Innovation and creativity 07 managing innovationKamal AL MASRI
This document provides an overview of managing innovation strategies. It discusses key topics like developing innovation strategies, the importance of senior management involvement, and different types of innovation strategies. It also covers financing innovation methods and contrasts various approaches. The document emphasizes that innovation strategies are important to guide decisions around resource allocation and managing trade-offs. Developing an effective innovation strategy involves analyzing the competitive environment and leveraging the organization's strengths.
This document discusses culture and its role in multinational operations. It defines culture as acquired knowledge that people use to interpret experiences and generate social behavior. The nature of culture is that it is learned, shared, trans-generational, symbolic, and patterned. Hofstede's cultural dimensions of power distance, uncertainty avoidance, individualism vs collectivism, and masculinity vs femininity are explained. Country scores on these dimensions are provided. Trompenaars' additional cultural dimensions of universalism vs particularism, individualism vs communitarianism, neutral vs emotional, specific vs diffuse, achievement vs ascription, time orientation, and environment are defined. The document discusses how cultural values affect managerial approaches in areas
A Strategic Approach to Open Innovation - Jeffrey Phillips★ Tony Karrer
In this session, Jeffrey Phillips examines the critical questions you should ask as you establish an open innovation framework: which technologies or ideas? Which partners and how many? Which methods? By taking a strategic approach to open innovation, you’ll find the right ideas or partners more effectively, and you’ll accelerate new products to market more quickly.
Cross Cultural Communication , Know about turkeyLalit Sharma
Hofstede’s Cultural ,Trompenaars’ 7 Dimensions of Culture, Turkey as Trompenaars’ 7 Dimensions of Culture,Turkey Hofstede’s Cultural, Cross Cultural Communication, Turkey Culture,Study OF Turkey Culture,turkey Culture In nut shell,Know Turkey,Visit turkey,
Topics that will be emphasized in this class include
Technology Strategy
Development of Technological capability
Innovation management
Technology management and business competitiveness interface
Technology adoption
E-business and Virtual Corporation
http://phpexecutor.com
Chapter 12 Motivation Across Cultures.pptxahmedknight1
This document summarizes key concepts from Chapter 12 of the textbook "International Management Ninth Edition Luthans | Doh" regarding motivation across cultures. It discusses universalist and content/process assumptions of motivation theory. It examines hierarchy-of-needs theory, two-factor theory, achievement motivation theory, and process theories like equity theory and goal-setting theory. It assesses international findings on these theories and discusses job design, work centrality, and reward systems in a cross-cultural context.
The document discusses process innovation. It defines process as a combination of activities used to produce products or services. Process innovation involves adopting new ideas and technologies to business functions. Process innovation can increase profits, improve efficiency and productivity, enhance customer value, and reduce waste. Some techniques for process innovation discussed include business process reengineering, total quality management, lean production, kaizen, 5S, and six sigma. The document also covers value chains and how they are managed.
3 Reasons Why Age Diversity in the Workplace is ImportantARMazzotta123
Workplace diversity is a hot industry topic these days. But much of the discussion tends to focus on adding diversity through gender and ethnicity. While this type of workplace diversification is extremely important, age diversity is another equally important piece of the story.
Trompenaars and Hampden-Turner identified seven cultural dimensions along which cultures can be classified based on their research on business executives. These seven dimensions are universalism versus particularism, communitarianism versus individualism, neutral versus emotional, diffuse versus specific cultures, achievement versus ascription, human-time relationship, and human-nature relationship. Their 1997 book "Riding The Waves of Culture" explores these seven value orientations between cultures.
Rizal observed depressed conditions in the town schools of the Philippines in terms of physical infrastructure, limited curriculum, and ineffective teaching methods. The schools had poor facilities, were located only in major towns, and lacked furniture and resources. The curriculum was also very limited, focusing only on basic reading, writing, and arithmetic for boys and girls as well as sewing and household skills for girls. Teaching methods emphasized memorization and used Spanish as the medium of instruction, which many students did not understand well. Rizal recommended using the native language for instruction and making elementary education compulsory in Philippine law.
