Designing strategy for cultural change ppt @ bec doms mba

1. designing strategy for
cultural change
Presented by
BABASAB PATIL

2. Strategies for cultural change
There are two alternative approaches to culture
change:
• Top down
• Bottoms up

3. Top down
• The top down approach is referred to as
„programmatic Change‟ and is introduced and
steered by the top or senior managers.
• These generally focus on artefacts and
employee behavior and tend to extend to the
entire organization.
• The typical changes involved in this approach
are structural change, relocation of
spaces, training and
development, empowerment, quality initiatives
and so on.

4. • These on Paradoxes in this approaches as on
the one hand it talks of autonomy and
empowerment, on the other it follows directive
approach like team briefing. Similarly, culture
transformation is perceived as the task of a
leader.

5. Bottoms up
• The bottoms up changes involve incremental
changes and are linked with an organizations
„critical path‟
• Here the change is initiated by a manager in one
part of the organization.
• There is no formal structure or system, the focus is
on solving a concrete business problem.
• The bottoms up „task alignment‟ is an approach that
may involve a series of over lapping steps at a site
or a business unit emphasizing developing peoples
capabilities, enhancing mobilizing commitment and
shared vision.

6. Organization culture and national
culture
• Organization culture is receiving considerable attention
from researchers and managers alike who consider it to
be a socializing influence and creator of organizational
climate.
• They assume that organizational culture can override
national culture and multinational organization, people
belonging to different countries will be more similar.
• The finding of Hofsted (1980) in a single multinational
organization operating in 40 countries proves that only
50% of the different in employees attitudes and behavior
can be explained by national culture of the employees
but its contribution in explaining their behavior much
more than their organizational role, race, gender or age.

7. Cross cultural content
• With the advent of technology and global village
making its mark, the number of business travelers
from and to different countries has increased
multifold in the past last 15 years.
• The world has literally become very small. This
has brought in the need of knowing and
understanding the various cultures of the
countries that we travel to in order to clearly
understand the needs and deal with them
appropriately,

8. • Too often business relationship suffer because we fail
to understand the psychology and behavior of that
nation compounded by the blurred pictures we carry
about them that the movies and novels have given us.
• Each culture world operates according to its own
internal dynamic, its own principles and its own laws
written and unwritten.

9. Managing cross cultural diversity
• Cultural diversity is a part of organizational life in the
present business environment and can not be ignored.
• The question “How to manage it”? When a manager
focuses attention on cultural differences, it causes
problems as it is often confused with evaluation of a
culture.
• Judging organizational members, inappropriate,
ethnocentric, sexist or racist attitude and behavior. But
if the culture differences are recognized with a view to
managing them, it would minimize the problems and
maximize the advantages of cultural diversity.

10. • Culture diversity can be managed effectively
by developing synergy among members to
function as a teams.
• This can be done by forming groups with
members of divers cultures and providing them
structured learning experience and adequate
training

11. Thank you