Introduction (intercultural dimension) Intercultural Management and culture change/cultural leadership styles (why resistance matters) The impact of personal change/Cross-cultural management (culture-specific perception and skills for effective conflict resolution) The intercultural dimension in change processes CULTURE is everything that people have*, think* and do* as members of their society Normative or expected patterns of behaviour Culture is shared by at least two or more people Culture is bound to change Resistance is likely to be present Culture (I) – Comparative Value Orientations CultureIndividualismPrecise time reckoningFuture orientedDoing (working achievm.)People controlling natureYouthfulnessInformalityCompetitionRelative equality of sexesContrastive CulturesCollectivismLoose time reckoningPast oriented Being (personal qualities)Nature controlling peopleOld age FormalityCooperationRelative inequality of sexesCulture (II)Culture (III)Culture Change (I) – Processes of ChangeCulture Change (II)Basic AssumptionsRelation to environmentNature of reality (time & space)Nature of human nature,activity and relationshipsTaken for grantedInvisiblePreconsciousCorporate Culture Summary (Interc. Comm. & Management)Cultural Leadership Styles – Why Resistance mattersInfluence of LeadershipWhat are business ethics?Standards and conduct (that an organis. sets itself in its dealings within the organisation and outside with its environmentNeed to be reflected in the mission statementPurpose: Communication (in- & external)Remember: Analyse, vision, mission, objectives, implementation, control, CHANGE? Change processes – reimplement RESIST.? - SolutionHow to avoid problemsResistance to ChangeWhy do people resist changeFramework (I)Framework (II)Practical GuideOvercoming Resistance to ChangeHow to convince – People embracing ChangeCase StudySolution and SummaryPersonal ChangeCross-cultural ManagementPerceptionC...
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