This document discusses cross-cultural communication and negotiation. It describes how communication styles can differ between high-context and low-context cultures, with high-context cultures using more implicit and indirect styles that rely on nonverbal cues. It also discusses differences in verbal communication styles between cultures, such as elaborate vs. succinct, contextual vs. personal, and affective vs. instrumental styles. Additionally, it covers nonverbal communication barriers like proxemics, kinesics, and chronemics. Effective cross-cultural communication and negotiation requires understanding these cultural differences in communication approaches.
The document discusses the expatriate experience. It defines an expatriate as a person residing in a country other than their home country, either temporarily or permanently. It notes that globalization has increased opportunities for short term international assignments. The document outlines opportunities for organizations in utilizing expatriates, such as technical skills and relationships building. However, it also discusses problems faced by expatriates, such as work pressure, lack of communication, and feeling like foreigners upon returning. It recommends training for expatriates in cultural awareness and adaptation.
This document discusses international human resource management and labor relations. It provides an overview of international HRM, factors affecting it, and different staffing policies like the ethnocentric, polycentric, and geocentric approaches. It also discusses labor relations, factors influencing it, the role of trade unions, and reasons why workers join trade unions. The objectives of trade unions are to provide benefits like equitable wages, job security, and support to its members.
Tour Guide Intercultural Communication CompetenceHora Tjitra
In the rapid expansion of global tourism, tour guides play an important role in bridging cultures. Having an excellent intercultural communication competence (ICC) will be critical for their success. Based on the behavioral expectation model (Pavitt & Haight, 1985), Leclerc & Martin (2004) showed cross-cultural variations of the tour guides’ ICC among the American, French and German travelers. However this study also raises question about the appropriateness of applying ICC frameworks, developed in the US, to other cultures.
This document discusses the concept of culture and Hofstede's cultural dimensions model. It defines culture as ways of living that are learned rather than innate. Hofstede's model examines power distance, individualism, masculinity vs femininity, uncertainty avoidance, and long-term orientation as key dimensions to analyze differences in cultures. The document then provides characteristics and cultural patterns for some countries, including Japan with its emphasis on harmony and uncertainty avoidance, Germany with its focus on planning and orderliness, China with its long-term investments in organizations, and Mexico with its collectivism and emphasis on family.
Presentation based on Harvard Business Review article: "What is Disruptive Innovation?", by Clayton M. Cristensen, Michael E. Raynor, and Rory McDonald – December, 2015 issue.
The theory of disruptive Innovation was introduced in the article: "Disruptive Technologies: Catching the Wave", by Joseph L. Bower and Clayton M. Christensen from the HBR january–february 1995 issue.
Here are some key points that could be discussed:
- Hofstede's model provides a useful framework for analyzing and comparing cultural differences, but it also has limitations since cultures are complex and not fully defined by these dimensions.
- People's experiences and perspectives are shaped by their cultural background, so seeing issues through another cultural lens aided by models like Hofstede's can foster cross-cultural understanding.
- However, models also risk overgeneralizing or oversimplifying cultures. Individual experiences within a culture can vary widely.
- Overall, Hofstede's dimensions seem most helpful when used as a starting point for discussion rather than a definitive analysis, and with an understanding of both their benefits and limitations
Philippine Economic Zone Authority (PEZA) Expat HandbookKirk Go
This document is a handbook for expatriates published by the DOLE-PEZA Technical Working Group Region 7. It contains messages from Secretary Roque of the Department of Labor and Employment, Director General de Lima of PEZA, and Director Cayanong of DOLE Region 7. The bulk of the document is the handbook itself, which provides information on labor laws and standards in the Philippines relevant to expatriates, including on minimum wage, holidays, overtime pay, leaves, benefits, security of tenure, and dispute resolution. It also includes directories of DOLE and PEZA offices in Region 7.
Innovation and creativity 07 managing innovationKamal AL MASRI
This document provides an overview of managing innovation strategies. It discusses key topics like developing innovation strategies, the importance of senior management involvement, and different types of innovation strategies. It also covers financing innovation methods and contrasts various approaches. The document emphasizes that innovation strategies are important to guide decisions around resource allocation and managing trade-offs. Developing an effective innovation strategy involves analyzing the competitive environment and leveraging the organization's strengths.
