Cross Cultural Management3290
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Transcript of Cross Cultural Management3290
Cross Cultural Management
INFOSYS
Infosys’ effective process to cope with the cultural issues in a transition to the Global Delivery Model.
Facilitates smooth functioning of cross-partner teams.
Promotes better understanding of work culture
differences, awareness and appreciation of different
cultural backgrounds.
The Organizational impact of offshore and near shore
development leaves a footprint on process orientation,
collaborative working styles and project management.
Deals effectively with all three kinds of change.
Infosys conducts extensive Cross-cultural Training of staff covering
Cultural acclimatization,
Client business and organization overview,
Technical environment and processes specific
to the client,
Creating non-intrusive interactions for the
client
Infosys has developed a unique 4-step Communication
Understand the offshoring process,
Understand their offshore partner
Collaboratively improve project
management skills
Draw up a strategy for continuous
process improvement
Step 4: Continuous Improvement Of Customer - Facing Process
Step 3: Optimize skill in Collaborative Project Management.
Step 2: Preview User Experience, For Managers & Customers New to Offshore.
Step 1: Position Relationship & Partner, Keep people up to Date.
Infosys' 4-step Communication Approach
Cross - Culture Coaching is the key for International Success
Executive development = Personal skills development
The critical challenges:
Increase the revenue growth
worldwide through the development of a
strategy-based program for building global
leaders.
Organization's leaders, managers and key
employees must learn to do things differently in
new markets.
Bottom-line Benefits Gained from the use of Applied Behavioral Sciences:
Developing practical ways of studying culture change
and adaptation and human social behavior for groups
both small and large in an organizational setting.
Executive / Cross Cultural Coaches pay attention to
the informal as well as the formal, to the cognitive
and the emotional, data focused on the here and the
now, and on the unique as well as the patterned.
Focus on specific personal skills
sets or behavioral aspects
directly affecting successful
integration of new cultural skills
To achieve bottom-line beneficial
outcome & to produce a
challenges and constructs
practical, applicable solutions in
productivity or profitability .
Example; Participant's in Dr Skiffington's
Master Coach Course learn how to:
Develop an evaluation (ROI) architecture that
includes business goals, initiative objectives, and
evaluation objectives
Calculate the ROI and ROE
Use various types of hard and soft data collection
plans
Use intake and outcome assessment
Calculate ROI for both observable (behavioral) and
inferable (developmental) changes
Convert data to monetary, production values and,
Identify direct bottom-line program effects and flow-
on intangible benefits etc
Building an Integral Behavioral-Based
Framework for developing Global Leaders
Develop and cultivate complex cross-cultural relationships
in a global setting.
Motivate people of different talent pools, backgrounds,
disciplines and generations,
Develop a framework for effective problem-solving across
cultures.
Assess the current culture, understand the leadership role
in the change process required for high performance.
Implement self change and change in the people
Design effective systems and structures, overcome
barriers,
Decrease resistance and create an environment of
driving change and commitment to high performance
Leading Change Control and change emotions. Emotions are cultural
phenomena. Each person's experience of emotion
has individual features, culture shapes the occasion,
meaning, and expression of affective experience.
How to assess actions and social activities
Activities and values define the kinds of things that
people think about, perceive, imagine, remember,
speak, and feel..
Acknowledge Value and behavior differences &
learn adaptive behavioral pattern.
Consistency
New patterns of thinking and behaving
A leadership group that is able to; change their
people-related behaviors and business-related
behaviors, adapt itself across borders and cultures
and change infrastructures and systems to suit.
Using Six Sigma in Europe: A Cross-Cultural
Perspective
Six Sigma is about
Organizational Improvement.
Six Sigma focuses on process
improvement, design and
management.
It is as much about people's
behavior as it is about the
behavior of processes.
The behavior of processes
from the behavior of people
cannot be separated.
National Cultures and the Route to Change
Organizations change is influenced by their predominant
national culture.So, Six Sigma has implications for how
companies ascribe status, recognize performance,
structure reporting lines and communicate.
Fons Trompenaars: Four primary organizational archetypes
depending on the degree to which organizations are
Decentralized or Centralized, Informal or Formal.
Different Techniques for Success
The Netherlands / Germany
Organizations are more centralized, collective
effectiveness is the objective of organizational
improvement.
Raising the capabilities of a work team, department or
business unit is the focus.
Singling out individuals for recognition via special training
or certification risks creating an elite group who will be
resented by their peers.
The power of Six Sigma is in improving everyone's
effectiveness by creating a culture of process discipline.
Southern Europe
Business organizations are like families.
Power for the good of the group is ascribed by virtue
of knowledge. Senior managers have to internalize,
then personalize, the change for themselves and
those for whom they feel responsible.
In France, it means spending plenty of time
educating Senior Managers about the leadership
aspects of Six Sigma before ever picking process-
based projects.
SwedenAn organization is a vehicle through which the individual
expresses him- or herself and can realize his/her full potential.
To generate enthusiasm for Six Sigma, one must anticipate
the question, "How will Six Sigma help me be more
creative?" The answer is, "When half of today's problems
are avoided through better processes, you will have
more time to be creative!"
Six Sigma frees up the capacity of individuals to grow and
learn. Its success depends on it.
Six Sigma Starting Points and Approach
Depending on the geographic region in
Europe, the starting point and approach to
implementing Six Sigma must be changed.
Generating genuine enthusiasm for Six Sigma
means putting it in the right organizational
context and communicating accordingly.
Cultural differences call for these different approaches:
In a French company, build awareness among
Senior Managers and all employees before
rolling out Black Belt or Green Belt training.
Develop measures and actions to improve
employee satisfaction.
In a German company, clearly define who is
responsible for Six Sigma and how it fits with
other initiatives. Use Six Sigma as a means to
elevate collective performance through the wider
application of advanced process methods.
In a British company, link Black Belt and Green
Belt appointments to career development for
high-potential managers. Use Six Sigma to
communicate good ideas upward and provide
recognition
Summary: Universal Applicability, Individual Implementation
Six Sigma is universally applicable, though how one
communicates the purpose of it and implements it should differ
depending on the predominant national culture.
Companies operating in Europe should beware of
implementation approaches that are based on a U.S.-style
emphasis on the capability of talented, well-trained individuals
to get results "no matter what it takes."
CEOs should develop an explicit leadership strategy to
introduce Six Sigma as a vehicle for strategic organizational
change.
Bear in mind these pointers:
Take stock early on of who is involved and how to motivate
them to change.
Be sure to incorporate “Soft Skills Training" (e.g., facilitation
and change management) in the Six Sigma curriculum.
Train teams as well as individuals to build the capability of
groups and their commitment to implement and sustain
improvements.
Be aware that teams from different countries will progress at
different rates.