This document discusses culture and its role in multinational operations. It defines culture as acquired knowledge that people use to interpret experiences and generate social behavior. The nature of culture is that it is learned, shared, trans-generational, symbolic, and patterned. Hofstede's cultural dimensions of power distance, uncertainty avoidance, individualism vs collectivism, and masculinity vs femininity are explained. Country scores on these dimensions are provided. Trompenaars' additional cultural dimensions of universalism vs particularism, individualism vs communitarianism, neutral vs emotional, specific vs diffuse, achievement vs ascription, time orientation, and environment are defined. The document discusses how cultural values affect managerial approaches in areas
A Strategic Approach to Open Innovation - Jeffrey Phillips★ Tony Karrer
In this session, Jeffrey Phillips examines the critical questions you should ask as you establish an open innovation framework: which technologies or ideas? Which partners and how many? Which methods? By taking a strategic approach to open innovation, you’ll find the right ideas or partners more effectively, and you’ll accelerate new products to market more quickly.
Cross Cultural Communication , Know about turkeyLalit Sharma
Hofstede’s Cultural ,Trompenaars’ 7 Dimensions of Culture, Turkey as Trompenaars’ 7 Dimensions of Culture,Turkey Hofstede’s Cultural, Cross Cultural Communication, Turkey Culture,Study OF Turkey Culture,turkey Culture In nut shell,Know Turkey,Visit turkey,
Topics that will be emphasized in this class include
Technology Strategy
Development of Technological capability
Innovation management
Technology management and business competitiveness interface
Technology adoption
E-business and Virtual Corporation
http://phpexecutor.com
Presentation I give at an IBM event, speaking about the business value of social media tools, such as Lotus Sametime (instant messaging), Lotus Connections (social software) and twitter (micro-blogging) - including IBM's own adoption.
שלום לכולם,
לפרוייקט הכשרה והשמה יחודי לתחום המובייל דרושים מפתחים בעלי נסיון בכל שפת/ טכנולוגית פיתוח להסבה לתחום מג'יק .
לפרטים נוספים:
אושרית – 054-5771150
03-7529922 Ext 124
Oshrit@interbit.co.il
לפרוייקט הכשרה והשמה יחודי לתחום המובייל דרושים מפתחים בעלי נסיון בכל שפת/ טכנולוגית פיתוח להסבה לתחום מג\'יק .
לפרטים נוספים:
אושרית – 054-5771150
03-7529922 Ext 124
Oshrit@interbit.co.il
לפרוייקט הכשרה והשמה יחודי לתחום המובייל דרושים מפתחים בעלי נסיון בכל שפת/ טכנולוגית פיתוח להסבה לתחום מג\'יק .
לפרטים נוספים:
אושרית – 054-5771150
03-7529922 Ext 124
Oshrit@interbit.co.il
האינטרנט של הדברים הוא אחת מן המגמות המדוברות ביותר כיום שצפוי להשפיע כמעט על כל תעשיה ומאפשר לנו לזכות בפרסונליזציה, התאמה אישית ושליטה מרחוק כמעט בכל היבט של חיינו
מצגת זו בוחנת:
מהו IoT?
מהו עתיד המגמה?
כיצד יכולות תעשיות כגון אירוח, שירותים פיננסיים וביטוח, רכב ואחרות, לנצל את ה-IoT?
מהו הערך המוסף מבחינת הצרכנים
למדו איך לחסוך זמן וגם כסף לבחירת ספק מרכזיות טלפון IP לעסקים בקלות ובמהירות שיספק לעסק שלכם פתרונות תקשורת מתקדמים במחירים הנמוכים ביותר בשוק,
אסטרטגיה מוכחת!
Samsung Backstage - Extended Enterprise, Multi-Device Totara LMSKineo Israel
Discover Samsung’s Extended Enterprise, Multi-Device Totara LMS. The project's focus is trade engagement through providing an exceptional learner-experience, leveraging elements of gamification. The site makes extensive use of Open Badges and reward-based learning within an elegant, on-brand experience.
16. יותר גובהה תשואה הניבה השקעה איזו?
16
Revenue
model
Open
Network
Structure Process
Product
Performa
nce
Platforms Service Channel Brand
Customer
Engagem
ent
Configuration Offering Delivery
amos.redlich@gmail.com רדליך עמוס053-7737562